WIRELINE - Autumn 2017

“ in an engineering environment. The aim was to get feedback from these individuals within operator, major contractor and smaller supply chain companies to get as many perspectives as possible. “The resulting concept is based on a flow diagram featuring four phases, as it was felt users would identify with that model. It’s not an academic

studies illustrating its benefit. Eight projects were put forward, covering areas such as rejuvenation of mature assets, subsea tie-backs, new offshore developments and decommissioning. Each selected project receives funded expert support from ECITB consultants. Bravo Among those at a more advanced stage of applying the toolkit is the team charged with preparing the topsides on the Brent Bravo platform for decommissioning. The project team’s priorities are: safety – including reducing workers’ offshore exposure by increasing productivity; schedule – delivering a credible plan; cost – moving towards minimum manning of the platform by the end of this year.

We’re not confining ourselves to solving problems within our scope, but looking to contribute to the overall project.

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tool or a process document, but a go-to guide that gives people a tangible framework within which to focus on the behavioural principles of collaboration, at any stage in the project. The four distinct phases (see images below) that make up the toolkit are typical of a project life cycle. Various steps and activities are detailed within each phase, comprising

advice, background information and source references. Words in action When it was launched in 2016, the toolkit was released with the aim of addressing “the challenges that the sector faces to enhance project management through collaboration in the present circumstances of lower oil prices, the maturity of the UK Continental Shelf (UKCS), and the need to compete with other global regions for continued investment”.

colleagues across industry, more needed to be done to truly maximise its value. “We received pledges from many companies saying they would use it, but there was no way to measure that,” adds Lynsey. “We feel the toolkit is too important to just sit on a shelf, so we have taken steps to demonstrate the tangible benefits. If industry can relate the toolkit to live projects, see how it works and see the benefits it can deliver, then it will encourage more people to replicate the approach.” To that end, the ECITB issued a call for projects that could pilot the toolkit and ultimately provide case

The three key players – operator Shell alongside contractors Wood and Stork – had already formed a cohesive team earlier this year with common systems and goals, drawing lessons and experiences from similar work on the Brent Delta platform. The formal deployment of the toolkit added an extra dimension to their team-oriented philosophy. Robert Hunt, project manager at Wood, explains: “From early on, we adopted the principles of integration through co-location and a single, simple way of managing the project that covers everything from

But while it was well received after the launch and shared widely with

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