Portfolio : Organization Engineering

ePM uses computational simulation models and statistical project management tools to design high-performing organizations. Scientific analysis of an organization’s performance potential complements management experience with objective, factual information and neutralizes the influence of politics and emotion.

Energy

Chevron

Portfolio of capital projects for a natural gas production operation off the coast of Africa. ePM provided organization engineering and team alignment services. We used a SimVision simulation model to quantify and mitigate organization risks by improving communication, coordination, resource allocation.

Multi billion dollar portfolio of projects to develop an offshore natural gas field and related facilities. Joint venture of three large energy companies. Multi national team of engineering, procurement and construction (EPC) contractors. Project management centers in Australia and Europe. ePM used a SimVision simulation model to test and refine the program organization structure, roles, responsibilities, and critical interfaces.

Project to design a new organization structure for an oil and gas production company operating in Africa. ePM used SimVision to engineer an efficient organization structure and work processes.

CITGO

ePM used a SimVision portfolio model to assess the capabilities of the client’s project management organization. Cut the typical project planning and approval process time by three months. Recommended a streamlined organization structure to reduce the likelihood of schedule delays by 70 percent. Identified groups with inadequate experience and manpower and quantified the changes needed to meet the business objectives.

ConocoPhillips

Turnaround (shut down, repair and upgrade, restart) of an oil production facility on Alaska’s North Slope. ePM provided organization engineering and team alignment services. We used a SimVision simulation model to quantify and mitigate turnaround schedule risks arising from communication, coordination, resources and other organization characteristics.

Project to transform a natural gas production organization from a centralized to decentralized structure. Moved functions from HQ to field operations center to improve coordination, responsiveness and quality. Increased facility uptime and revenue.

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Multi billion dollar project to design and construct a petrochemical manufacturing complex in the Middle East. Joint venture of multinational owners. Multi national team of EPC contractors. ePM organization engineering and risk management services using SimVision computational models.

ExxonMobil

Engineering and construction project of offshore natural gas production platforms. Part of a multi billion dollar portfolio with project management centers in the U.S. and Africa. ePM used SimVision to streamline the procurement process and recover six months of schedule slippage. Quantified and mitigated quality and schedule risks in fabrication, offshore construction, engineering, and project management.

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Phoenix Park Gas Processors, Ltd.

Engineering and construction project to increase capacity of a natural gas production facility. Multi national team of owners and contractors. Project management centers in the U.S., Australia, Trinidad. ePM used SimVision to predict and mitigate risks during the detailed design, fabrication, construction and commissioning phases. The Project Manager credited ePM with valuable early warnings of problems and contributing to an on-time completion.

Inpex Corporation

Assessed the Information Management and Technology organization including governance, processes, budget spend, and compliance. Recommended improvements. Designed a new organization structure to improve business performance.

TNK-BP

ePM partnered with the Construction Industry Institute (CII) to develop custom upstream benchmarking tools and train personnel in their use.

Marathon Petroleum

ePM applied our SimVision modeling technology to help Marathon's Marketing and Transportation Engineering division improve the performance of its capital projects portfolio. We quantified opportunities to streamline the operation, improve efficiency, increase capacity and reduce risks.

Australia Pacific LNG

ePM and its partner firm SRD Consulting are using our SimVision methodology to optimize the business processes and organization structures for APLNG's coal seam gas well construction and commissioning program. The program will complete over three thousand wells across Queensland, Australia in 2012-2014.

Chemicals

Dow Chemical Company

Portfolio of projects to develop corporate standards and best practices for capital projects. Used a SimVision model of the project portfolio to identify and mitigate risks. Improved cost, schedule and quality outcomes.

Equate Petrochemical Company

Multi billion dollar petrochemical facility engineering and construction project. Joint venture ownership between Dow and PIC utilizing multiple Engineering Procurement and Construction (EPC) contractors. Seven project management and engineering centers were located in Europe, Asia and the Middle East. A series of surveys over a four-year period measured team integration progress, uncovered alignment issues, and help focus management attention and resources where they were most needed. ePM’s contributions were recognized through a special performance award.

Shell Chemicals

Two-year project to expand a petrochemical manufacturing facility. ePM used a SimVision model to identify and mitigate schedule risks.

High Technology

AT&T Wireless

Multi year project to acquire cell site leases in cities across the U.S. ePM built a Simvision model that included all project phases in each city: mobilization, recruiting, training, execution and demobilization. The model quantified the relationships between back office and field staffing requirements, expected cycle times for each phase, market penetration rates, and profitability.

Dell Computer

Two-year project to upgrade the company’s worldwide information technology infrastructure. A SimVision model identified opportunities to relieve backlogged resources, make project managers more effective, and streamline the organization structure. Shortened the original 19-month critical path schedule by 6 months. Saved the client several million dollars.

Hewlett-Packard

Software development teams were overloaded with too many concurrent projects. Schedules and priorities changed frequently. As a result, few projects were delivered on time. ePM designed a simulation-based portfolio planning process that recognized true development capacity and enabled managers to quantify the impacts of individual project decisions on the entire portfolio. Improved portfolio planning discipline and the on-time project completion rate.

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Intuit

Two year project to select, design and deploy an enterprise information technology application. The project manager used SimVision to design the project and compare alternative strategies. Quantified the cost, quality and schedule impacts of contractor experience, quality function deployment, user participation and preparation, shared services resources, functional requirements fit, system integration complexity.

Intel

Used a simulation model of a successful fabrication facility design and construction project as a template for planning future projects. The model enabled the company to optimize its plans in response to changes in business conditions, resources, organization and information. The client judged the SimVision model to be a realistic and robust representation of a typical fab construction project.

