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In this paper, an evolutionary game was developed and used to simulate interactions among the key stakeholders associated with the monitoring and control of environmental impact of the projects. Th...

The purpose of this research is to examine the causes of delay in airport projects in general and the King Abdulaziz International Airport (KAIA) of Saudi Arabia in particular. The KAIA is the most strategic and busiest airport of Saudi Arabia, which transports millions of pilgrims from two hundred countries to perform Hajj and Umrah in Makkah. In general, more than 50% of construction projects fail on one more area. Our method of research is empirical based on the analysis of responses received from seventy-one respondents to our survey questions. We shall also synthesize literature that utilizes previous research and case studies on aviation and public project failures. We believe that this research will be valuable in ascertaining and mitigating direct causes for the numerous project delays in Kingdom of Saudi Arabia.

A atratividade de um projeto é verificada por meio da compatibilidade das demandas do projeto às capacidades organizacionais da instituição responsável pela sua execução. Deste modo, a análise da atratividade de um projeto é essencial para a gestão de portfólio, aumentando as chances de sucesso do empreendimento. Entretanto, poucas pesquisas analisam a atratividade de projetos sob uma ótica ampla, além da atratividade financeira, como verificado nos resultados da revisão sistemática de literatura conduzida nesta pesquisa. Assim, este trabalho propõe uma metodologia para avaliação da atratividade de projetos baseada no método hierárquico-fuzzy, considerando a atratividade sob os aspectos técnico-econômico, socioambiental e estratégico. O método é utilizado para compilar notas atribuídas a indicadores referentes a tais critérios, considerando diferentes pesos e incertezas inerentes a projetos. A metodologia foi aplicada a 13 projetos de infraestrutura rodoviária executados no Brasil, estimando-se seus índices de atratividade. Os resultados são comparados a avaliações gerais realizadas após a execução destas obras. Deste modo, foi possível identificar o valor do índice de atratividade a partir do qual as obras apresentaram resultados negativos, possibilitando a sugestão de um Índice de Atratividade mínimo. Enfim, a metodologia proposta é simples, flexível e pode ser amplamente empregada em diversos setores devido a sua praticidade de aplicação. O índice de atratividade proposto pode ser uma ferramenta versátil para auxiliar os gestores de projeto e de portfólio na tomada de decisão quanto a avaliação de execução de projetos.

In the resource levelling problem (RLP) under uncertainty, existing studies focus on obtaining an open-loop activity list that is not updated during project execution. In project management practic...

Managing project scope, time, and cost in an agile project planning are considered to be key influencing factors for a project's success. A large quantum of work and literature shows how agile with its iterative project execution methodology has produced a large number of successful projects over the last two decades, especially in the IT sector. However, the concern regarding applicability of this highly successful project execution methodology in industrial sectors other than IT has been a question to which researchers are trying to find an answer. The solution to this problem would require covering all aspect of project management through which an answer for its applicability could be provided. This study identifies the possible issues and proposes an agile plus limited to scope, time, and cost knowledge area of project management. The results are obtained from the extensive empirical findings gathered using literature study, interviews, and surveys. Further, the empirical findings and proposed model are quantitatively validated, which came out to be in accordance with the literature and empirical findings.

Fatores que influenciam no risco de extracusto na execução de projetos atraem a atenção de muitos pesquisadores. Porém, cada estudo disponível na literatura foca seus esforços no entendimento de alguns fatores avaliados como relevantes no contexto do problema daquele estudo e, normalmente, sem considerar as interações entre fatores. Esta lacuna de consideração pode levar a conclusões imprecisas sobre os potenciais danos causados pelos problemas que ocorrem ao longo do ciclo de vida do projeto, prejudicando a assertividade no processo de tomada de decisão e representando potencial risco adicional à performance do projeto. O objetivo deste estudo é identificar e integrar, de forma sistêmica, os fatores e respectivas relações causais que influenciam no risco de extracusto de execução em empresas baseadas na venda de projetos. Para tal, realizou-se uma revisão sistemática da literatura (RSL), e as relações entre os fatores identificados foram integradas em um diagrama causal, por meio de uma abordagem sistêmica. Os resultados obtidos podem contribuir para melhor compreensão do complexo sistema que envolve o fenômeno do extracusto e suportar um processo de tomada de decisão mais assertivo. Ao final, apresentam-se algumas limitações e possibilidades de sequência de estudos, por exemplo, o desenvolvimento de um sistema de predição de risco de extracusto, baseado em Redes Neurais Artificiais (RNA).

