Any anticipation of restructuring within the Bigfoot project? I'm afraid too many changes could spell further delay. I know mistakes were made, but I'd like to see positivity moving forward to its completion. If we could have more projects like JSM, we'd be in better shape. I'd be curious to see the names of our blue AND green badges who were part of the JSM project. Those individuals should not be in-scope. Thier efficiency and hard work certainly has proven to be an asset.
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Chevron will f--- you at the drop of a hat. Best be aware the shaft can come at any time.
Chevron blue badger. JSM 5 years at all levels - yard to management and got cut as part of RAE. Never had anything below a 2. Politics. Plain and simple.
Complexity of Bigfoot and JSM are of completely different magnitudes. While JSM was not "simple" it was fairly "simplistic" as production hubs are. Bigfoot had/has a much higher degree of complexity to it. Not apples and oranges, more like apples and guavas.
OP is obviously wondering about layoffs within the Bigfoot Project. Seems they wouldn't touch that with a 10 foot pole. Just get er done!
Were the timelines of JSM and Bigfoot not similar? It seems they would have been because of the likeness of the projects. I've tried to research the variables of the two, but I just don't have enough info. It would be nice to be able to continue MCP in the future using the success model of JSM.
The problems with the Bigfoot MCP were mainly around executive management decisions to make timelines that doomed this project. From dragging her out of Okpo 6 months to a year before she was ready, to swapping yards at Ingleside cause a contractor could not meet unrealistic demands, to dragging her out into the GOM into loop currents that the TBMs were not designed to sustain, for the period they had to sustain them, Bigfoot's problems had nothing to do with the team, everything to do with Executive Leadership putting that project in a position to do nothing but fail. Despite that, the project team literally came within hours of getting her secure and ready to go. I may sound like a "homer" but the record needs to be set straight about what really happened on Bigfoot, and it the efforts of the team in an almost impossible situation should not be overlooked. But to answer the question of what was wrong with the team, design, and tendons, the answer is nothing, nothing and nothing.
I can hear the brass band from the Keystone Cops tuning up now! Seriously, I was part of the JSM project, and it is both pathetic and appalling to see the performance of the other MCPs in the portfolio. The best thing Chevron can do at this point is just get SOMETHING finished, online, and then not attempt any mega-MCPs again. Chevron's strength is in it's operating and sociopolitical expertise, not project management, particularly on this scale.
The OP doesn't appear to be making fun of anyone. His concern seems to be the continued growth of the company during these low times in our industry. It looks to me that he's expressing admiration of the JSM (Jack/St. Malo) project. The wish is that the same team (blue & green badges) from JSM would be handling Bigfoot- from the projects managers to the welders, from the material coordinators to the safety leads, from the engineers to the fitters. JSM was spot on. Those are the employees that Chevron needs to identify and keep "in pocket". I, too, wish I could have a project like that on my resume.
"Most admired", no way! More like most comical company. The previous poster nailed it.
Another stellar Chevron MCP that apparently shows the fantastic ability of those still at CVX making fun of others losing their jobs. Ranks up their with Gorgon, AMBU and Angola. Most admired indeed. Most comical, maybe.