Project Management Practice Free Samples †Myassignmenthelp.Com

Question: Choose an organisation and consider project management practices the organisation. Answer: The Woodside Petroleum Limited is a production and exploration company in Australia that deals with both oil and gas globally (Curtis and Mee, 2012). In project management that entails application of methods, knowledge, processes and skills to get the suitable or anticipated goals of the project. The company has embarked in different approaches in dealing with the project management. Woodside is more of a traditional company in form of project management and only in recent years has it used a less rigid approach in project management. There are signs that technology and the organization structure are changing thus its project management has altered more so in the last decade especially in the global projects. In addition, the system of governances in the support and against the policy affecting the company has affected the project management such as the companys stance in the opposition of Rudd labor governments Carbon pollution scheme (Curtis and Mee, 2012). Woodside has implemented long term goals and short terms to push its social an economic agenda on the global platform. General Project Approach of Woodside For the, working economically is about making the wisest decision, with the goal that they can perform to their absolute best. It is a center worth installed at each level of our organization, over our quality chain and wherever we work. It is crucial to understanding Woodside vision as a worldwide pioneer in upstream oil and gas. Its approach to dealing with working reasonably underpins corporate procedure; amplifying our center, utilizing capacities and developing companys portfolio. Dealing with the material issues distinguished by Woodside partners educates the basic leadership in the company, manages its operations and empowers it to keep up its position as an accomplice of decision.Woodside capacity to react to the issues and worries of the groups where they work is vital. For it implies making the best choice by companys partners, accomplices and more extensive society and keeping them protected and sound. Similarly as vital is the need to take care of the rising demand for vi tality. The world is in the early phases of a vitality move. Woodside is focused on creating assets capably and being kind of worldwide manageability issues including environmental change and air quality. Therefore the companys trust in common gas can and requirements to assume a crucial part later on vitality blend. Development and the use of driving edge science and innovation are critical differentiators for any organization here for the long haul (Parks and Pack, 2013). Woodside capacity to advance has guaranteed its position as a pioneer in the Australian gas and oil industry for over 60 years. From deepwater penetrating to creation in remote and testing situations, Woodside coordinate world-class ecological administration into its investigation, improvement and operational exercises. Manageability needs The manageability needs are recognized and ordered into four particular viewpoints.Woodside report against these needs, including our methodology, activities and execution in our Sustainable Development Report. We report every year as per the Global the International Petroleum Industry Environmental Conservation Association (IPIECA) and Reporting Initiative (GRI). Administration Woodside methodology is fused in its arrangements, models and Code of Conduct. Woodside people group relations system empowers its partners to have a common comprehension of the reason, quality and administration way to deal with group relations rehearse over the business. It controls Woodside way to deal with groups as it look to comprehend other competitive neighbouring group issues, desires and desires through three key zones: Stakeholder engagement making partner connections outside issues-based communications to bolster long haul trust; Social sway administration giving a reliable and key way to deal w ith comprehension and relieving negative social effects and making positive social effects; and Social commitment involving commitments commanded by law or an assention and deliberate commitments (charity, associations and joint efforts). With an accentuation on adding to the important, long haul financial improvement and limit working of neighborhood groups. Woodside tax assessment approach and administration structure, together with progressing engagement with the Australian Taxation Office (ATO) and other income powers, shows companys dedication to straightforwardness and consistence with the law. The Woodside Management System gives an organized administration structure with characterized accountabilities and execution prerequisites for Woodside directors, workers and temporary workers. Woodside's supportability execution is connected to compensation for workers and administrators (Osmundsen, n.d.). Administration structure - Woodside's Board of Directors has oversight of the o rganization's administration and business exercises. The Sustainability Committee helps the Board to meet its obligations in connection to the organization's manageability approaches and hones. The council is contained five autonomous, non-official executives (Osmundsen, n.d.). Distinguishing and managing risks By comprehension and dealing with Woodside dangers, company give more noteworthy assurance to its partners, groups and environment. It perceive that danger is natural to Woodside business and that compelling administration of danger is basic to our economical future. Woodside's Board Audit and Risk Committee regulates our Risk Management Policy and is in charge of fulfilling itself that administration has created and actualized a sound arrangement of danger administration and interior control. Amid 2014, the Audit and Risk Committee evaluated the organization's danger administration system and affirmed that the structure was sound. Woodside most critical dangers, and how they are being overseen, are constantly surveyed and abridged in a corporate danger profile (Parks and Pack, 2013). It is the essential wellspring of data while deciding