Probabilistic Monte Carlo simulations are often used to determine a project's completion time given a required probability level. During project execution, schedule changes negatively affect the probability of meeting the project's completion time. A manual trial and error approach is then conducted to find a set of mitigation measures to again arrive at the required probability level. These are then implemented as scheduled activities. The mitigation controller (MitC) proposed in this paper automates the search for finding the most cost-effective set of mitigation measures using multiobjective linear optimization so that the probability of timely completion remains at the required level. It considers different types of uncertainties and risk events in the probabilistic simulation. Moreover, it removes the fundamental modeling error that exists in the traditional probabilistic approach by incorporating human control and adaptive behavior in the simulation. Its usefulness is demonstrated using an illustrative example derived from a recent Dutch construction project in which delay is not permitted. It is shown that the MitC is capable of identifying the most effective mitigation strategies allowing for substantial cost savings.

Due to a lack of suitable methods, extraction of reporting requirements from lengthy construction contracts is often completed manually. Because of this, the time and costs associated with completing reporting requirements are often informally approximated, resulting in underestimations. Without a clear understanding of requirements, contractors are prevented from implementing improvements to reporting workflows prior to project execution. This study developed an automated reporting requirement identification and time–cost prediction framework to overcome this challenge. Reporting requirements are extracted using Natural Language Processing (NLP) and Machine Learning (ML), and stochastic simulations are used to predict overhead costs and durations associated with report preparation. Functionality and validity of the framework were demonstrated using real contracts, and an accuracy of over 95% was observed. This framework provides a tool to rapidly and efficiently retrieve requirements and quantify the time and costs associated with reporting, in turn providing necessary insights to streamline reporting workflows.

After project agreement and before Starting BIM process, it is recommended to prepare a BIMproject execution plan (PxP or BxP).The BIM plan should outline the overall vision withimplementation details to be as a clear guide to all project stakeholders.The BIM Execution Planis a living document should be developed by the project BIM manager and refined throughout theproject’s life cycle.There are some steps procedure to develop a detailed BIM plan, starting fromidentifying the appropriate BIM goals and uses, designing BIM process maps, and identifying thesupporting infrastructure to successfully implement the plan.The plan should be prepared bydesigner lead company in accordance with all parties’needs, and should be a restricted referenceto be followed by all. قبل البدأ في تنفيذ أي مشروع بواسطة نمذجة معلومات البناء وبعد توقيع العقد مباشرة يجب وضع خطة عمل واضحة وشاملةلتکون دليلا لجميع أطراف المشروع. ويجب الأخذ في الاعتبار أن ھذه الخطة تخضع للتحديث الدوري بواسطة مديرنمذجةمعلومات البناء تبعا لاحتياجات المشروع وظروفھ عبرمراحلھ المختلفة.وتمر خطة الإعداد بعدة مراحل ابتداء من تحديد الھدف والرؤية الشاملة لتنفيذ المشروع بواسطة نمذجة معلومات البناء وحتىصياغة خطة تنفيذ المشروع بنمذجة معلومات البناء لتکون بمثابة مرجع موحد لجميع أطرف المشروع يلتزمون بھ جميعا.

This paper considers the problem of temporary shortage of some resources within a project execution period. Mathematical models for two different cases of this problem are established. Semidefinite relaxation technique is applied to get immediate solvent of these models. Relationship between the models and their semidefinite relaxations is studied, and some numerical experiments are implemented, which show that these mathematical models are reasonable and feasible for practice, and semidefinite relaxation can efficiently solve the problem.

