PPMP20012 Tute 4,5, 6 & 7 2 PPMP 20012: Tutorial 4, 5, 6 & 7 Essay Assessment Your task is to write a 2000 word essay describing how the contents in the following: • SEBoK http://www.sebokwiki.org •...

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PPMP20012 Tute 4,5, 6 & 7 2 PPMP 20012: 
 Tutorial 4, 5, 6 & 7 
 
 
 
 Essay Assessment Your task is to write a 2000 word essay describing how the contents in the following: • SEBoK http://www.sebokwiki.org • Kerzner (2013) • AS/NZS 15288:2013 Systems engineering – Systems life cycle processes • Full Final Report from the National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling • Chapter 5: Overarching Failures of Management of the Chief Counsel’s report from the National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling • Other material as you feel appropriate Address and explain the relevance of systems thinking to a project and an organisation by using the theories and ideas related to: • General systems management • Organisational structures, forms and culture • Engineering risk, risk management, • Portfolio alignment • Business value • Portfolio management process cycle • Organisational maturity. You should illustrate your arguments by identifying what different system thinking tools and techniques might aid project managers to solve problems, such as what occurred with Texas City and Deepwater Horizon • Due: Week 9 http://www.sebokwiki.org/ Make sure you write in good English • Although you might think that you should not be marked down due to poor English the reality is that you will lose marks because you can’t be understood • Making sure that your sentences make sense is important • That each sentence is related to the previous one and they comprise a paragraph that makes sense is very important • Then making sure that the essay or report has the right structure of introduction, body, conclusion and everything flows seamlessly is important • Remember you need to show at AQF Level 8 that you can communicate Short Sentences & Don’t fall in love with your words! • The maximum length of any sentence should be twenty words! The desired length is ten words! • When you write something you put a little of yourself into what you’ve written. • It is easy to allow the passion to overwhelm the reality! • Regardless of how good you think a sentence is don’t keep it if it no longer makes sense in the context of the paragraph, and overall message of the assignment. • When you write something you put a little of yourself into what you’ve written. • It is easy to allow the passion to overwhelm the reality! • Regardless of how good you think a sentence is don’t keep it if it no longer makes sense in the context of the paragraph, and overall message of the assignment. Proof Reading • Two thirds of the effort of completing an essay or report is proof reading. • So if the assignment took you six hours to write in the first place then you should allocate another twelve hours to make sure it is right. • In other words your whole assignment will take eighteen hours! • For example, it is easy to write long sentences (those over twenty words) in the first draft writing of your assignment. You will then need to review each sentence at the proof reading stage and ask yourself. – Is it related to the previous sentence? – Does it allow the flow to the next? – Does it build the message that I wish to impart? – Does it contain unnecessary and emotive words? – Does it stick to the facts? – Are the facts referenced? – Plus many more questions that will require you to distance yourself from what you have written and look at the assignment though dispassionate eyes. Structure • Each topic should start with an introduction sentence. Consist of evidence and examples that are based on facts and referenced. • Each topic should link together to build an argument that is emphasised in the introduction and reiterated in the conclusion. • If you don’t know what this structure is before you write your essay then you will struggle to write a good essay! • What you will do is start and drift. So that by the conclusion you are writing about something that is completely different to what you started with! Essay Structure • 2000 words (+/- 10%) – Introduction (~200 words) • Put forward your central argument for the essay • Provide the setting for the topics – Topics (~1600 words) • Relevance of systems thinking to a project and an organisation related to general systems management, organisational structures, forms and culture, Portfolio alignment, business value, portfolio management process cycle, organisational maturity. • Provide evidence and examples and in text citations – Conclusions (~200 words) • Bring all the topics together to the central argument • Bookend to the Introduction – References • Harvard Case Study Discussion • BP Deep Water Horizon – Chief Counsel’s Report – Chapter 5 8 Chief Counsel’s Report • Chapter 5 (p. 225) – At Least Seven Factors: 1.Ineffective Leadership at Critical Times 2.Ineffective Communication and Siloing of Information 3.Failure to Provide Timely Procedures 4.Poor Training and Supervision of Employees 5.Ineffective Management and Oversight of Contractors 6.Inadequate Use of Technology 7.Failure to Appropriately Analyse and Appreciate Risk • Ultimately, the companies placed undue reliance on timely intervention and human judgment in light of their failure to provide individuals with the information, tools, and training necessary to be effective. 9 Chief Counsel’s Report – 
