Planning and Organization

The planning and organizing effort for the Al-Tameer project started with the Bcchtcl team that was already on-site as part of the Al-Awada project fire-fighting effort.

An organization totally different from the Al-Awada project was required to scope, estimate, plan, execute, and turn over operational facilities to KOC. This organization had to be self sufficient and be able to fully support and service a massive work force of more than 16,000 people.

The main organization was divided into five main functions. One was to support KOC's future five-year budget planning with identification, scoping, and planning future projects. This was named KOC Major Projects Group. The other four groups consisted of:

• manager Al-Tameer projects, responsible for all planning and project management, as well as engineering and procurement

• manager coordination, responsible for scheduling, cost control, estimating, project reporting, public and community relations, and other relevant functions

• manager services, responsible for providing all the required support services for the project team including explosive and ordnance demolition group

• manager operation, responsible for field execution of all the defined work.

A damage assessment and scoping team consisting of engineers, planners, and estimators walked every foot of the oil fields production and exporting facilities preparing a scope of work, cost estimate, a plan and schedule of work for each facility.

The planning was based on a back to front scheduling defining the dates and production goals first, working backward to see when the drilling effort and facilities reconstruction work had to start to meet this goal. This approach also determined the required manpower and helped with direct hire and subcontracting plans.

The overall plan defined the sequence of the work and prioritized the resources to make sure facilities with least damage were first priority for completion.

The master schedule was developed based on nine subproject organization work breakdown structures (WBS):

• tankage south

• pipelines/flowlines

• power, buildings, cathodic protection

• marine facilities

• South gathering centers

• West gathering centers.

Each subproject having its task force, budget, schedule, and its priority on resources identified was headed by a project manager. The Al-Tameer project organization chart is shown in Figure 1.

The teams were integrated with available KOC personnel who performed some of the project functions. Each subproject team was supported by local functional managers to provide them with staff and resources to execute the work. The key driver behind the plan was meeting the schedule and the production capacity.

The project execution consisted of three main functions: detail engineering, procurement, and construction management.

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