This study aimed to optimize the cost and time of implementation of development projects in residential homes Citraland located in the town of Palu subdistrict villages Mantikulore Tondo. Completion of construction of residential houses has been delayed time of completion of the construction. This leads to greater costs incurred in development projects. Therefore, to solve these problems is necessary to analyze the optimization of project time to determine how long a project is completed. Optimization of costs and project execution time is calculated using the Critical Path Method (CPM). The method is based on the results obtained, namely the normal completion time of the project for 69 weeks with a total cost of Rp. 297,887,212.00. Aftertime optimization through crashing eachthe implementation of the activities of the development to 48 weeks with a total cost of Rp. 350,261,175.00. The probability of completion of project design development using methods Program Evolution and Review Technique (PERT) is great opportunity to complete the project work for 48 weeks amounted to 93.19%

Recent surveys of major capital project performance conclude that most oil & gas major capital projects fail to meet their budget and schedule objectives. We describe a new technical framework for project execution, drawing upon principles originally applied in the fields of computer and telecommunications network systems design. The constraints and activity synchronization needed to successfully operate digital network systems have many similarities with, and arguably much greater complexity than, the constraints and activity synchronization required to seamlessly execute capital projects. We show the applicability of utilizing network engineering principles to improve capital project execution. The observation is not new – indeed other industries routinely apply network systems engineering to manage their complex project operations and associated supply networks. Companies successfully applying such principles include Amazon, Federal Express and Walmart. After giving a high-level introduction to the commonality between the fields of network systems engineering and project management and execution, we briefly compare our approach with related ones such as Lean Project Management. The latter approach draws from the operations research and industrial engineering fields, which are foundational in network and systems engineering. We close by describing case examples from recent oil & gas major capital projects and the superior performance obtained by using a network systems approach.

The main goal of project control is to identify project opportunities or problems during project execution, such that corrective actions can be taken to bring the project in danger back on track when necessary. In this study, we define different scenarios to allocate the limited budget used for the cost of activity execution, delays, and corrective actions, according to the timing and amount of the budget release. A large computational experiment is conducted on real-life project data to evaluate the performance of each scenario. The results show that both the timing and amount of the budget release have an effect on project performance.

Prior research has disagreed on the definition of construction project success and the best way to achieve it. Additionally, there is very little research that takes a practitioner’s viewpo...

The use of competition as a conflict-handling style aimed at win-lose end results has been highlighted by some researchers to be common during project execution. However, the impact of such competition on project performance remains largely under-researched. This article seeks to address this gap in the existing literature. A system dynamics simulation model of competition between two key project participants (client and engineering consultant) was formulated through a mixed methods research methodology incorporating the system dynamics approach. Data gathered for two sets of unique projects were used separately to conduct model calibrations, simulation experiments, and impact analyses. The results suggested that the competition negatively influenced project performance.

A robustness measure is an effective tool to evaluate the anti-interference capacity of the construction schedule. However, most research focuses on solution robustness or quality robustness, and few consider a composite robustness criterion, neglecting the bounded rationality of subjective weights and inherent importance and nonlinear intercriteria correlations of objective weights. Therefore, a construction schedule robustness measure based on improved prospect theory and the Copula-criteria importance through intercriteria correlation (CRITIC) method is proposed. Firstly, a composite robustness criterion is established, including start time deviation rs and structural deviation rp for measuring solution robustness from project execution and completion probability rc for measuring quality robustness from the project result. Secondly, bounded rationality is considered, using prospect theory to calculate subjective weights, which is improved by the interval distance formula. Thirdly, the Copula-CRITIC method is proposed to determine objective weights incorporating both inherent importance and nonlinear intercriteria correlations. Finally, an information-entropy-based evidence reasoning method is applied to combine subjective and objective weights together while identifying their validity. An underground power station in China is used for a case study, whose robustness is measured using the proposed methods, single robustness criterion, and composite robustness criterion using traditional weighting methods. The comparison results verify the consistency, representativeness, and advantage of the proposed criterion and methods.

Summary In the overall E&P industry the definition of corporate exploration success differs from organization to organization. It could vary widely from investing early into the right piece of acreage for an investment company, to drilling a discovery well for an exploration only company, to matching the producing volume of hydrocarbon from subsurface with the discovery volume claimed by the Exploration department for a major oil and gas producer. Most of the organizations define their business processes as per their corporate goals and establish stage gate processes for decision making. The exploration processes framework is the guidance to identify and prioritize the work to be done as per the business goal, facilitate collaboration between domains, make each domain understand their roles and responsibility to achieve the common goal, and how their work is going to be used in the next step. The digital solution is embedding the exploration processes framework into cloud native application, with the preservation of data and knowledge, empowers the capacity to integrate analysis from multiple exploration domains, increase the understanding of regional geology to find and mature opportunities. The digital technology successfully establishes the connection between the business goals and the technical project execution.

