Deploying Technology in Remote Locations


The modern manager within the gas and oil industry is highly dependent on IT and technology to achieve any of their goals. This is a sad fact of life.

The problems faced by a decentralized gas and oil industry that has no choice but to be in every corner of the globe is at odds with the centralized nature of IT even with modern Internet.

Technology really likes to be close together to bring efficiency and speed the process whatever that may be. Being located all over the world can be most cumbersome.

While this problem may not be unique to the oil and gas industry. Many companies with global presence also come to rely on resources in many different countries; the difference with gas and oil industry is  that many of its locations of business are underdeveloped countries.

Team Building

Building a team around a project is essential to making a success of delivering project to remote locations. Using internal resources as well as a combination of contract and third-party suppliers is the norm within modern projects. Rarely do you get just one set of staff for the whole project. The use of the matrix(internal staff, external staff and contractors)to make a projects can often bring problems that have to be overcome.

To make sure that you have the buy-in of all the numbers of staff who will be working with, and that you as a Project Manager have full agreed use of staff members during their working time with your project is an often forgotten task in the melee of beginning project that should have been started off some time ago !!!  People move on to other projects.  Always reconfirm resources when taking on any project.  Always confirm it in writing.

At the beginning of a project, the way you go about confirming  the resources roles within the project and the way your project will ultimately be run goes a long way to securing the terms and conditions you need to complete a successful project.

Often project managers take on more projects without laying down the firm terms and conditions the project will be completed and leave their work open to suggestions of mist planning or underachieving.

Avoid these pitfalls by ensuring that when you take on a project whether it be a new project or in all an inherited project. Ensure that the resources allocated to your project are indeed available to complete the work and that your project has been signed off, and your stakeholders are fully aware of the ramifications that may come from any project you are delivering. Always make sure that you get these details confirmed in writing whether that be on an e-mail or on a written project document. This process ensures that both you and the project team, PMO and any stakeholders and interested parties are all fully up to speed with what this project will mean to the organisation

My experience running project suggests that you will face more challeges than these listed above but to concentrate on the people at the beginning of a project saves misunderstanding and delays later down the line if you are exact with your plans and clearly define what is needed from any stakeholder or resource.