BUILDING OWNER'S COST ENGINEERING CAPABILITY

摘要

A large integrated oil and gas company undertook a multi-year initiative to build cost engineering capability within its centralized major capital projects organization and across its global enterprise. This article will explore the approaches used and lessons learned in undertaking this effort. The subject enterprise has a decentralized organizational model and a review of its project management system (PMS) revealed weaknesses in its cost engineering capabilities. Major capital projects are centrally executed, but highly leveraged to contractors, including most cost engineering work. Smaller projects are executed by business units to various standards usually by personnel inexperienced in cost engineering. The AACE International TCM Framework was used as a guide to develop foundational cost engineering standards, fully integrated cost engineering work processes and general training. Other elements of the initiative centered on attracting, developing, deploying and retaining cost engineering professionals across the enterprise. Another key focus of the initiative was to clarify and standardize cost engineering roles and responsibilities for capital project teams, contractors and the centralized major capital projects organization. This article was presented as OWN.547 at the 2011 Annual Meeting.