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Essentials of Realising
Opportunities
Essentials of Realising Opportunities Footer: Title may be placed here or disclaimer if 11 March 2013 2
Date 11/03/2013
Copyright Shell International B.V. 2010. Strictly Private and Confidential
required. May sit up to two lines in depth. 2
In Opportunities, Value is Created Upfront
Notice the difference that project definition, good or poor,
makes on the end results.
B
Poor Project
Execution
Value
Good Project
Execution
C
Poor Project
Poor Project
Definition
Execution D
A Good project definition and execution C Poor project definition and good project execution
B Good project definition and poor project execution D Poor project definition and poor project execution
1 3 2
Where do
Where are How are we going to
we want to
we now? get there?
be?
Opportunity Framing (OF) is a mandated activity per the ORM at the start of
each ORP phase, or as frequently as required.
Opportunity Framing is necessary at the start of each phase in order to re-
fresh the value drivers, risks, decisions and roadmap
Essentials of Realising Opportunities Footer: Title may be placed here or disclaimer if 11 March 2013 9
Date 11/03/2013
Copyright Shell International B.V. 2010. Strictly Private and Confidential
required. May sit up to two lines in depth. 9
The Opportunity Framing Process
The Opportunity Framing process is scalable, and can take
place over a series of weeks or in a single day, depending
on the size and complexity of the opportunity.
The process depends on the quality of input from the right
people and having all the appropriate information.
Opportunity Framing Workshops should be led by a
suitably qualified facilitator, who understands lifecycle
project delivery, and preferably who has delivered projects
themselves across multiple ORP phases.
The framing process provides alignment and buy-in from
the DE, FEDM, BOM and the team on what the boundaries
are, and the decisions and activities that are required to
deliver the project in an agreed timeframe.
Regardless of the scheduling of the process (length of time,
use of a workshop, etc.), the steps and deliverables are
always the same.
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4
Stakeholder Analysis
Identify all internal and external
3 Example of Stakeholder Map:
stakeholders
Assess their influence on the
project (positively or negatively)
Assess the issues and needs for
each of the key stakeholders
Develop an engagement plan to
obtain all necessary approvals
from them
Three distinct dimensions (influence, interest,
support) are to be identified. Consider using
colors (green, yellow, red) to denote support
and interest, as well as movement.
Ranking value drivers is important as it forces a Leverage Shells Frame Agreements for C&P
discussion on their relative trade offs CSFs for Schedule
For example; ranking Cost & schedule as equally Construction Yard availability
important is not possible.faster schedules cost
Drilling Rig availability
money!
Timely approvals for required permits
Critical Success Factors (CSF):
These are the supporting activities or
requirements to support the value driver
Essentials of Realising Opportunities 16
Copyright Shell International B.V. 2010. Strictly Private and Confidential
Risk Management Opportunity and Threat Identification
What are the major Risks to the
Opportunity? 5
Risks can be both Opportunities and Threats
but they need to be addressed and actively
managed in order to take the Example of O&T Grid:
opportunity forward Are there any
Showstoppers?
Economic
Life-cycle cost Capacity
Phasing Economic model
Valuation method Regret costs
PSC and Fiscal Regime Terms
Commercial
Contracting Competition
Financing Marketing
Business Controls Liabilities
Legal
Structure Interfaces
Organisational
Resources
Competencies
Knowledge Management
Systems, IT
Procedures Governance
Government Reputation
Political
Stakeholders
Employment
Community
Localisation
Regulation NGOs
Security Export control
The end deliverable of the risk management process is the Risk Management Plan
Essentials of Realising Opportunities 18
Copyright Shell International B.V. 2010. Strictly Private and Confidential
Definition of Success and Strategic Fit
7
The Decision Hierarchy defines Givens, Focus/Strategic Decisions
and Tactics/Secondary Decisions, and provides guidance on the
priorities for decision making for the team.
The strategic and secondary decisions are key input to define the
Integrated Decision Based Plan
Essentials of Realising Opportunities Footer: Title may be placed here or disclaimer if 11 March 2013 22
Date 11/03/2013
Copyright Shell International B.V. 2010. Strictly Private and Confidential
required. May sit up to two lines in depth. 22
Opportunity Roadmap
Work Team Leader: Team Leader: Team Leader: Team Leader: Team Leader: Team Leader:
Team Team: Team: Team: Team: Team: Team:
Focus Items: Focus Items: Focus Items: Focus Items: Focus Items: Focus Items:
PAP
Essentials of Realising
Opportunities
End of Presentation