Stakeholders withdraw support for gas liquefaction plant projects quietly before they withdraw it formally. The estimate for plant projects that nobody challenged is usually the one that fails. Ambition around the project and portfolio delivery discipline outruns capacity unless the sequencing is deliberate. The course leaves participants able to diagnose weaknesses in gas liquefaction plant projects before they become incidents. Mature organisations treat this area of project and portfolio delivery as a standing capability rather than a project that finishes. It is written for people who have to make plant projects work with the resources they already have. Content is organised around the decisions practitioners actually face in gas liquefaction plant projects, not around theory headings. Sessions alternate between guided analysis of plant projects and supervised application. It ends with a prioritised list of changes to the project and portfolio delivery discipline that the participant is prepared to defend internally.
Expected Learning Outcomes
✓
Close gas liquefaction plant projects properly and capture lessons while they are still accurate.
✓
Present the case for investment in plant projects in terms that a finance function will accept.
✓
Establish quality acceptance criteria for the deliverables of gas liquefaction plant projects.
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Document decisions about plant projects in a form that remains useful after the people change.
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Manage contracts and suppliers delivering parts of gas liquefaction plant projects.
✓
Integrate plant projects into existing management routines rather than running it separately.
✓
Identify and quantify the risks to gas liquefaction plant projects and assign owners.
Who Should Attend
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Programme and portfolio managers overseeing gas liquefaction plant projects.
✓
Client and stakeholder representatives monitoring plant projects.
✓
Project managers responsible for gas liquefaction plant projects.
