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Document ID PR-1247
Security Unrestricted
Owner UEP/3
Revision Rev 5
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Project Management of Change / Rev. No. 5
i Document Authorisation
ii Revision History
The following is a brief summary of the most recent revisions to this document. Details of all revisions
prior to these are held on file by the issuing department.
Version Date Author Scope / Remarks
No.
05 April 2015 Sreekumar Nair UEP/33 Introduce;
No-Change Mindset after DG3b.
Set of Change Criteria
Asset BVDs, CRP, and Approval levels for
<USD 50 mln projects
PMC tool
Portfolio level reports and audit requirements
04.1 May 2012 Paul Frost UEP/3 Minor inconsistencies corrected.
04 Jan 2012 Paul Frost UEP/3 Approved. Includes Baseline Value Drivers
03 Oct 2011 Paul Frost UEP/3 Issued for Review - Update in line with RHIP
02 Mar 2011 ANA Al Suleimany OTE/2 Approved
01 Jul 1999 Issued for review
EXECUTIVE SUMMARY
This document describes the process for controlling and managing changes during the DEFINE and
EXECUTE phases of PDO projects. Change control is an important factor in ensuring that projects are
completed on time and within budget. The document sets out a series of key Baseline Value Drivers
for the projects which shall be developed during SELECT phase and then describes a structured
method for assessing and approving (or rejecting) changes against these parameters.
The ‘Stage Gate’ methodology described provides a consistent approach to the assessment of
Changes by Change Review Panel consisting of senior project personnel. The Change Review Panel
meets regularly and acts as the reviewing and decision making body. Approval Levels associated with
varying levels of change are also defined in the document.
Contents
i Document Authorisation ............................................................................................................... 3
ii Revision History ............................................................................................................................. 3
iii Review Team ................................................................................................................................... 4
iv Related Business Processes ........................................................................................................ 4
v Related Corporate Management Frame Work (CMF) Documents ............................................. 4
1 Introduction .................................................................................................................................... 7
1.1 Background.............................................................................................................................. 7
1.2 Distribution and intended audience ......................................................................................... 7
2 Objective, Purpose and Scope ..................................................................................................... 7
2.1 Purpose ................................................................................................................................... 7
2.2 Objective .................................................................................................................................. 7
2.3 Scope ....................................................................................................................................... 7
2.3.1 Exclusions ............................................................................................................................ 8
3 Basics of PMOC Process............................................................................................................... 8
3.1 Project Basis ............................................................................................................................ 8
3.2 Changes .................................................................................................................................. 9
3.3 Change Criteria........................................................................................................................ 9
3.4 Baseline Value Drivers ............................................................................................................ 9
3.5 Classification of Changes based on impact levels ................................................................ 10
3.6 Approval Authorities .............................................................................................................. 11
3.7 Change Review Panel (CRP) ................................................................................................ 11
4 PMOC Process .............................................................................................................................. 12
4.1 Identifying and Recording Change ........................................................................................ 13
4.2 Screening ............................................................................................................................... 13
4.3 Impact Assessment ............................................................................................................... 14
4.4 Change Review ..................................................................................................................... 15
4.5 Implementation of Change .................................................................................................... 16
4.6 Reporting Change.................................................................................................................. 17
4.7 Emergency Change Process ................................................................................................. 17
5 PMOC Process for Projects <50M$ ............................................................................................ 18
5.1 South Oil Asset ...................................................................................................................... 18
5.1.1 BVDs and Approval Authorities ......................................................................................... 18
5.1.2 CRP – Change Review Panel ........................................................................................... 18
5.1.3 Change Coordinators......................................................................................................... 19
5.2 North Oil Asset....................................................................................................................... 19
5.2.1 BVDs and Approval Authorities ......................................................................................... 19
5.2.2 CRP – Change Review Panel ........................................................................................... 20
5.2.3 Change Coordinators......................................................................................................... 20
5.3 Gas Asset .............................................................................................................................. 20
5.3.1 BVDs and Approval Authorities ......................................................................................... 20
5.3.2 CRP – Change Review Panel ........................................................................................... 21
Page 5 PR-1247 - Project Management of Change Procedure 22-04-2015
The controlled version of this CMF Document resides online in Livelink®. Printed copies are UNCONTROLLED.