Current literature shows that poor cost performance in projects has become routine. Research on cost performance has mostly focused on one of the involved parties, either the client or the contractor. Not many research efforts discuss the cost contingency performance of projects. This research discusses the cost performance and cost contingency of projects in the execution phase from the perspective of a client as well as a contractor. Using a case study approach, 95 projects are investigated: 44 client projects and 51 contractor projects. The results show that depending on the perspective, projects can have cost overruns or cost underruns. Comparing the total realized and estimated costs, projects experienced on average about 16% underrun from a client perspective. From a contractor perspective, projects experienced on average up to 2% overrun. The estimated cost contingency in the client's projects was on average 2.64% more than the required cost contingency. The estimated cost contingency in the contractor's projects was on average 5.41% less than the required cost contingency. These differences are explained by pessimism bias and technical reasons on the client's side. On the contractor side, optimism bias and technical and political reasons play a role, resulting in opportunistic behavior. The findings help practitioners to enhance their cost estimates by avoiding both pessimistic bias and optimism bias behavior - for example, by using historical data from earlier projects. Further investigation into the influence of market conditions on cost estimates is suggested.

This chapter discusses project plan Implementations which occurs after the project plan is developed and approved. Project Execution Plan and Project Governance Plan flow diagrams must be constructed. In addition, the execution of the plan should be closely monitored. At this stage of the project, activities for project closure implementation should begin.

Project management subject encompasses several project execution and control techniques which are used to ensure successful project delivery. One of such techniques is Earned Value Analysis. Teaching students of information system engineering the principles of Earned Value Analysis is quite challenging, as mastering Earned Value Analysis requires a thorough understanding of the metrics, repetitive calculations and application of the knowledge to various project situations. Therefore, gamification principles were applied and Earned Value Analysis learning game was implemented. The EVA game is an online board game which also incorporates such game elements as rewards, leaderboard, badges, points, levels and feedback. These game elements aim to stimulate the competition among students, increase motivation and level of engagement and make the learning process more interesting. Although the first experimental assessment of the EVA game involved a relatively small number of participants, it demonstrated that students positively evaluate the introduction of gamification elements into the study process.

With the emergence of digital engineering in the construction context, significant opportunities have arisen for safer project execution. Several studies in recent years have described various applications of digital engineering to improve safety performance. However, what is missing is a systematic review that shows the direct links between the potential of these approaches and how they address the causes of construction accidents. This study is an attempt to fill this gap by conducting a realist systematic review of the literature published since 2012. The study draws from the Loughborough Construction Accident Causation (ConAC) model to create a comprehensive list of accident causes and relates these causes to the identified digital engineering potential, as reflected in the literature. This approach identifies the research gaps and neglected research domains, particularly six endemic problems, within the current digital engineering literature pertaining to safety, while introducing future areas associated with the identified gaps. This study provides useful insights to investigators who gain direction towards the top priorities for future research. In practical terms, the study collates and presents various areas of potential within digital engineering to address the causes of accidents on construction sites, providing a concise source of knowledge for practitioners.

Precedence Diagram Method (PDM) is a visual representation technique that depicts the activities involved in a project. It is a tool for scheduling activities using nodes to represent activities and their connections with arrows to illustrate activity dependencies. During project execution, activities in the project may be considered to change and may lead to inconsistency of dependency types. Consequently, dates and deadlines are missed so these mistakes could prove very costly. Since an ontology describes the relationship between the concepts within a domain. Thus, the ontology could be used to represent knowledge of PDM. This paper proposes PDM Ontology in OWL and rules for inferring the new knowledge from existing PDM and validating PDM using SWRL.

“When will the project performance indices in my project become stable?” is an ever interesting fundamental question in earned value management (EVM) but mostly unresolved as well, especially for the highly dynamic construction projects which call for frequent updating and rescheduling. The stability of the performance indices assures the credibility of EVM as an effective tool to analyse the project performances as well as to forecast the requirements. This paper presents an assessment of time and cost performance stability in EVM based on an analytical stability simulation model which evaluates the probability of the stable project performance indices during the project execution for topologically diverse construction project networks. The model is used to identify the effects of percentage completion, network topology as well as its compounding effects on the stability of EVM forecasting and topology–stability relations were developed for schedule performances. Finally, the performance indices are compared for the stability behaviour.

