В настоящем документе описываются требования для подводных систем управления добычей (ПСУД). Приводятся требования и основное оборудование для трех различных схем расположения под водой.

Данные технические условия должны рассматриваться в контексте с другими документами, описывающими всю подводную систему, аппаратуру сопряжения системы, и дающими прочую информацию касательно оборудования ПСУД (см. §2 ссылочные документы). В таких документах можно найти более подробную информацию в отношении данных технических условий.

Предлагаемые технические требования применимы к подводному оборудованию обвязки обсадных колонн, которое должно использоваться для подводного производства и/или нагнетательных скважин.

Технические условия покрывают минимум требований, которые должны применяться к конструкции подводного оборудования обвязки обсадных колонн.

If you are considering purchasing a significant product, you are going to perform some sort of evaluation. One of the activities that should be on your evaluation checklist is talking to companies that currently use the product. These companies are called "references". The purpose of checking references is to get past the marketing and sales hype and hear some real opinions. The hope is that these companies will give you a more honest picture of how the product and the vendor actually perform in the real world.

How much faith do you place in a reference? 

Finding unsolicited customer references

Talking to official references

In summary, no large purchase should be made without talking to references. You know ahead of time that the reference will be positive; however, you can still learn a lot about the product by delving deeper into the customer’s experience.

There are maybe a dozen major techniques that can be use to tray to get a project back on schedule. The exact techniques to use are based on the cause of the schedule drift. Three techniques are described below. 

Fast Tracking  

Implement “Zero Tolerance” Scope Change

Check Discretionary Dependencies .

It is also possible that you have some activities that have external dependencies.

Are you a strong project manager? Take the following TenStep quiz to find out. The following questions have been worded in a way that will allow you to answer “yes” or “no,” even though there are shades of gray on some of them as well. Take out a sheet of paper and look at these ten project management skills and behaviors.

(Y / N) You don’t plan well because you consider yourself a “doer” rather than a planner.

(Y / N) You manage with minimal collaboration and interaction with customers and team members.  

(Y / N) You tend to make excuses for problems rather than take responsibility.

(Y / N) You are an order-taker.

(Y / N) You let problems sit until they become disasters?

(Y / N) You don’t create a schedule, or you do not keep it up to date.

(Y / N) You would rather deliver poor quality than admit you need more time.

(Y / N) You manage surprises at the last minute rather than manage expectations.

(Y / N) You ignore risks.

(Y / N) You communicate the minimum information required.

Score yourself

Okay, now add up the "yes" answers. There were ten categories total, right? The number grades should be as follows:..........................................

Let’s face it - typically Status Reports are not as effective as they should be. This is true for team members that submit Status Reports to the project manager, as well as project managers that are submitting Status Reports to their major stakeholders. One of the major reasons is that the people completing the reports look upon them as a chore and not as a way to communicate valuable information. You typically get a Status Report that is very brief and says nothing, or else you get a Status Report that contains all the mundane activities that a person did..

Information to include in your report

Report on a “frequent enough” basis

Status updates are also somewhat situational. For instance, if critical activities are occurring, you may need to communicate status updates on a daily basis. This may be the case around implementation time when a lot of work needs to converge in the final days of the project.

When you mention methodology to many project managers, their eyes roll upward as if to say “Oh no, something else to get in the way of getting my project done on time.” All project managers use a methodology. The term just refers to the processes, procedures, templates and practices you use to manage your project. One of the reasons why project management methodology is not utilized as effectively as it should be has to do with scalability, or utilizing the right amount of structure and process based on the size of the project.

Use Lighter Processes on Small Projects

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Large projects are the time when you will be glad to have a full-featured project management methodology to rely on.

Methodology is Your Friend

Methodology is your friend. It is there to help you be successful on your project. But, keep your friend healthy – not too skinny, not too heavy. Let methodology work for you, not the other way around.

Obviously your project is in trouble if you are missing deadlines and consistently exceeding the estimated effort and cost to get work done. However, you may have a project dashboard that actually appears to be on schedule, yet you are concerned about potential problems down the road.

There are things that you can look for that will give some sense as to whether there are potential problems lurking. At this point you can’t really call them issues or problems, but they can be identified as risks that have the potential to throw your project off in the future.

Are You Falling Behind Early in the Project?

Are You Identifying More and More Risks?

Customer and Sponsor Participation Starts to Fade

Morale Starts to Decline

Summary

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Business is always changing and the project solutions that are built must reflect this change as well. You do not want to deliver a solution that does not meet the business needs. That would not make sense. Freezing change requests is simply a technique to bring closure to the project.  

How About Errors and Defects?

You may wonder whether you can still fix errors during a freeze. Remember that the freeze is on scope change requests. Of course, if you find problems or errors in the solution, they can be corrected.

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You performed an initial stakeholder analysis when you defined and chartered the project. The stakeholder analysis should also be updated periodically to ensure that the stakeholders are being engaged successfully. If the stakeholders are not being engaged as you wished, you should update or change your activities. It is possible that you will also discover new stakeholders as the project progresses, and they should be accounted for in this process as well.

1. Establish an agreement.  
2. Manage change.
3. Communicate proactively.
4. Periodically assess performance.
5. Deliver against the expectations.
6. Reset expectations if necessary.
7. Complete the agreement. .

The project manager should ensure that the stakeholders are involved in the project and that the expectations of the stakeholders and project manager are always aligned. Then manage the expectations and achieve the commitments.

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