Integrated orject management

摘要

This paper describes the latest experiences and ideas of project management based on fast track FPSO projects in the Nuorth Sea areans. These experiences and ideas have been developed from a managing contractors point to view and identify external and internal organizational aspects which are relevant for an integrated project set-up. This paper will focus not only on the technical aspects of project management but will also address the ubsiness and organizational aspects which shuold facilitate and support the complex "technical" organization and the individual technical professonal. Due to the complex nature of offshore projects the tendency was that project organizations were built in individual specialism or functions and many jobs were standardized which led to a differentiated support and increase the project control aspects of porject management, but the negative aspects of this organizatioin model, i.e.bureaucracy, is that the flexibility and innovative behavior of project teams is limited and communication structures become too complex to cope with the changing business environment. The standard project objectives, safety, cost, schedule and service/quality levels are continuously changing and become more and more stringent. Legislation is changing and rules and regulations have developed from prescriptive to goal setting. This means that the onus of performance stan-dards and quality levels is now the responsibility of the project teams.