Conducting informatic projects requires the application of modern solutions that streamline workflow. Current projects are becoming more complicated, during their implementation, large amounts of data and information are generated. In addition, in many external sources we can find data and information of the various forms and levels of detail. To get from this data a valuable knowledge, it is necessary to use new data analysis techniques and new technological solutions. The article sets out to present a dissertation of considerations for IT projects and the steps of IT project were highlighted with areas and IT tools that support their implementation. The aim of this article is to assess the current level of use of IT tools by the companies considered as leaders, at various stages of IT projects implementation. The authors also rated the intensity of IT tools usage in various areas of project execution. The paper includes results of research conducted, and can serve as a guideline for enterprises developing IT tools intended to streamline informatic projects. The contents of the dissertation are based on literature studies and empirical research.

Growing complexity is one of the main reasons behind the failure of many projects. Thus, identifying and measuring complexity is crucial to the success of any project. Various schedule complexity i...

Agile methodologies changed the way of software development in the last decades. However, there is still struggling with the implementation of agile methods in environments such as the telecommunications industry with its long lasting projects in complex and large system set-ups. In this paper, we present a survey on agile software projects in telecommunications and comparable organizations and a case study of a multi-year software integration project and its transition from traditional project execution to agile methods at an Austrian mobile network operator. Including all pitfalls and failures.

This case study deals with three situations of unforeseen events disturbing the execution of a large-scale project. It highlights the many functions a contract has to fulfil under such circumstances, its impact on project management as well as the effects of its working environment on contract implementation. Since projects are highly dynamic, the contract’s main purpose is to organize an orderly progression of the project while maintaining the substance of the agreement reached by the parties. The contract thus serves as a manual for project execution under unexpected conditions, and the stakeholders’ potential course of action will largely depend on its content.

The essential requirements for sanctioning Energy Sector projects have always been conceptual planning, Front-End Engineering Design (FEED) and feasibility studies. Traditional EPC projects start with a planning phase, a design phase, a construction phase, a testing phase, and a turnover to the user phase followed by project closeout. Such projects are usually delivered through water fall management approach. Large EPC projects have more elaborate models with multiple stage gates and bid phases, but the commonality is the sequential nature, with user input happening primarily in the planning and or design phase. During construction phase again there is a sequential work plan with defined project schedule defining activities with regards to trade or geographic areas. Large construction projects are usually implemented through multiple sub-contractors under a general contractor, with a separate designer and a separate owner, and in some cases separate end users (tenants), with complex contracting methodology (ies) in place. As the era of "easy hydrocarbons" is approaching its end, mega-projects are becoming a norm in petroleum sector despite high CAPEX and having long lead times for reaching commercial operations. This is so because unconventional oil and gas like shale gas, Oil sands, FLNG, Ultra-deep water reservoirs require implemetation of state-of-the-art technologies and resource in lesser known project site conditions. FID for such project has traditionally been based on conceptual planning, Front-End Engineering Design (FEED) and feasibility studies. These preliminary steps also help in defining a rigid process (Stage Gate Process "SGP") to follow during subsequent project progress related to EPC activities. SGP outlines activities to be completed in every stage of the project and progress into subsequent stage is authorized only with the approval of a committee / individual called "Gatekeeper". This study discusses application of SGP, having shared Gatekeeper from project stakeholders, together with Agile project management methods, SCRUM to be specific, for developing successful strategies for project EPC phase. As oil and gas industry is moving to megaprojects with innovative reserves recovery ideas, the sector is experiencing increased utility of Agile project-management methods. The entire innovation process has great potential in reducing project development time frame and increasing the success rate of Greenfield or Brownfield projects. This study outlines how Agile method, such as Scrum, can be used as a structured innovative methodology with milestones and decision points (similar to Stage-Gate), and benefits for project stakeholders. This study is carried out as follows: One (01) Green Field project is selected for investigation related to successful EPC management through possible use of Scrum (Agile Methodology)One (01) IT Project is selected for investigations related to successful implementation of Agile management during planning, development and delivery phase.Responsibilities of Project Owner as well as Project Director (Single Point Accountable individual) will be identified for successful implementation of Agile methodology.The study will investigate the availability of know-how and actual utilization of combination of SGP and Srum (Agile methodology) by Project Director / Owner during project execution.The study will identify and quantify the risks involved and benefits achieved in using combination of SGP and Scrum project management strategy. This study indicates that Project Owner as well as Project Director are responsible to identify which component of the EPC project is to be handled through waterfall management and which component is to be managed through Agile. The paper provided two case studies of the use of agile tools and methodologies for IT related projects (which are true candidate for Agile) and EPC project which is different from software or information technology. The very beneficial results and outcomes from the case studies provided proven examples of the success of the application. It is recommended that not all of the principles of agile fit into every EPC project management requirement and need to be evaluated for use for each project and additionally management should make investments in non-core training for their personnel. Mega projects in oil and gas sector are prone to change in requirements during EPC stage. As such Agile project-management method i.e. SCRUM can be used in the innovation process and has a great potential to reduce development time and increase the success rate of new projects. The article briefly outlines how an Agile method, such as Scrum, can be used within a structured innovation process with milestones and decision points, such as Stage-Gate. For mega projects in oil and gas sector a combination of waterfall and scrum methods can be used for managing components of the project.

