Project : Project design for the Oil & Gas Sector
Company name: Ingeniería Strycon SAS & E-Lernova, Tecnológico De Enegía e
Position: Fire Testing
Engineer & Controlling Project Manager
Dates: From April 09 / 2013 to September 29 / 2015
At Strycon Engineers I performed mainly two roles. First,
I was a Professional Engineer to test Fire Protection Systems of Oil & Gas
Facilities for Ecopetrol. This job was done in different facilities in the
south of Colombia. Second, I was promoted to Controlling Project Manager after I
got the Project
Management Professional (PMP) certification. Jp1
Finally, Jp2 Strycon instituted
E-Lernova, Tecnológico De Enegía e Innovación, a virtual University, where I
was a Virtual tutor and a Content Expert of Project Management subjects for almost
2 years. The last two roles were located in Bogotá (Colombia).
Strycon Engineers was established in 1989. It is an
engineering company which provides consulting regarding civil structures and
oil and gas facilities, following the process from conceptual engineering, basic
and detailed design. The deliverables of the projects were documents used for
purchasing and construction purposes. Strycon has branches in Colombia and Peru,
and provides design solution in various engineering disciplines such as
mechanical, piping, civil, process, electrical, instrumentation and
environmental. After the project completion, Strycon also provides the auditing
and updating drawings services to the clients upon request. The company has
contracts with Ecopetrol and Pacific Rubiales Energy, the biggest Oil & Gas
companies in Colombia which produce and exports crude oil. Over the years, Strycon
has seen a growth where the company has created the Portfolio Avonrele for a better
use of their resources by establishing other companies such E-Lernova,
Kamarisa, and Avonrele lawyers; and is hiring up to 450 employees. The two organizational
charts as follows:Jp3
Figure 1. Portfolio
Avonrele’s Organizational Chart
In the Portfolio Avonrele, the president distributed
Strycon’s departments depending on the purpose of each company, afterwards myself
and my colleague created the new organizational processes between the different
companies and departments, so we could take more advantage of original
resourcesJp4 . Because of this, the President formally
created with the two of us the first PMO (Project Management Office), which Jp5 had to create,
improve and manage the organizational and project management procedures for the
portfolio and its enterprises.
Figure 2. Strycon’s Organizational
In Strycon, I was the leader of a team of planners who
controlled all the projects of the company, and my role was to make sure the
projects were finished on time. The planners followed Jp6 my guidelines, and
they worked directly with the project managers, while I worked directly under
the president. I helped the project managers and engineering director to
achieve their goals by seeking the resources from the President and managing
other needs when justified. In my role, I measured many project performance indicators (e.g.
efficacy, time, economic indicators) and arranged meetings between the project
managers and the President to reach agreements. Everyone signed commitments and
I assisted and follow to make sure to achieve the commitments.Jp7
Work Place Activity
In my first role as a Professional Engineer to test
Fire Protection Systems, I tested and assessed theJp8 Fire Detection,
Protection and Extinguish Systems of the Oil & Gas Facilities of Ecopetrol
according the NFPA (National Fire Protection Association) Standards (e.g. NFPA
72, NFPA 13, NFPA 11), considering the required safety procedures. After each
technical visit, I used MS Word and MS Excel to do a report for each facility.
In my reports, I documented the positive aspects, issues, tests, and improvement
suggestions. Along all this process I studied varied NFPA standards related to
Oil & Gas sector, I was not aware of many of these standards because It was
my first experience involved with this sector.
RJp9 egarding the tests, I
started by reviewing all fire protection facilities visually. Then, to assess
each system. I first measured pressures with calibrated pressure switches to
check the pump operation, and I also used Pitot tube to measure the water
discharge pressures and the flow requirements to check the pipes and pump
performance. Second, to test water sprinklers networks, I operated manually all
devices (e.g. valves and flow switches), and used the test & drain valve to
measure the water flow. Third, for foam-water systems I made a discharge and
took a sample of the foam-water mixture and did a separation process to measure
the foam and water proportion, this proportion had to comply with the NFPA 11
standard, that way I assessed the performance of the bladder tank, pipe network
and discharge devices. Forth, I tested all smoke, heat and flame detectors by
simulating these variables with smoke and flame simulators. The mentioned tests
were preceded by a safety procedure, because workers and the operation of the
facility could be disturbed. Finally, we checked all maintenance reports to
verify the manager were complying with the maintenance routines.
ThJp10 e improvement suggestions included drawings and technical advice
according to the facilities’ requirements and NFPA standards. When needed, I
used AutoCAD to draw the suggested fire protection system.
In my second role as a Controller Project Manager, my
first task was to guide and teach the planners, making sure they were following
the quality procedures.Jp11 Although the company had established guidelines, I introduced changes
according to project management standards, and to what the clients, the company
and the president needed. Then I improved procedures and measured performance
indicators. I followed the best-quality processes (i.e. ISO 9000) to
incorporate the new procedures (i.e. new forms, new procedures, training). I managed
to do this thanks to my new knowledge in project management (i.e. Certification
PMP) and the training the ARP Sura (i.e. GFC’s insurance company) gave me in
quality assurance. All this process was necessary to keep track of the
organizational changes and keep the quality certifications.
The planner and Project Manager produced management reports
for their projects weekly. They sent these reports to me so I could check the current progress.Jp12 Monthly I gathered all the reports from different
projects and processed them to the billing department so they could charge out
to the customers. Moreover, when needed, I discussed with the president special
issues to assist the development of the projects.
