This paper analyzes the application of PRINCE2® in a multivendor outsourcing context. Given the ongoing trend in large and middle-sized organizations to outsource part of their IT operations it is relevant and important to understand the effect of this trend on the way projects can be managed. Based on an analytical and qualitative approach, using an expert panel, the study provides identified three specific considerations for the management of projects in a multi vendor outsourcing context
Abstract: The key challenge of managing Floating Production Storage and Offloading assets (FPSOs) for offshore hydrocarbon production lies in maximizing the economic value and productivity, while minimizing the Total Cost of Ownership and operational risk. This is a comprehensive task, considering the increasing demands of performance contracting, (down)time reduction, safety and sustainability while coping with high levels of phenomenological complexity and relatively low product maturity due to the limited amount of units deployed in varying operating conditions. Presently, design, construction and operational practices are largely influenced by high-cycle fatigue as a primary degradation parameter. Empirical (inspection) practices are deployed as the key instrument to identify and mitigate system anomalies and unanticipated defects, inherently a reactive measure. This paper describes a paradigm-shift from predominant singular methods into a more holistic and pro-active system approach to safeguard structural longevity. This is done through a short review of several synergetic Joint Industry Projects (JIP’s) from different angles of incidence on enhanced design and operations through coherent a-priori fatigue prediction and posteriori anomaly detection and -monitoring.
It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et al., 2010) Nine sustainability principles have been identified that should be implemented in the project management practice. These nine principles are: (1) values and ethics; (2) holistic approach; (3) long term view; (4) large scale; (5) risk reduction; (6) participation; (7) accountability; (8) transparency; (9) stakeholder interest. In a case study it is researched which project and program management roles can exert an influence to have the sustainability principles implemented in the project management practice and how they can accomplish this implementation.
