Relevant And Achievable Goals For Project â€Myassignmenthelp.com

Question: Discuss About The Relevant And Achievable Goals For Project? Answer: Introducation The case study is on an organization that is related to multinational oil company that has multiple storage facility that has been located in Australia. This company owns and operates the oil tank farms in every state in Australia in order to supply the domestic markets with automotive flow of fuel and oils (Barkemeyer et al., 2014). Here, in this company the Project Management Officers (PMO) of Melbourne determines the priorities, the scopes and the main target of the project. This organizations depends on the terms and conditions on which the work and engagement has to be done whole completing the task. The division on revenues has created a division in the organization. This helps in the development of the business case for substantial repair of work that has the target to be completed decreasing the fines related to the environment and optimizes availability and throughput of all the locations. The more the throughput the more is the profit of the company. There is a high potential for the oil industry to contribute in the affordable energy resource and therefore specifically focuses on the area and options that are not similar to the other companys aspect (Haapala et al., 2013). There has been a planning made by the Australian government that collaborates and with the clients of this gas industry identifying the unique approach to improve the sustainability in the organization. Scope for the case study According to the case study, due to the requirement of unappeasable need of energy, the role of oil industry is now much more vital than ever. Since the oil and gas resources provides many of the most important, costliest and densest energy sources available. Many of the major oil industries are present in Australia contributes a major part in the economy. Methods and process used to determine the scope of the project In the case study we can see that there are several times where there are ups and down of production in the oil industry. The tanks and the reservoirs may produce 10-20% of oil more than even expected while many other produce lesser. This a great deal for the Project management Officer to have track of such records and hence accordingly plan. Even there are situations where the oil fields may contain residual water that drives up well with the hydrocarbons. This results in more amount of water and lesser amounting of oil after a certain time period. The cost of the extraction of oil and separation the water may also result in the loss making operations. Identification of stakeholders and the importance of each scope Australian oil and gas industry controllers will take an interest on the Standards Australia Technical Mirror Committee, alongside key industry partners. This will help fabricate a broadly steady way to deal with the take-up of these measures over Australia's administrative administrations. The improvement of oil and gas guidelines will help advance supportability and development and upgrade interfaces between partners over the vitality assets segment. These are vital objectives for Standards Australia and NERA alike, making it a coherent and key joint effort Key deliverables and acceptance criteria of the project Australia's oil and gas industry remains a noteworthy supporter of its economy, with the nation's coal and gas divisions having an especially vital impact. As per KPMG, the oil, gas and vitality businesses are real supporters of the Australian economy, and include twofold the commitment of the ranger service and angling ventures. Overview of the case study There are several stages in the case study of oil industry as in the case study. These oil fields have almost a lifetime span ranging from 15-30 years. This life cycle contributes from the first oil to abandonment. This production can last almost up to 50 years or even more than that to get the latest deposit. Life cycle stages Different stages of the life cycle in this field: The start up phase: This life cycle span is about two to three years. In this time period, the production increments gradually as the well/tanks are more drilled. The Plateau production phase: This is the stage where the outcome stabilizes. In this stage the life span is almost about of 2-3 years. There is requirement of more than 2-3 in some of the other fields. Decline phase: In this stage the production generally falls at the rate from 1-10% per year. When the production comes to an end a huge amount of oil or even gas may remain underground. There is a requirement of constant improvement in the oil industry and hence in the rate of recovery by using enhanced techniques of recovery. In the given case study, there are three tanks where there are three tanks. Tank 1 Capacity: 1 million liters unleaded petrol (ULP) 4 Steel Patches averaging 2m2 in size. 4 Steel anchors required on top of tank for working at heights Cleaning and repaint of outside of tank Time to fill each tank: 4 to 6 hours Tank 2 Capacity: 3 million liters unleaded petrol (ULP) 7 Steel Patches averaging 3m2 in size. 4 Steel anchors required on top of tank for working at heights Cleaning and repaint of outside of tank Time to fill each tank: 8 to 10 hours Tank 3 Capacity: 7 million liters unleaded petrol (ULP) 6 Steel Patches averaging 1.5m2 in size. 4 Steel anchors required on top of tank for working at heights Replacement of main supply valve. Size: 300mm Diameter, in Stainless Steel. Cleaning and repaint of outside of tank Time to fill each tank: 18 to 20 hours Methods and Processes The site is a decreased triangular shape. The longest side is limited by the stacking docks. Another side has a deadlock street prompting the compartment terminal. The last side is limited by a little expert oil dispersion organization. The site is on an ascent with stacking gantry site underneath the tanks. Keeping in mind the end goal to take a shot at the tanks you should utilize one huge crane, one little crane and platform References Barkemeyer, R., Holt, D., Preuss, L. and Tsang, S., 2014. What happened to the developmentin sustainable development? Business guidelines two decades after Brundtland. sustainable development, 22(1), pp.15-32. Benn, S., Dunphy, D. and Griffiths, A., 2014.Organizational change for corporate account sustainability. Routledge. Blevis, E., Bdker, S., Flach, J., Forlizzi, J., Jung, H., Kaptelinin, V., Nardi, B. and Rizzo, A., 2015, April. Ecological perspectives in hci: Promise, problems, and potential. InProceedings of the 33rd Annual ACM Conference Extended Abstracts on Human Factors in Computing Systems(pp. 2401-2404). ACM. Colson, C.M., Nehrir, M.H., Sharma, R.K. and Asghari, B., 2014. 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