Project Management of Change / Rev. No. 5
1 Introduction
1.1 Background
The purpose of the Project Management of Change process is to improve, maximise and
protect the ultimate integrity and value of PDO projects by ensuring that all changes to the
agreed Project Basis are robustly managed.
PDO projects will implement the Project Management of Change (PMOC) process through the
DEFINE and EXECUTE phases, effective from the commencement of DEFINE phase (post
Decision Gate 3b (DG3b)).
This Project Management of Change procedure sets out the PDO process for controlling
changes to the agreed Project Basis and assure that further development and definition from
starting point (DG3b) is properly managed, communicated and documented.
2.1 Purpose
The purpose of this procedure is to set standard process of managing deviations to approved
Project Basis, in PDO projects.
2.2 Objective
There are four basic objectives for Project Management of Change:
1. To record changes to the project’s approved basis for historical, accountability and
auditing purposes;
2. To control changes – identify changes, screening, impact assessment and decision
making;
3. To provide early warning of changes and facilitate timely decisions regarding potential
changes;
4. To support Cost and Schedule Forecasting.
2.3 Scope
This procedure applies to all activities performed and deliverables produced by the project
team (including Subsurface, Facilities Delivery, Wells Delivery, OR&A, HSSE & SD, QA/QC,
Project Services, C&P and Finance) from completion of the SELECT Phase, through DEFINE
and EXECUTE Phases.
Any proposed deviation from this process shall be reviewed by UEP33 and get endorsed by
CFDH – Project Services (UEP3).
2.3.1 Exclusions
This procedure does not cover:
• Deviation from PDO Standards – please refer to PR-2066 – Managing
Deviations from Standards & Procedures
• Requests to deviate from approved Contractors or Vendors.
• Revision of Budget and re-phasing processes.
• Facilities change proposals (FCPs) which deal with changes to installed
facilities and are governed by the Field Change Proposal procedure PR-1001a.
DG3 DG4
( No Change Mindset )
3.2 Changes
Changes are deviations from the Project Basis and cover areas such as omissions or gaps in
scope of work, incomplete definition of intermediate deliverables or methods, changed project
premises or external influences.
The project needs to manage such Changes to ensure there is an auditable mechanism for
decisions related to the content and consequences of these Changes.
All projects >$US50M will have their individual BVD set developed at DG3b. If Change occurs
during the DEFINE Phase (e.g. reserves, project budget or schedule milestones changed) an
updated BVD set must be developed at DG4.
<5%
<1% >5%
Major Milestone(s) Months .... or 3
or 1 month > 3 months
months
DEFINE Budget <5%
>5%
(not applicable during $ .... <1% or
or US$1mln
EXECUTE phase) US$100k
Type-2 Estimate <5%
>5%
(not applicable during $ .... <1% or
or US$1mln
EXECUTE phase) US$100k
EXECUTE Budget <1% <5% >5%
(including P50 $ .... Changes or or or
Contingency) with no US$5mln US$10mln US$50mln
impact on
BVDs
Operating Expenditure $M/Y Opex .... <1% <5% >5%
or with
impacts
QRA
Asset Integrity .... <1% <5% >5%
(max IRPA)
As part of the project specific Management of Change elements in Project Controls Plan, the
project team shall set up the BVDs. The baseline values (column-3 of above table) shall be
documented and the deltas are calculated as per the percentages given. Wherever the
percentage value is more than the given discrete values, the discrete values shall be
applicable.
Level 3 Project Manager To be presented to next Change Review Panel, for info.
BOM, CTSM and CPDM shall join the CRP meeting
BOM CPD Projects to review Level 2 Change.
After decision by BOM, inform DE
Level 2
Asset Major BOM and AEM shall join the CRP meeting to review
Asset Engineering
Projects Level 2 Change.