 Leadership (pp. 225-226) • BP‘s operating management system (OMS) is leadership. – operating leaders [who] are • competent, • exhibit visible, • purposeful and • systematic leadership and • are respected by the organizations they lead. – operating leaders create and support clear delegation and accountability. • Reality – conflict between managers and confusion about who was accountable for critical decisions 10 Chief Counsel’s Report – 
 Communication (pp. 227-228) • Inadequate communication and excessive compartmentalization of information. • When faced with anomalous data, decision makers often failed to seek counsel from others with expertise and instead made decisions based on incomplete information. 11 Chief Counsel’s Report – 
 Communication (pp. 227-228) • Inadequate communication and excessive compartmentalization of information. • When faced with anomalous data, decision makers often failed to seek counsel from others with expertise and instead made decisions based on incomplete information. 12 Chief Counsel’s Report – 
 Information Compartmentalisation 
 (pp. 228) • Information about drilling at Macondo was compartmentalized both within and between companies. • BP onshore engineering team was aware of risks with the Macondo job but failed to communicate those risks to its own employees on the rig or the contractor personnel who might have helped mitigate those risks. 13 Chief Counsel’s Report – 
 Experts and Calling Shore 
 (pp. 228-230) • Inability to use experts effectively. • BP did not provide adequate guidance on when staff on the rig should consult onshore personnel. • After April 20th incident, a communications plan ― was not well written. BP employee poked fun at its ― weird drawings with boxes & arrows. • Well site leaders never contacted BP onshore personnel to discuss their inability to bleed off drill pipe pressure during the negative pressure test. They did not seek a second opinion. • Failing to make clear to well site leaders that they must call back to shore when confronted with unexpected results on a critical test. 14 Chief Counsel’s Report – 
 Sharing Lessons Learned 
 (pp. 230-232) • Transocean failed to communicate to BP and its rig crew lessons learned from a similar near miss on one of its rigs in the North Sea four months prior. • No evidence the rig crew on the night of April 20 followed any of the five steps mandated by the advisory. • Compartmentalization of information 15 Chief Counsel’s Report – 
 Procedures (pp. 232-235) • Failure to provide well site leaders and the rig crew with clear, detailed, and timely procedures. • Once the well site leaders and rig crew did receive the temporary abandonment procedures, they had precious little time to digest and understand them. • Just in time delivery of well plans. • What is my authority? With the separation of engineering and operations I do not know what I can and can‘t do. The operation is not going to succeed if we continue in this manner. • We‘ve both [been] in Brian‘s position before. The same goes for him. We need to remind him that this is a great learning opportunity, it will be over soon, and that the same issues – or worse – exist anywhere else. 16 Chief Counsel’s Report – 
 Employees (pp. 235-237) • Success in oil and gas exploration depends on effective management of employees. • Poor job of managing staffing and work assignments. • Significant gaps in supervision and oversight. • It does not appear that BP undertook any significant effort to assure that Kaluza was qualified for the tasks he would be overseeing at Macondo. • Inadequate training set employees up for failure in the face of events outside their expertise and experience. • It is imperative that companies train and drill for emergency situations precisely because they occur so rarely. 17 Chief Counsel’s Report – 
 Contractors (pp. 237-240) • At one point in time, operators owned their own oil rigs and directly employed the people who worked on them. • While the operator-contractor-subcontractor relationship can be beneficial in many ways, it also creates the potential for miscommunication and misunderstanding. • The operator is best positioned to understand the big picture and how decisions and issues regarding one aspect of the well might affect decisions and issues regarding another. • BP, like most offshore operators, relied heavily on its contractors to advise its engineers regarding important decisions. But BP did not adequately supervise its Macondo contractors. • The converse problem was that many of BP‘s contractors were unduly deferential toward BP‘s design decisions. • In the absence of a clearly defined
Answered Same DayMay 01, 2020PPMP20012Central Queensland University

Answer To: PPMP20012 Tute 4,5, 6 & 7 2 PPMP 20012: Tutorial 4, 5, 6 & 7 Essay Assessment Your task is to write...

