Integrated project delivery for one of Canada’s largest oil sands producers
An integrated project delivery method that maximized the use of the GDC delivered commercial savings for our Canadian oil sands customer. By considering all project services including design, engineering, procurement, project controls, document control, EDS, expediting and inspection, nearly 80% of the work on the well pads was undertaken by our China GDC location.
A key element in winning the bid for the project was our strategy very early on to maximize delivery from our GDC location. It was clear that the necessary savings could not be achieved with traditional workshare approaches we have used in the past. We needed an integrated approach that considered technical and non-technical delivery.
The project kicked off with a ‘one team’ focus and continued to deliver that way. There was no home office and support office, just one virtual team connected by technology.
The Beijing GDC embedded Technical Leads in Calgary and Edmonton to support the project in Canada, while the team in Beijing adopted a lead role to meet schedule and quality commitments.
Key elements contributing to the success of this delivery model are:
- early customer engagement and support for the delivery approach
- early engagement and collaboration with the GDC to review and align on execution approach
- leveraging of China capability in inspection, expediting, logistics and procurement to take a “global view” for supply sourcing
- full stakeholder commitment to success – customer, senior management, project leadership, expatriates
- ability to offer local construction for future phases of work though WorleyParsons.