Manager (AEM)
(>50M$) After decision by AEM, inform DE
DE, BOM, CTSM and CPDM shall join the CRP
CPD Projects
meeting to review Level 1 Change
Level 1 DE Asset Major
DE, AEM and BOM shall join the CRP meeting to
Projects
review Level 1 Change
(>50M$)
Within the mandate given by the Decision Executive, the Project Manager owns the budget.
However, it is the responsibility of the Project Manager to ensure that the correct overall
approval is obtained, in particular if authorisation is required from outside the project team
(e.g. PDO Governance and Controls body, DRB, PDAB, Project Steering Committee, Tender
Board, etc.)
4 PMOC Process
The standard procedure PR-1247 is applicable for all projects.
To be able to follow this process, each project requires;
Project Basis documentation (doc. Number and revision number)
Documented Baseline Value Drivers and its threshold limits/ranges
Approval matrix
Composition of Change Review Panel and CRP meeting schedules
PMOC Coordinator
Discipline Leads (as per PCAP TAs)
These specific details shall be documented in the Project Controls Plan, in the section ‘Project
Management of Change’.
Projects below USD 50 Million will follow the PMOC process; however the CRP, BVDs, etc.
will be those at the Asset level, as described in Section 5.
YES
B
4.2 Screening
Screening Team shall consist of at least two members from the CRP and the PMOC
Coordinator. Depending on the nature of the Change, PMOC Coordinator shall select the
screening team. The team shall review the Change Proposals and based on the specifics of the
Change, identify the disciplines or teams to be involved in the Impact Assessment of Change
and the BVD(s) assigned to each Impact Assessor.
Screening Team shall identify and nominate a Change Owner for the proposed Change.
The Screening Team shall meet as frequently as required, however once in a week as a
minimum, when any Change Proposal is available for Screening.
The PMOC Coordinator shall complete CPF Section-2.
Page 13 PR-1247 - Project Management of Change Procedure 22-04-2015
The controlled version of this CMF Document resides online in Livelink®. Printed copies are UNCONTROLLED.
Project Management of Change / Rev. No. 5
PMOC Coordinator will notify all the Impact Assessors with all details such as;
CPF Sections 1 and 2, including all attachments and references as applicable
The timeline to complete the Impact Assessment
Any specific information (review meetings, engagements, etc.)
Note:
If the Screening Team finds that Impact Assessment is not required for certain Changes, those
Changes can straight be moved to decision by PE/PM or submitted to CRP review.
Based on the final Impact Assessment, the PMOC Coordinator shall classify the Change into
Level 1, 2, 3, or 4 (as per the set impact levels, refer 3.4 above). The cumulative value of
impacts of all Changes (previously approved Changes and the proposed Change) shall be
considered when classifying the proposed Change. The Change Register will be the source of
the cumulative value of impacts. Any Change with HSSE impacts shall be classified as Level 2,
as a minimum.
Depending on the nature of the proposed Change, the Project Manager can change the level of
Change to any higher level so as the Change will undergo additional reviews.
A-1
The Impact Assessor shall do
assessment of impact on the
CPF Section-1&2 with all assigned BVD(s) and provide
attachments Carry out feedback. While taking
Timeline for the Impact Impact Assessment ownership of the assigned
Assessment. BVD(s), the assessor may
provide assessment on other
BVDs.
Coordination by PMOC
Coordinator and involvement
Impact Assessment outcome. Impact Assessors to Fill-in
CPF Section-3 of the Impact Assessors are key
Review meetings.
to success - quality
assessments within timeline
A-2
A-2
Impact Assessments done.
PMOC Coordinator shall make
Level 4 Changes are reviewed
available all relevant
and decision taken by PE. PMOC Coordinator to documentation for all Changes
Level 3 Changes are reviewed organize CRP Meeting
to reviewed, in advance.
and decision taken by PM.
YES NO
Change
approved?