our material issues from an organization point of view.Organization maps to the paradigms presented in Pollack (2006) by explaining key similarities and differences (using specific example)In project management, there are mainly two types of paradigm the hard (traditional) and soft (non-traditional) paradigm (Pollack, 2015). The Woodside has mainly utilized the hard paradigm in it approaches towards the projects since its incorporation back in July 1954. In the form of the setting of goals, its mainly predefined meaning that the goals are set before the project and the expectation is that they will take the project through until its completion (Pollack, 2007). In 2006-2007, Woodside had set goals to build an onshore plant on the Burrup Peninsula as part of the Pluto LNG projects in Western Australia but it was never completed because the site is the home of petro glyphs that are over 30 thousand years old (Curtis and Mee, 2012). In problems that have emanated from the various projects, Woodside has demonstrated its ability to support problem-solving methodology similar to that of the hard paradigm (Pollack, 2007). For example, when faced by an investigation of foreign workers underpaid in April 2011, they sought the court system in dealing with the issue and never offered any document or statement on the same to the public. However, the company emphasis more on learning rather than control and it is supportive of the soft paradigm (Pollack, 2015). For example The US$1.9 billion Greater Enfield Project was endorsed for improvement in June 2016. Found 60 km off Exmouth in Western Australia inside Commonwealth waters the task will build up the Laverda Canyon, Norton over Laverda (WA-59-L) and Cimatti (WA-28-L) oil aggregations (Curtis and Mee, 2012). These stores will be created by means of a 31 km subsea attach back to the Ngujima-Yin gliding generation stockpiling and offloading (FPSO) office, situated over the Vincent oil field. The task is focusing on improvement of gross (100%) 2P stores of 69 MMboe (net Woodside offer of 41 MMboe) from the oil gatherings. Woodside holds expanded by 41 MMboe in conjunct ion with the endorsement of the task for advancement (Osmundsen, n.d.). Key to monetising this asset was Woodside closely coordinated effort with contractual workers, its reception of the most recent advances, a staged improvement approach and the utilization of existing FPSO framework. The Greater Enfield Project is expected to make a solid commitment to the WA economy and Woodside is making arrangements for a few hundred WA-based employments to be secured as a major aspect of its development, establishment, charging and operations. Woodside's ability likewise incorporate offtake administration, value audits and coordinated LNG shipping armada operation. In 2013, Woodside set up a devoted office in Singapore to bolster our developing LNG advertising, exchanging and transporting abilities. This has brought out in its decision to venture outside the Australian market having already established other affiliate companies in different countries such as Canada, Cameroon, Republic of Kore a, and many others (Labani et al., 2013). Current organizations new paradigm and its evolution as Pollack describes it The company has exhibited new paradigm in its recent announcement through the companys chief executive Peter Coleman to put on hold the offshore browse LNG project due to the recession and drop in the world oil prices. This is both solving the problem and at the same time learning that, they might in the future make significant losses if they go on with the project. In the January 2016 Woodside established long-term projects in Canada of investing US$854 million to acquire 50% stake in Apache in Kitimat LNG and its technological advancement strategies (Labani et al., 2013). This has changed the view of Woodside in project management since now its projects are long term and requires constant monitoring through technological change. This will change the structure and the shift is anticipated to bring positive impact. Notwithstanding LNG, Woodside markets unrefined petroleum, condensate, LPG and pipeline characteristic gas. It have been supplying pipeline gas to Western Australian utili ties and purchasers since 1984 (Osmundsen, n.d.). Woodside's showcasing and delivery abilities have for some time been vital to its part as a main supplier of vitality to the Asia Pacific district. Woodside solid associations with clients in real vitality markets have been kept up through a reputation of dependable conveyance and skill crosswise over contracting, promoting and exchanging. Woodside's skill likewise incorporate offtake administration, value surveys and coordinated LNG shipping armada operation. In 2013, Woodside built up a committed office in Singapore to bolster its developing LNG promoting, exchanging and dispatching abilities. Woodside keeps on building a different supply portfolio, supported by solid Australian LNG and supplemented by future Canadian and US-sourced volumes to seek after extra long haul deals courses of action (Parks and Pack, 2013). References Curtis, F. and Mee, K. (2012). Welcome to Woodside: Inverbrackie Alternative Place of Detention and performances of belonging in Woodside, South Australia, and Australia. Australian Geographer, 43(4), pp.357-375.Labani, M., Rezaee, R., Saeedi, A. and Hinai, A. (2013). Evaluation of pore size spectrum of gas shale reservoirs using low pressure nitrogen adsorption, gas expansion and mercury porosimetry: A case study from the Perth and Canning Basins, Western Australia. Journal of Petroleum Science and Engineering, 112, pp.7-16.Parks, D. and Pack, D. (2013). Design concept for implementation of a novel subsea gas dehydration process for a gas/condensate well. Journal of Petroleum Science and Engineering, 109, pp.18-25.Pollack, J. (2007). The changing paradigms of project management. International Journal of Project Management, 25(3), pp.266-274.Pollack, J. (2015). Understanding the divide between the theory and practice of organisational change. Organisational Project Management, 2(1), p.35.Osmundsen, P. (n.d.). Rate of Return Requirement for Climate versus Petroleum Projects. SSRN Electronic Journal.