NASA

Two year project to assemble prototypes of NASA’s next satellite launch vehicle. ePM and NASA managers used a SimVision model to uncover and mitigate schedule risks and maximize the probability of on-time completion. The model supported recommendations on the engineering work plan, organizing critical skill groups, decision making responsibilities, test resources, and process automation. Schedule pressure was alleviated, the project finished on time. The project manager said ePM played a crucial role in their success and, “Simulation results were uncannily accurate.”

A portfolio of four concurrent projects to design, develop, test and deploy a simulation application that can model the entire U.S. commercial air travel system. ePM and NASA managers used a SimVision model to uncover and mitigate organization risks. The model supported recommendations on manpower, communication and coordination, and work sequence.

Lockheed

A project to adapt a military missile for use commercial as a satellite launch vehicle. The extremely fast development schedule demanded the use of many contractors and a massively parallel work plan. A SimVision model uncovered, quantified and prioritized areas of dangerously high communication and quality risk.

BAE Systems

BAE Systems is a global company engaged in the development, delivery and support of advanced defense, security and aerospace systems. The Engineering Integrated Solutions organization needed to realign and improve its project management processes, customer communications and efficiency. We used SimVision organization models to test and refine reorganization plans, quantify benefits and gauge risks. In addition to the modeling effort, we facilitated several workshops with managers and stakeholders to evaluate alternative designs and build consensus for change.

EIS needed to realign its organization in response to changing business conditions and customer requirements. ePM worked with the executive design team to model, compare and optimize restructuring concepts. Using SimVision, the design team was able to calculate efficiency gains, manpower requirements, and risks. The model helped clarify thinking and build consensus for a new organization plan.

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Engineering and Construction

HB Zachry

A cement plant turnaround (shut down, repair and upgrade, start up) project. ePM used a SimVision model to leverage lessons learned on prior projects, optimize the work plan, reduce the total down time, and increase the probability of on-time completion (schedule reliability). The client credited ePM with delivering value in excess of our fees.

A chemical plant turnaround (shut down, repair and upgrade, start up) project. Critical path scheduling methods indicated the desired turnaround time was unattainable. The client and ePM used a SimVision model to identify and test strategies to accelerate the project and achieve the desired cycle time.

Nakheel

A multi billion dollar portfolio of capital construction projects in the Middle East. The owner had to rapidly design, staff, train and deploy a complete project management organization of several hundred people without compromising the completion schedule. ePM used a SimVision model to optimize the organization structure and work sequence, and prioritize the development of critical work processes.

Offshore Technology Solutions, Ltd.

The company’s business volume was growing rapidly and they found it increasingly difficult to meet clients deadlines. They had no reliable way to accurately gauge their capacity and offer clients realistic project schedules. ePM developed a simulation-based portfolio planning process. The SimVision model accounted for skills, experience, coordination, rework, decision making, and other factors not addressed by critical path scheduling methods. The model supported recommendations to improve management processes, manpower, and critical skills.

Rowan LeTourneau

This constructor of offshore oil platforms experienced explosive growth in the wake of the 2005 Gulf Coast hurricanes. In order to double its business volume, the company had to revamp many of its work processes and internal controls while increasing its workforce and building new facilities. ePM used a simulation model to quantify organization risks and develop a reliable growth plan that coordinated all of the company’s strategic initiatives.

Ballast Nedam

ePM helped this leading Dutch engineering and construction company to optimize its plans for construction of a biomass-fueled electricity generation plant. We used our SimVision methodology to quantify the project plan risks and assess the feasibility of accelerating the project schedule.

Avenue 2

ePM used our SimVision methodology to examine organization risks and schedule viability for one of the largest infrastructure projects in The Netherlands – a €1.5 billion road and tunnel complex through the heart of Maastricht.

Pharmaceuticals

Aviron

This biopharmaceutical company was managing a portfolio of ten strategic projects including information technology infrastructure, new product development, and facility construction. Several departments were known or suspected to be causing delays and missed deadlines due to insufficient manpower and poor project planning. ePM and client project managers built a SimVision model of the entire portfolio and precisely quantified the impacts that the scarce resources had on each project. All projects would finish late; some by as much as three years. Interventions supported by the simulation analysis brought all the projects into schedule compliance with minimal extra cost.

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Genentech

Construction of a new laboratory was under way when changing market conditions prompted the company to repurpose it for a different type of research. Reprogramming all the mechanical systems and interior architecture would delay completion by at least six months. The construction manager used a SimVision model to precisely coordinate the work of architects and engineers, recover the lost time, and achieve the original completion schedule. In a subsequent engagement, the construction manager used the model to streamline and accelerate engineering and procurement processes.

Manufacturing

Caribbean Cement Company, Ltd.

A multi million dollar project to construct a new kiln line and increase the capacity of a cement manufacturing plant in Jamaica. ePM recommended numerous policy and procedure improvements and designed project planning and control systems. A SimVision simulation analysis quantified project risks and supported the interventions needed to achieve on-time and on-budget completion.

John Deere

A strategic initiative to shorten product development time. A team of senior operations managers used a SimVision model to test acceleration ideas, quantify benefits and risks, and design a streamlined work process. The company reduced the typical product development time by 40 percent.

Riddell Bell

As the company grew through mergers and acquisitions, the finance and accounting organization became fragmented and inefficient. Functions were duplicated in several locations; reports and other work products were consistently late and sub-standard. The Finance Vice President used a SimVision model to test and refine his organization streamlining plan. The simulation model validated his expected benefits and identified several areas where quality and timeliness objectives could not be achieved. The VP used the model findings to refine his plan and reliably achieve the desired outcomes. Reduced operating expenses by 12% and shortened decision making time by 80%.

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