PMF Structure
The PMF comprises of three building blocks shown in the figure.
Project Standards
There are six Project Standards (PS) as shown in the table, one on how to apply the PMF and five aligned to project outcomes. The Project Standards define the mandatory project management controls, that mitigate risks to opportunity and project outcomes. These controls represent the minimum level of control, and the Opportunity/ Project Leadership need to define and implement additional controls within their opportunity or project to address context specific risks to achieving the expected outcomes. The controls are multi-disciplinary and are integrated at the opportunity/project leadership level.
Project Standards in the PMF
| Project Standard | Outcome |
|---|---|
| PS0 | Applying the Project Management Framework |
| PS1 | Deliver Goal Zero on Projects |
| PS2 | Realise Business Case Value |
| PS3 | Deliver Competitive and Affordable Scope |
| PS4 | Deliver Efficient Execution |
| PS5 | Deliver Successful Start-up and Operations |
The accountability for PMF controls lie with the FEDM or the PM. The scope of the PMF is to enable the delivery of a well-defined delivery concept within the TECOP framework and the delivery thereof. The PMF does not assign accountabilities to the BOM other than providing context to those defined in the ORS.
Expected Practices
The Expected Practices describe “the way we do capital projects in Shell” and define the steps practitioners are expected to complete. They contain accountabilities for the FEDM, PM and AM. The five Expected Practices covering the Opportunity Realisation Process (ORP) phases are Identify, Assess, Select and Define to Execute (including the start of Operate). The Expected Practices form the backbone of the PMF. They support meeting of control from the Project Standards, and guide the incorporation of opportunity and project specific risks. The Expected Practices also provide the entry to the Library.
Library
The Library is a collection of non-mandatory approved practices, procedures, templates and tools in support of outcome delivery.
Shell Performance Framework
The components of the PMF are mapped into the Shell Performance Framework (Ref. 2) in line with the Group-wide rules and requirements as shown in the figure. The Project Standards are Operating Standards, of the P&T Function. The Expected Practices are Manuals and the Library content represents Practices, Guides and Tools. The Expected Practices have a different look and feel to other Manuals, which typically list mandatory instructions. In order to empower project teams, the approval for deviations from the Expected Practices lies within the Opportunity/Project Line of Sight. This differs from other Manuals, which require deviation via the Manual owner. The deviation process is described in Using the PMF.
The BOM, FEDM, PM and AM are accountable for adhering to mandatory controls and control points in other Group standards, operating standards and manuals, which are relevant for delivering capital projects.
Note: Meeting the intent of the Expected Practices is mandatory, the means by which is not prescribed.