Leading a diverse team in an oil and gas project, how do you balance conflicting priorities effectively?

Diversity is generally seen as a mandate. But it truly is a strategic approach which if rightly applied can positively affect the outcome of the team. When we have diverse perspective, it helps to understand and address situations from multiple angles. The outcomes in reality are not exactly linear.

So of all the Projects managed - in 13 countries, the Oil & Gas Asset Development projects were all very diversified in both culture, race, and Skill sets. Each leader of their respective groups (8 groups), was given their respective KPI's, and each group recommended a top contributor per month, and we ended up giving an award of (free weekend in a resort, watches, dinners, etc..) and recognizing this individuals with their families in a monthly BBQ event. Some of the best ideas that actually greatly reduced Safety Issues and increased Operational Success came from persons that were NOT part of the group responsible - the kind of mind set of being that most of the time, you are so close to the forest, that you can't see the trees.

Une tache bien définie facilite la satisfaction des objectifs atteints. Cette satisfaction est tout aussi réunie lorsque les objectifs précis ont été établis

In the second O&G project in Northern Mexico, we were under a lot of pressure due to the awarding of the contract and the start date- which was heavily penalized if the first Drilling Rig was not on location. The Drilling Contractor Toolpushers message was not understood by the drilling crews. All operations were in a supper hurry mode, this caused a high Incidence rate, which reflected on our management team. Ended up spending a high amount of money per month (that was NOT part of the budget) to create a Field Camp and put all crews on a 14/14 work weeks, just like Offshore. After coming from the Rig, we started to give them 2 hours of HSE, Project Goals training, we finished Project 14 months ahead of schedule, super achievement.

One of the ways we re-aligned the conflictive priorities, was that the top respective group KPI's, were not per group, BUT per the Project. Each group Bonus was based on meeting the timelines, resources, organizational capabilities of the Project, not their group. If SCM group or any group, started to lag behind in their group's KPI's, the other groups concentrated their efforts to adapt to the new timelines, in order to meet the Project weekly goals. All of the group's leaders were coached and trained in weekly Friday sessions, to understand and pass along to their co-workers, the mindset, that either we all won, or we all lost. This type of get all along in the processes, communications, really made the Project exceed the Project Goals.

Pour moi, la communication est l’élément phare pour un travail d’équipe bien fait en toute sécurité. Non seulement que la communication permet à une équipe de se partager des idées et propositions mais aussi de trouver des failles dans un permis de travail. Nous avons certainement perdu des biens matériels ainsi que des proches sur des sites pétroliers causés par le ?? manque de communication??. Un travail dans un espace confiné par exemple oblige une très bonne vigilance et communication. Soyons prudent et communiquons car le risque ??ZéRO?? n’existe pas.

Resource management in oil and gas projects can include managing people, materials, and other resources.?Here are some best practices for managing resources in projects: Understand resource needs:?Consider the project's physical resources, the number of people needed, their capacity, and their skillsets.?Also consider the selection criteria for vendors, such as budget. Prioritize work:?Agree on a common approach for prioritizing work across shared resources. Plan for uncertainty:?Consider different ways of working and plan for uncertainty. Use resource management software:?This can help resource managers have real-time visibility into resources and greater control over delivery.

El tener unas metas claras de los objetivos del equipo y su internalización por cada uno de sus integrantes contribuye de manera significativa en la poca ocurrencia de conflictos, aunado a la preparación que debe tener el Líder del Proyecto para afrontar con éxitos los malentendidos que se puedan presentar, y a su vez, fortalecer al equipo con las ense?anzas que se logren impartir de este tipo de situaciones, y que fortalezcan el clima organizacional. La importancia de tener un Líder con la experiencia y preparación es determinante.