| Title |
Description |
| Context |
The early identification and understanding of value drivers for Shell and stakeholders (i.e. how value is 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, Upstream 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 BOM to verify that, at the start of a capital project there is clear understanding of the mandate. |
| Activity |
Check if the charter has been agreed between the Business Opportunity Manager (BOM) and Decision Executive (DE) before starting work on a Capital Project. BOM is to verify and confirm understanding of the mandate. The Opportunity Charter is recorded in the Project Premises Document (PPD) |
| 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 mandate 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 mandate that is kept evergreen throughout the opportunity maturation cycle. |
| Evidence recorded in |
Project Premises Document |
| Accountability for meeting Control Intent |
BOM |
| Phase |
IDENTIFY |