The design of the electrical part of switchgear substations is mainly carried out without taking into account the economic components and projects in this case must comply only with regulatory documents. The exclusion of economic factors from consideration when designing switchgears for substations is also due to the lack of time for a design engineer involved in the development of large-scale project documentation, and additional calculations under the conditions suitable for the end of the project execution period completely exclude the possibility of integrated accounting of all factors when choosing a switchgear circuit. The paper provides a description of the algorithm for selecting the appropriate option for the layout of an open distribution device for substations of 35-220 kV. The algorithm is based on the method of direct enumeration according to the criterion of the minimum reduced costs for the construction, repair and operation of the switchgear of substations. Possible variants of substation switchgear schemes and layouts are determined on the basis of the requirements of regulatory documents and ensure the required reliability, economy and safety. As the initial data for the determination of capital investments in the construction of electrical installations, the enlarged cost indicators are used. The algorithm is implemented in the original software "ORU CAD". The reported study was funded by RFBR according to the research project № 1837-00115.

EBN is the Dutch state energy company that is a large non-operating partner of over 10 different operators that produce from more than 200 on- and offshore assets with more than 850 projects defined on them. Estimating budget production, medium and long-term forecasts and its associated operating and capital expenditures are of vital importance to EBN. Larger companies with many assets and even more projects, at varying degree of maturity, have great difficulty to reliably predict an aggregated forecast.Historically, EBN would copy and risk operator data, which led to continuous overestimation of both budget production and longterm forecasts. A straightforward correction method was developed; that consists of two parts: firstly, the budget production is set for all producing assets and projects by assessing technical, subsurface, infrastructural and human factors on the operator's fields and projects performance. Secondly, the medium and longterm forecast is delayed with 1 to 4 years for respective SPE PRMS resource classes "justified for development" to "project unviable" and the associated project forecasts are risked with a chance of development according to their subclasses of the contingent resource classes.Data analytics on almost 10 years of reserve reporting according to SPE PRMS standards led to a straightforward solution to reduce short and medium-term forecasting error. The short-term absolute average error used to be 8%. Through the implementation of the new method, 7 years ago, the absolute average short-term forecasting error dropped to 4%. The long-term aggregated forecast, obtained by simply copying the operator data, resulted in an overestimation of up to 50% 5 years ahead. The overestimation was reduced to an absolute average error of 23% by an earlier correction method, which only used risking factors on contingent projects, but no time delay. This paper presents a new method, that uses both risking factors and time delays on the realization of projects. The method reduced the error in the long-term forecast to an uncertainty band of a few percent.Various causes for the overestimation were identified. The budget production errors were primarily attributed to wrong uptime predictions. Longterm forecast errors are impacted by the overestimation of the number of executed projects, while the timing and performance of new projects affects both the short and middle term forecasts.The solution presented is the first methodology for EBN that is able to predict aggregated forecasts of hundreds of projects of several operators with an accuracy within a 5% margin over a lengthy period. The described risking factors described, and delay times, are dependent on the portfolio maturity and investment climate. Historic data has to be utilized to determine these factors for your portfolio.

