Process Management
But all projects involve identifying the important business, today’s world calls for company
Fourth, find ways to train employees in
stakeholders, developing an aggressive but
leaders who understand the fundamental
important areas that aren’t their strong-suits.
achievable plan, pointing out the risks (and how
principles of business and can then learn the
They don’t need to be superstars in everything,
to avoid them), communicating the progress, and specifics of a new industry. The excuse of
but they should know when to call the resident
ensuring the finished product meets the
“We’re unique!” doesn’t work when every
expert in the company.
requirements. The most important thing a good
business is unique.
The oil and gas industry is a tough business, not
project manager knows is that the point of the
It is important to find the right people to help do
for the faint-hearted. By seeking out the right
project is to deliver the product or result – not to
things in the best way. And sometimes a fresh
resources and tools to support a business can
produce paper (unless, of course, the project is
set of eyes from outside the industry can help
reduce the risk of a catastrophic ‘company heart
to build a paper mill…) Don’t let project
identify opportunities for improvement and
attack’ in the future.
administration get in the way of getting the job
quickly implement solutions similar to those
done, but DO follow good project management
used elsewhere.
practices to get the job done right. You might
Ron Reyes, Business Systems Manager at
get lucky with a home-grown project manager,
Pioneer Energy Systems, points out that to stay
but certified PMPs and PgMPs have already
competitive, oil and gas companies in Texas
survived their growing pains on someone else’s
need to be innovative and on the cutting edge,
dime.
not only with equipment, but with processes as
Business/Industry Expertise
well. "We've found that we need to have good
Nearly all companies like to promote from
processes in place for our people to follow
within. Managers will overlook possible
before investing in expensive system solutions."
shortcomings in some performance areas in
Designing, documenting, and training to new
order to keep the people they know and trust.
processes is usually much quicker and less
And the need for trust is certainly
expensive than buying the latest equipment or
understandable – but only if that trust is based
software package and trying to implement it in
on the correct attributes. When hiring from the
operations that are not consistent or predictable.
outside (when absolutely necessary), time and
Where to start?
experience in the specific industry will typically
First, continue to trust in the right-hand-man.
trump the ‘growth potential’ of a true outsider,
Don’t have one? Get one ASAP!
which is obviously not easy to assess. “Better
Second, help employees play to their strengths.
the devil you know, than the devil you don’t!” is
Identify what each person in the company does
the common approach.
best and help them do it more often. Employees
But for an oil and gas company to be successful
will be happier and produce better results. Plus,
in today’s environment, it needs to be adaptable.
there will be fewer migraines from beating them
To embrace emerging technology, it needs
up over their shortcomings!
people who can see new perspectives and
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