Question

with the British Petroleum what project management tools were used? what should have been used to make it more successful?

Answer 1

In current years British Petroleum, as such many companies, perceived changes which may have a way by which capital projects are achieved—decreases in staffing, removal of central engineering groups, loss of people who are experienced, absence of young people being established to follow them, and a capital-investment environment which makes future project workload undefined. These diverse conditions advise the need for new techniques for conserving project management expertise and encouraging good project management practices.

BP Oil was analysed to end this cycle and discover better ways to accomplish projects. A system was required that would:

Preserve the best direction, policy, and process documents in a freely accessible format

Capture some of the knowledge of the key project-team members in a form definitely approved on to the next team

Existence of all the information in a way that would inspire its use by future teams.

Somewhat new terms were required to see these objectives. Too often, previous attempts to reserve expertise had been misplaced or ignored when the other projects started. BP Oil's response to the need for a new scheme is the Project Management Praxis. The PM Praxis consist of three main components, all involved in a particular CD-ROM disk such as: Checklists, Reference Library, and Information-Management Software

Checklists- Earlier BP Oil's Major Projects Group discharged; key associates were told to grow detailed checklists of the phases that should be taken for successful project accomplishment.

Reference Library- The PM Praxis consist of over 6000 pages in documents or groups of documents gathered from many sources. Relevant quality-management, contracts, and related guidelines were discovered by BP Oil's Major Projects Group.

Information Management-The software program nominated for the PM Praxis is Interleaf Worldview. All of the PM Praxis material and software is combined in a single CD-ROM disk which can be run on a PC with Macintosh or on a Windows. It is simple to install and initiate using without any special training.

Measures to make it more successful

Project management success and product success It is significant to know and differentiate among “project success” and “project management success” as these two are different terms. Accordingly, success of project management is identified against a project’s performance built on its initial cost estimation, time and quality, while success of project is measured with respect to overall purposes of a project.

Success criteria and success factors Alternative set of project management notions that need to be differed are “success criteria” and “success factors”. Success criteria is the measure by which the failure or success of a project will be assessed, while success factors are contributions in a project which require to be managed as they effectively influence the success of a project.

Project success Research on project success has generally focused on the successful attainment of cost, quality and objectives of time. More current studies have recommended that newer groups of measures are needed to measure project success. A project is usually measured successful if its original specifications are attained and key stakeholders are pleased with the project outcomes .

Critical success factors The accomplishment of critical success factors (CSFs) delivers implementers with a improved understanding of how to improve the outcomes of project . New entrants and minor companies can use these features to improve their project presentation by utilizing their scarce resources in spaces that would produce the highest returns.