In 2016 the Subsea Integration Alliance (SIA) was awarded the industry's first deepwater integrated subsea engineering, procurement, construction, installation, and commissioning (EPCIC) multiphase boosting system contract. The scope of the contract called for the supply and installation of a subsea multiphase boosting system in the Dalmatian Field in the Gulf of Mexico and represents the world's longest deepwater subsea boosting tieback. Several studies were conducted to look at increased oil recovery (IOR), with subsea boosting yielding the best economic benefits and lowest overall risk profile. The subsea boosting system has now been installed and has significantly improved the operator's ultimate recovery. The Dalmatian Field was developed in deepwater Gulf of Mexico by Murphy and partners and commenced production in April 2014. The field was developed as a subsea tieback in water depths of approximately 6,000 ft, with a record tieback distance of 22 mi to the Petronius Field compliant tower platform in shallower waters of approximately 1,800 ft. The challenge of increased recovery in subsea fields has driven the advancement of subsea processing technologies, especially in the subsea boosting domain. The successful operation of subsea multiphase boosting systems on a global scale, coupled with the significant added value these systems generate, has driven technological advances in terms of higher differential pressures and longer step-outs. The subsea boosting system was installed in October 2018 and significantly improving the operator's ultimate recovery. Working in close collaboration with the operating company, the SIA has demonstrated that this type of project execution, also referred to as a supplier-led-solution (SLS), can be an effective way to accelerate project completion, reduce schedule and installation risk, and improve overall project economics. This project was completed in a very short execution time of less than 23 months from contract award to pump startup. This was achieved using mature technology in combination with a novel integrated contract model. In addition, a front-end engineering design (FEED) study was performed to define the project scope that included integrated asset modeling to fully explore the potential of the system that enabled the project to be sanctioned. The Dalmatian subsea boosting system represents a game changer in the subsea processing domain because it is an important leap forward in the efforts to improve recovery and enable long deepwater tiebacks. For field developments in remote, deep, and hostile locations, this technology represents a key enabler. This paper explains the application of the subsea boosting system in the Dalmatian Field and discusses how the Alliance's SLS approach to project delivery using fit-for-purpose solutions based on existing design ensured a seamless delivery and installation of a deepwater boosting system for the operator.

Technology has transformed the energy industry over the last 60 years. It has made processes more efficient, employees more productive and crucially, it has improved the safety of both workers and facilities. In a mature industry, such as oil and gas, operators and owners are faced with the challenge of safely and efficiently managing their ageing plant and assets. This challenge is compounded by poor historic records and information, and the potential loss of knowledge as the current workforce retires. Coupled with the increasing requirement for high levels of design assurance and confidence in solutions, and the constant pressure to deliver value, faster and cheaper; companies are constantly looking at the latest technological advances, and to other industry sectors, for possible solutions. This paper explores, through case studies, how the latest digital modelling and visualisation techniques are being innovatively deployed to enhance design, delivery and operations in the oil and gas sector. SNC-Lavalin have been uniquely deploying these technologies into the nuclear sector, where access time is highly-limited due to nuclear radiation. This learning has been brought to the oil and gas sector, and is an exemplar of cross-industry working and knowledge transfer.

Karavanke tunnel is considered the most challenging tunneling project in recent time in Slovenian area. Nowadays the project execution design is prepared for the eastern tube and the construction phase will take place in the following years. One of the bigger challenges for tunnel designers was the client requirement for implementation of building information modelling (BIM). The present article discusses the implementation of BIM in tunnel excavation and primary support in the case of Karavanke tunnel project. Because of the uncertainties in tunnel construction, some different approaches had to be taken compared to standard BIM. In fact, lining deformation tolerance is expected to be up to 50 cm, which directly affect the changing of primary lining geometry during the construction phase. The article also compares two different modelling approaches. One approach emphasizes on tunnel support geometry, the other focuses on smart attribute/property attribution with less element modeled in 3D space.

When project execution is finished, all committed outputs become available to project customers—who are then able to participate in the execution of one or more downstream processes. The execution of downstream processes takes place in an operational (as distinct from project) environment. All going well, this will lead to the generation of the target outcomes which drove the original funding decision. It is possible, however, that target outcomes may not be realised as anticipated. This overlay of operational risk arises from a myriad of identified and unidentified threats associated with the execution of the project’s downstream processes. To manage this risk, we take an early portion of the operational environment and treat it as a fourth global phase of the project—called “outcomes realisation”.

