Offshore Coordination: Optimizing Resources and Value in Deep Water
Authors: Barnes D.P. , Gatto A.W. 
Published: October 2008

Abstract
The Brutus TLP was installed in 2976' of water in Green Canyon Block 158 in May - June 2001. Various teams from within the Shell organization were responsible for planning and executing the offshore installation, commissioning, and startup activities. Since each team was focused on developing work plans to complete their individual scope of work, a working level team was formed to coordinate interfaces while ensuring a "best for project" philosophy was utilized in decision making. The Brutus Offshore Coordination Team (OCT) was formed in July 1999 for the purpose of coordinating the planning activities of the teams working on the offshore portion of the Brutus project. This paper describes the organization, tools, and work process developed and applied by the OCT to achieve the objective of optimizing critical path to first oil while considering cost, quality, safety, and environmental issues.

Introduction
The Brutus Project was organized in a team-based environment, which was necessary to staff multiple projects. The matrix organization supplied resources for all work from the various Shell communities. The team-based project management structure had been proven successful on the previous Ursa TLP project and was an effective way to optimize resources in a multi-project organization. The Brutus project leadership was also faced with several cost challenges that where compounded by a low oil price and the fact that Brutus was a 100% Shell project. This translated into managing resources based on need, dealing with a greater risk exposure, and still having to deliver on an aggressive schedule. Once the cost challenges where achieved and the project was sanctioned, the focus shifted to accelerating schedule without compromising safety. During the cost challenge phase, which was prior to the final investment decision, the project management teams included the Brutus Leadership Team (BLT) and the Brutus Project Leadership Team (BPLT). The BPLT asked that a cross-functional team be formed that would optimize critical path to first oil. Shortly after the start of construction, which was on June 1, 1999, the BPLT sanctioned the Brutus Offshore Coordination Team (OCT) and the first meeting was held in July of 1999. The team was generally comprised of team leaders whose scope was on or close to being on critical path. The Brutus OCT was challenged several times to accelerate and / or maintain schedule, which required the team to focus on the agreed to objective. Some of the more significant challenges where accelerating schedule, derrick barge delays due to non-Shell projects, eddy currents, high seas and tropical storms. However, overall there was a net gain of ~27 days. When the OCT was sanctioned, first oil was targeted to be 30-Aug-01 and actual first oil was 3-Aug-01. Once an opportunity was identified and/or a mitigation plan was developed, the OCT would make a recommendation to the BPLT. The recommended path forward would then be approved or additional information would be requested for clarification prior to approval.