Note:
In some cases where the impact assessment is not sufficient for full approval and more
documentation is required, the CRP may propose partial approval to commence immediate
actions. When further detailed documentation has been prepared, the Change Proposal must
be re-submitted for review by the CRP, in a timely manner.
A-3
PMOC Coordinator shall
communicate the decision and
the approved action plans,
Change has been reviewed and Communicate
the decisions on Change including timelines, to all
decision has been taken.
and the action plans concerned, depending on the
nature of Change and action
plans
END
The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.
The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.
Any -
GD LT
Time: Milestone M130 - Facility Onstream Month Impact on Level-1
(including CRP)
Production
Any - No
Time: Milestone M130 - Facility Onstream Month Production Level-2 CRP
Impact
Change Approval
BVDs Metric Impact
Classification Authority
Any GD LT
Time: Milestones in GD Scorecard Month Level-1
Impact (including CRP)
QRA Any GD LT
Asset Integrity / Operational Integrity Level-1
(max IPRA) Impact (including CRP)
Any GD LT
Production : Well Delivery mlnm3/d Level-1
Impact (including CRP)
Any
Approved Project Budget US $ Level-2 CRP
Impact
The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.
5.4.2 BVDs and Approval Authorities for Projects less than 20M$
Change Approval
BVDs Metric Impact Remarks
Classification Authority
Time - Milestone After UID CRP
M130 - Substantial More than Panel (including
Time Month Level-2
Completion / 1 month CRP + BOM)
Handing Over Review
Time - Milestone Section Leader
Less than
M130 - Substantial Asset Review and inform
Time Month 1 month Level 2
Completion / Engineering CRP Panel
delay
Handing Over Manager Review
(UIE, UIPT, After UID CRP
UIK,UIB,UII, Panel (including
Cost Project Budget US$ >5% Level 2 UIR, UIC) CRP + BOM)
Review
Section Leader
Review and inform
Cost Project Budget US$ <5% Level 2
CRP Panel
Review
Section Leader
Time / Changes with no Month / (UIPT2, UIB4,
No Impact Level-4 Project Engineer
Cost impact on BVDs US $ UIE5/3,UIID,
UIIB, UIK4)
The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.
5.6 Reporting
The Asset PMOC Coordinator will report Changes at Asset level.
Consult the Change Initiator, Change Owner and Discipline Leads, as appropriate
Carry out Impact Assessment
Provide timely feedback to PMOC Coordinator on the assigned BVD(s), as well as on
the other BVD(s)
Support the CRP
8 PMOC Tool
The Project Management of Change (PMC) Tool is a PDO application to function as an enabler
of the PMOC process. The PMC tool will be updated/enhanced in line with the PMOC process.
Once PMC updates are rolled out, the projects at DG3 and DG4 shall register into PMC and
start using the tool for identifying and recording a changes proposal, Screening, Impact
Assessment, Decision making, Implementation and Close-out of Change.
http://sww16.corp.pdo.om/PMC/Web/Home.aspx
The tool supports updating and maintaining the Change Register, which would be the basis for
reports.
Note:
Till the time the updated PMC is made available, the project can either use the existing PMC or
use the CPF and the Change Register templates attached in Appendix-1.
10 Abbreviations
AEM Asset Engineering Manager
BfD Basis for Design
BOM Business Opportunity Manager
BVD Baseline Value Drivers
C&P Contract & Procurement
CAPEX Estimate of capital expenses
CPF Change Proposal Form
CRP Change Review Panel
CSR Concept Selection Report
DE Decision Executive
DG Decision Gate (as per ORP)
DRB Decision Review Board
FEED Front End Engineering Design
FELT Facilities Engineering Leadership Team
ITT Invitation To Tender
PMOC Project Management of Change
OPEX Estimate of operation expenses
OR&A Operation Readiness & Assurance
PCAP Project Control Assurance Plan
PE Project Engineer
PM Project Manager
TA Technical Authority
VTC Variation To Contract
11 Appendix-1 – Attachments
Change Proposal Form (CPF)
Change Proposal
Form
Change Register Template
Change Register
Examples of Changes
Examples of Change