The largest project I controlled personally was the design
of Caño Sur Facility (Ecopetrol’s biggest facility), which was made of a
library of 5000 documents, and was worth up to 9.000.000.0000 COP ($3.300.000
I was responsible to do the main schedule of works in MS Project, monitor the
advancement, and make the weekly and monthly progress reports. In order to do
the reports easily and save time, the project manager and I worked as a team to
program a spread sheet that helped us to control and track all the documents easily.
Jp13 We used MS Excel, MS Project and Timesheet (i.e. a homemade software tool)
for programming the spread sheet. We designed such tool because the current
platform was limited; additionally, the customer asked for special indicators
to monitor the project. The report showed the planned S curve, actual cost curve, earning
value curve, issues list, quantity of hours worked by discipline (e.g.
mechanic), quantity of planned hours to work, list of distributed documents, required
changes, stakeholder’s commitments, current expenses, forecasts, critical route
analysis, statistics, trends, and conclusionsJp14 . I ran
the program to track the documents and analyse the dataJp15 , then, the project manager and I wrote the final conclusions.
The second assignment I had for this project was to
design the Contingency Procedures for the Oil & Gas facilities of Caño Sur.
It included risk assessment methodology, risk assessments, regulations,
responsibilities assignment, national laws, technical regulations, HAZMAT
(Hazardous materials) procedures, evacuation plans, impaired people management,
and the available equipment for each hazard scenario, among others. Jp16
My third responsibility had to do with the forecast of
the workforce required by the company. Thanks to the long experience of the
company, it had enough statistics to define what kind of professional profile
or profiles were needed to do each type of document (e.g. specifications,
piping networks, list of materials), and the time they required to do it.
Usually, I knew in advance the projects the company would develop, so I was
able to forecast the workforce and special expertise. I had to update these
data weekly to make sure we had enough workforce, and to provide a hiring plan
to human resources department, so they would be able to follow the process to
hire the professionals on time. I had meetings with the President and the engineering
director fortnightly to review, modify and approve the forecast and the
suggested strategies. The strategies I suggested included hiring certain
professional profiles or contractors, fast tracking, crashing, and keeping the
same workforce; depending on the needs.Jp17
My forth duty was to measure
the workforce efficiency and make control charts for Jp18 each type of document.
Employees used the Timesheet Software to enter the time they invested to
develop a document. This allowed me to keep updated the statistics, find new
trends, and identify technical, organizational and human issues, therefore, in
the fortnightly meetings we could discuss and take corrective actions when
The President, engineer director, project managers and
I conducted a lot of meetings. I had to write the agenda for the meetings, present
the findings from the statistics, and keep track of the discussions and agreed
commitments. If someone did not or would not accomplish a task, I would manage some
help to achieve the goal. This helped us to improve many organizational processes.
At some point, the President instituted the portfolio
Avonrele, including the PMO, which was composed by my colleague and myself. The
PMO was created for organizational purposes, where we made improvement plans Jp21 for each company according the strategic goals of the Portfolio. The
improvement plans included managing motivation issues, human resources
optimization, organizational charts development, technical training, organizational
procedures, among others. My colleague and I were using all the found
information in the statistics and the meetings to address our strategies. The
measurements and data analysis I made were very interesting Jp22 because they allowed me to recognize skills and failures in the different disciplinesJp23 .
I took active part in two improvement plans: Training
and Software implementation. First, for training, I joined E-Lernova and I designed 2
courses, PMP Preparation and Planning and Strategic Control for Projects, Jp24 which
I taught to leaders, planners and external clients. Jp25 Some of the subjects I taught was the efficiency measurement, CPI (Cost
performance Index), S curve, considering the PMBOK (Project Management Body of
Knowledge) guidelines of the PMI (Project Management Institute). As a result,
the planners gained the ability to apply the knowledge to their projects, and
it was an input for me to gather all the information and quantify the
indicators for the whole organization (this was part of my role as a
controlling project manager).
Second, my colleague and me, assessed, selected and hired
an IT company to program the Timesheet software and a Management software for
Kamarisa (i.e. one of the companies of the portfolio). We decided to design a
software tool to save time and manage better the procurement process, which was
an issue in the company. My colleague and I gave the contractor all the
information, specifications and draft designs to develop the software. We could
do it because we knew the organizational procedures and needs of the company.
We managed these software projects from the planning until commissioning stages,
including negotiation and scope, considering the budget given by our sponsor.Jp26
My job at Strycon, E-Lernova and Avonrele portfolio
was an enriching experience, I was involved with the management procedures of
the company and their improvement through the multiple indicators, measurements
and action plans development. This was a hard work due to resistance towards change from employees
and leaders; however, I succeeded in many strategies, which are still being
applied in the company and have helped to deliver projects on time. Jp27 Additionally, I was also part of the design and operational team, where I
applied my knowledge related to fire protection and risk assessment, and
improved it, as my experience in Oil & Gas facilities was acquired in this
company. And finally, I developed skills related to Oil & Gas knowledge,
education purposes, and software development.
Jp81.1/aPor la corrosion de tuberias?
Analysis and interpret.
Engineering and people.
1.6/g,d. Management, engineer regulations
Investing, analysis, interpretation.
Management, engineer regulations, safety
Management, engineer regulations, safety