Project Support

A and B Projects Co is one of the best Oil and Gas Companies providing a comprehensive range of inspections required to operate within industry standards and legal standards. We can handle specific inspections for unique jobs or provide a complete package for full mobilization covering all aspects of compliance. Our scalable teams will be able to support you in on-the-spot and project-related nondestructive testing (NDT) work.


Formalized project phases and checkpoints:

Decision checkpoints, or stage gates, mark the end of formal project phases. To move from one stage to the next, managers have to decide if they are ready to move on.

To keep these stage gates relevant, leading oil and gas companies and the contractors who work with them continuously revise their stage-gate frameworks to align them with evolving market conditions. They anticipate the needs of key stakeholders as they plan the steps toward completion. For example, it may make sense to define local content requirements well ahead of front-end engineering design.

Continuous review to measure project value and monitor risk

Successful organizations assess projects continually, not only at formal checkpoints and stage gates, to ensure they are on track to add value. Ideally, senior managers who are not part of the project team give a “cold eye” review, monitoring projects and reporting cost and progress. They report to decision-makers their consulting on the project’s state of readiness and suggest helpful ways to improve the value or cut costs. Comparing the project with others in the portfolio helps prioritize resources in line with company goals. Sometimes the reviewer’s analysis will lead the organization to modify a project development or change its delivery date.

Clear accountabilities within an integrated project team

Successful oil and gas engineering projects require effective decision-making. Projects that run late or over budget find the top reason is “not making good decisions with the right people and not making them happen”. This may include failing to invite technical input at the concept phase, disregarding stakeholders, or misaligning decision makers’ incentives and project goals. An integrated project team with strong management, clear roles, and responsibilities, as long as a shared interest in the project’s objectives, helps ensure accountability. In organizations where decisions and accountability are not clearly allocated to project teams, functional experts may wind up making key decisions. That can create bottlenecks and delays, as decisions percolate up to functional managers with wide-ranging agendas.

Checks and balances between central functions and project teams

Following a robust project, reference framework can help avoid cost and schedule overruns. Leading energy companies gather technical input early, incorporating it into the project’s framework to make sure it aligns with the organization’s larger business goals. They also engage stakeholders throughout the life of the project, from architecture and design through execution. Corporate functions empower project teams by staffing the best people, defining processes, and ensuring control of managerial and technical activities. In turn, project teams must be able to make the decisions for the projects’ deliverables. Projects are more likely to succeed when the functional experts have a consulting advisory rather than a decision-making role in assurance, control, and steering activities.