Magazine article PM Network

In the Pipeline

Magazine article PM Network

In the Pipeline

Article excerpt

Because of changing technologies and a maturing oil and gas pipeline marketplace, GeoFields Inc. faces complex demands to deliver new revenue-generating projects while minimizing costs. To deal with these shifts, we implemented a project management methodology focused on delivering added-value solutions for our customers.

Since our inception in 1996, GeoFields had leveraged the skills of our technical staff when project management responsibilities were needed. Although sufficient for a while, this model limited us to a portfolio of only a few less complex projects. These projects typically supported a finite base of customers comfortable with the emergent technologies we used.

But as other solution providers enter the fray, the marketplace has become more competitive. For GeoFields, this created the proverbial irony of success: how to effectively and efficiently meet the growing demands of our clients that threaten to outstrip our capabilities.

In 2005, we established a project methodology based on A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Our two primary objectives were:

* Deliver more solutions to our clients while minimizing the additional internal overhead

* Create a differential between ourselves and our competitors to deliver solutions that create added value for our customers.

The methodology was developed to reflect internal business needs, including proposal collaboration and resource balancing, as well as external client needs, such as scope clarity and predictable milestones and costs. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.