Gatwick: A Case Study

Introduction:

Developing the major oil project near Gatwick (like any other project) should involve the use of a detailed Work Breakdown Structure (WBS), adequately covering (a) exploration, (b) development, (c) production and (d) abandonment. USDOE (2012, pp. 5-7) advocated that having an established product-oriented WBS is a best practice because it allows a program to track cost and schedule. The WBS, when properly structured is an effective means of communication to all stakeholders, and will be the driver for a flawless project delivery (FPD).

Main Points:

The different stages of the project lifecycle are clearly spelt out in the WBS, allowing management to precisely identify which components are causing cost or schedule overruns and to more effectively mitigate the root cause of the overruns; USDOE (2012, p. 5) and provide specific insights into the relationship among scope, schedule, budget, and performance (p. 7). Developing a Gantt chart to support the established WBS is key; it allows the team understand the relationship between

4261) confirmed that development is in many ways the most critical part of the project life cycle, when the geographical location and main functionality parameters of the new facility are defined in essence. This activities requires drilling and well completion more so similar to exploratory drilling wherein a pipe, called the casing, is lowered down the drilled hole with sections of casing fit together just like the drill pipe. Cement is then pumped through the bottom of the casing so that it fills the area between the casing and side of the well. The casing prevents oil, gas and deep brines from entering and contaminating underground fresh water, where the casing must be perforated. A device that contains a series of valves called Christmas Tree is placed on the well at the surface. It regulates the flow from the well into the pipelines that take the oil and natural gas to facilities for