Management for the Oil, Gas, and Process Industries
A Project Management Approach

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Language: Anglais
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220 p. · 15.2x22.9 cm · Paperback

The shutdown of a refinery is costly, but costs are minimized when a turnaround team performs effective plant turnaround procedures. The process industry is also coming under severe pressure to cut costs with construction of larger integrated units and increasingly stringent environmental policies, putting older operators out of business and making turnaround operations the only way to ensure the integrity and physical assets of the process plants survive and sustain the life of the investment. Turnaround Management for the Oil, Gas, and Process Industries upgrades the plant manager?s project management skills to understand the importance of turnaround management in relation to the health of the whole business and be able to ensure the that the right framework, processes, and software are applied to ensure a high probability of success. The book is structured in a way so that it can be used progressively through the phases of development in preparation for a turnaround with each relevant section easily identified for quicker access. Specific to the process industry, especially oil and gas, petrochemical and power plants, this reference simplifies the entire lifecycle of a turnaround and provides specific examples of both successful and unsuccessful turnaround projects, making it more applicable than the many other generalized project management books. Identifying the most significant performance indicators and strategies to ensure that targets are met, Turnaround Management for Oil, Gas, and Process Industries is the best tool for a plant manager to keep the plant safe, efficient and running successfully on effective decision making.



  • Aligns turnaround project management with ISO guidance and ANSI/PMI standards
  • Utilizes the best tools for long term planning, including instructional videos and training material
  • Gain practical knowledge through both good and bad turnaround management case studies along with real-world issues and challenges encountered

1. Introduction 2. Strategic Long Range Business Plan 3. Phase 1 Initiation: Concept Development 4. Phase 2 Work Development 5. Phase 3 Detailed Planning 6. Phase 4 Pre-turnaround 7. Phase 5 Turnaround Execution 8. Phase 6 Post Turnaround

Appendix A. Project Management Standards B. Asset Performance Management C. Critical Path Method D. Turnaround Management Capability Assessment E. Glossary of Terms F. References and Further Reading G. Framework Documents H. Consultants, On-line Training and Expert Contractors

Robert Bruce Hey is a consultant and professional engineer with experience in corporate consulting in oil and gas companies as well as managing a wide range of projects in the petrochemical, power, and other heavy industries in the Middle East and South Africa. Previously, he was a Senior Shareholder Advisor for Qatar Petroleum working with the largest LNG and GLT plants in the world. He has also worked as a Senior Business Analyst and Senior Auditor for Qatar Petroleum, and has also worked for Chevron, Bahrain Petroleum Company, and Damelin College. Hey earned a BSc in Mechanical Engineering and a Graduate Diploma in Industrial Administration, both from the University of Cape Town South Africa. He is a registered project management professional (PMP) and project management institute (PMI) in the USA, a registered professional engineer (Pr Eng) in South Africa, and a member of the South African Institute of Mechanical Engineers.