Nowadays, the role of project management (PM) as a prerequisite for successful project execution is globally acknowledged. Several PM frameworks have been introduced during the last years to help project managers and project stakeholders to understand their role in projects, to make them be aware of their expected operations, and to systematically guide their actions during project execution. The dominant PM frameworks as well as their similarities and differences are presented with emphasis given to PM body of knowledge guide. Furthermore, the notion and the dimensions of complexity in projects in general and in software projects in particular with its implications in PM are presented.

A flow-shop construction scheduling – especially for a higher number of tasks projected – requires the use of metaheuristic algorithms to find the optimal schedule. The criteria of optimality may vary as well as constraints assumed for the schedule. The paper presents base rules of the flow-shop scheduling as well as the methods of making the work of engaged brigades continuous. When the cost of work execution is analyzed, it can occur that the optimal schedule understood as providing the shortest total time of project execution or the shortest total slack times of working brigades is not the cheapest solution. The following cost generators are taken into account: a daily cost of each brigade (working or waiting for the work), the technology applied to work execution, penalties for not keeping the milestones. The model of a time-cost evaluation of the flow-shop time schedule is formulated, analyzed and discussed. For the illustration of the presented model, the exemplary flow-shop time schedule with some constraints assumed is analyzed with and without the lowest cost as a criterion of optimality.

Este artigo trata da metodologia da pesquisa voltada à elaboração de atlas linguísticos. Apresenta: (i) uma sistematização das etapas da execução de um projeto de atlas segundo as tarefas técnicas dos diferentes agentes envolvidos; (ii) uma proposta de uma técnica inédita — chamada ‘técnica de efeito tríplice’ — referente à elicitação de dados semântico-lexicais, à sua etiquetagem e à sua cartografação; e (iii) uma classificação de juízos metalinguísticos/epilinguísticos e etnográficos emitidos pelos informantes em inquérito semântico-lexical. Adicionalmente, propõe-se um modelo de elicitação semântico-lexical de estrutura algorítmica.

ABC Company is an agent of network construction, operation, and maintenance. ABC Company is currently implementing the STTF (Shit to the Front) project, which is the project to add FTTH (Fiber to the Home) networks in areas that can have high customer demand. One of the STTF project construction sites is the Indra Prahasta II housing location. However, the project is currently experiencing work delays due to the Covid-19 disaster in Indonesia. Delays in project execution can result in potential prospects choosing another company that provides similar services. The project schedule can be accelerated using the crashing method and TCTO (Time Cost Trade-Off) analysis to solve this problem. This research's acceleration will be carried out with alternatives for adding 3 hours, 2 hours, 1 hour, and an alternative to increasing workers' number. This project has an average duration of 55 working days with a total cost of Rp 604,124,460. The results obtained from data processing, on the alternative of adding 1 hour of overtime work, the total duration becomes 54 working days with total project cost is Rp 605,734,138. In addition to 2 hours of overtime work, the project's total duration can be reduced to 54 days with a total project cost Rp 606,803,619. And for the addition of 3 hours overtime, the total duration can be shortened to 54 days with a total cost of Rp 606,803,619. As for increasing the number of workers, project work duration can be shortened to 54 working days with a total project cost Rp 604,556,748

Context. Among the static analysis tools available, SonarQube is one of the most used. SonarQube detects Technical Debt (TD) items—i.e., violations of coding rules—and then estimates TD as the time needed to remedy TD items. However, practitioners are still skeptical about the accuracy of remediation time estimated by the tool. Objective. In this paper, we analyze both diffuseness of TD items and accuracy of remediation time, estimated by SonarQube, to fix TD items on a set of 21 open-source Java projects. Method. We designed and conducted a case study where we asked 81 junior developers to fix TD items and reduce the TD of 21 projects. Results. We observed that TD items are diffused in the analyzed projects and most items are code smells. Moreover, the results point out that the remediation time estimated by SonarQube is inaccurate and, as compared to the actual time spent to fix TD items, is in most cases overestimated. Conclusions. The results of our study are promising for practitioners and researchers. The former can make more aware decisions during project execution and resource management, the latter can use this study as a starting point for improving TD estimation models.