Control: 2.A.1 Opportunity Charter Defined
| Title | Description |
Context |
The early identification and understanding of value drivers for Shell and stakeholders, i.e. how value will be generated will enable the opportunity to realise its business potential whilst meeting the necessary Greenhouse Gas performance. This requires early alignment between those who initiate capital projects, e.g. NBD, Businesses and those responsible for realising the opportunity (opportunity leadership team). Poor alignment, tightly set project premises, lack of a business context or strategic fit and lack of an exit strategy can compromise business case value. This control is, therefore needed for the Front End Development Manager (FEDM) to verify that, at the start of a capital project there is clear understanding of the charter. Lack of understanding and alignment on the mandate leads to ineffective decision making, recycle of work and value erosion. |
Activity |
Check if the mandate has been agreed between the Business Opportunity Manager (BOM) and Decision Executive (DE) before starting work on a Capital Project. FEDM is to verify and confirm understanding of the mandate. |
Purpose |
To ensure that there is alignment within the opportunity leadership on opportunity outcomes/objectives as set out by the DE going into the opportunity framing. In addition, the charter ensures there is no misinterpretation of the roles and responsibilities of the opportunity leadership team members delivering the opportunity. |
Requirements from other Standards |
All opportunities must have an agreed opportunity charter that is kept evergreen throughout the opportunity maturation cycle. |
Evidence recorded in |
Project Premises Document |
Accountability for meeting Control Intent |
Front End Development Manager Control acts as the gatekeeper for opportunities and projects, which enter the Project Management Framework (PMF) from Exploration, Commercial and New Business Development (NBD). |
Phase |
Assess |