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7. CheveronTexaco Project Development and Execution Process
Pages 28-34

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From page 28...
... PROJECT RESOURCES COMPANY In 1997 Chevron formed a group called Project Resources Company, which I am a member of. Within Project Resources, we have project professionals assigned to specific projects within strategic business units.
From page 29...
... BENCHMARK POSITIONS IPA also reviews our projects for strengths and vulnerabilities and provides specific recommendations to improve project outcome. Utilization of IPA is just one of several processes instituted within the company to improve project performance.
From page 30...
... Basically there are five. There are value drivers; multifunctional teams; communication; being decision driven, not activity driven, especially early on; and consistent use of and sharing of best practices, tools, and lessons learned.
From page 31...
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From page 32...
... Projects over $25 million must be reviewed by our executive committee, typically at the end of Phase 3. Key processes within the capital approval process include use of decision review boards, peer reviews, and project execution planning.
From page 33...
... Peer reviews focus on the following key areas: commercial; decision quality; organizational structure of the project team; health, environment, and safety; project execution; and technical. Peer review members look to challenge the project team, to make sure they have done an appropriate amount of work to characterize not only the project but the plan for its success.
From page 34...
... Adoption of good project management processes was an option within Chevron for many years. It wasn't until our CEO said we shall use the CPDEP process as our project management tool within Chevron that our company rallied around the effort.


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