Anju Lata answered on May 06 2020
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IMPORTANCE OF SYSTEMS THINKING TO A PROJECT 4
IMPORTANCE OF SYSTEMS THINKING TO A PROJECT
ASSIGNMENT
PPMP 20012
CQ University Australia
INTRODUCTION
Systems thinking to a project involve the whole decision management throughout the life cycle of the project or system (Mele, Pels and Polese,2010). It includes identification, characterization and evaluation of possible alternatives for a decision during the lifecycle of the system and selection of most appropriate c
ourse of action.
The studies reveal that there must be extensive analysis of all the input information while evaluating all the potential outcomes of a decision. According to ISO/IEC/IEEE 15288:2015, the process of decision making includes many stakeholders, various competing preferences, considerable uncertainty and notable consequences.
The assignment analyzes all the aspects about importance of systems thinking in terms of General systems management, Organisational structure, Culture, Risk Management, Portfolio alignment and organisational maturity.
On 20th April 2010, an explosion erupted out through Deep Water Horizon drilling rig at Macondo well under the water of Gulf of Mexico. 11 crew members died with many injured. The fire damaged the rig and lot of oil began gushing out into the ocean water killing many water animals and destroying their habitat. The report presents a critical evaluation of BP Horizon Deep Water Oil Spills in 2010 at Gulf of Mexico, on the basis of Chief Counsel’s Report and investigates the possible reasons behind the incident (Ingersoll, Locke and Reavis,2012).
GENERAL SYSTEMS MANAGEMENT
The General Systems Management can be defined as a process of working to achieve the objectives of an Organisation (Kerzner,2013). It emphasizes the interactions and the relationships between different components of an organisation to facilitate proper functioning and effective outcomes. The Organisations with an open system of interaction between its entities and the environment makes it dynamic to adapt the changes in its environment.
For completing a project, the system management needs to define the objectives, set the plans, organize the available resources, allocate duties and responsibilities to staff, and set up controls while remaining flexible at the same time (ISO/IEC/IEEE 15288:2015). However, sometimes the ineffective leadership and ineffective communication can increase the risks of accidents in Organisations as observed in case of BP Horizons.
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According to Chief Counsel’s Report by National Commission on BP Deepwater Horizon Oil Spills, at least 7 factors were mainly responsible for the failure of Management. These were ineffective leadership at the critical time, ineffective communication between the employees, ineffective management and oversight of contractors, insufficient implementation of technology, failure to execute procedures on time, low levels of training of the workforce, and failure to analyze risk.
The BP had been facing lack of effective leadership. There were consistent conflicts between the managers and there was lot of confusion about the accountability for critical decisions (Chief Counsel’s Report, p.225-226). There was inadequate communication between the employees and extreme compartmentalization of information. Whenever the Organization encountered any abnormal and malicious data, decision makers often failed to discuss it with experts to bring about the necessary solution, instead, they just took irresponsible and random decisions based on incomplete knowledge. BP onshore engineering team even after being aware of the risk with Macondo job, could not communicate the risks to its employees on the rig and to the contractors who might have helped to reduce the risks (Chief Counsel’s Report, p.228).
According to Chief Counsel’s Report,( p.228-230), the BP Company could not utilize the experts effectively. The staff on the rig was not provided adequate training about when they should contact onshore people. Even after the incident of oil spill, the communication plan was not correctly written. Nor the employees took it seriously. The site leaders on the wells never contacted the onshore people when they were finding it difficult to control the pressure in pipe during negative pressure test. The persons on the rig were unaware of their authorities and responsibilities. There was inadequate training of the staff to handle the emergency incidents (Chief Counsel’s Report, p.235-237). There was no development and installation of any advanced technology or effective monitoring equipments to guard against the blowouts.
A similar industrial explosive incident had occurred in 1947 in Texas city. It was attributed to negligence in manufacturing, labeling and packing...
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