Project management1, Photo: Alexander Benjaminsen | Multiconsult

Project management

Project Management has for decades been considered as a vital contribution to the success of a project. Despite this accepted statement, Project Management has up to recently been identified with the person named Project Manager and his technical competence in the specific type of project. Complexity of projects and requirement for timely delivery motivated the Norwegian Offshore Oil & Gas industry to establish management tools to support the Project Manager to succeed and the Project Execution Model became mandatory.

Multiconsult Project Execution Model (MPEM)

Multiconsult Project Execution Model (MPEM) was developed during early 2000 and is based on more than 20 years of experience from Norwegian Project Execution Models originally developed for Offshore Oil & Gas projects. The complexity of the projects and requirement of timely delivery forced the Oil & Gas industry to establish management tools to support the project teams to succeed.

MPEM - Multiconsult Project Execution Model

Figure 1: Multiconsult Project Execution Model (MPEM) hierarchy


The project execution model has during the last 5 years been integrated in all Multiconsult projects and forms a common approach for all participants in a project ensuring required quality and timely delivery.

The Multiconsult Project Execution Model is divided in four levels:

  1. Phases and Milestones
  2. Key project activities
  3. Discipline and Control objects
  4. Procedures and tools

Each of the levels forms separate requirements to the entire project and to the other levels accordingly.
The model links all project activities together and they are either performed by the Project Manager, a Design Consultant, a Build Contractor, or by a Design & Build Contractor.


Multiconsult Project management - 1st level of Business Area Specific MPEM – Phases and milestones

Figure 2: 1st level of Business Area Specific MPEM – Phases and milestones.


Below is listed some essential elements which are available to be implemented after being adjusted to fit the project requirements:

  • 30 day Start-Up Plan
  • Web based Quality Plan
  • HSE & Risk Management
  • CTR based Project Control system
  • Work Breakdown Structured planning system
  • Review, Surveillance & Monitoring procedures
  • Communication and Meetings routines
  • Web based document control system and archive

Project management system

Multidisciplinary projects which include several contracts and complex interfaces require a well-established project management system and a well organised project team in order to ensure successful execution and delivery. Through our experiences with managing such projects, i.e Jurong Rock Caverns – a multibillion underground oil storage project on behalf of the Singaporean government in Singapore – we have developed this expertise.

I this respect the Start-Up Plan which is a generic plan ensuring that all activities necessary for a successful project start-up is essential. The “name” of the plan indicates that this is the schedule for the first 30 days. Examples of activities are:

  • Project Vision and Goal
  • Client’s expectations
  • Basis for execution
  • Contract review
  • Master plan and milestones
  • Services to be provided and delivered
  • Organisation
  • Training and support
  • Project Control System
  • HSE and Risk Management System
  • QA system according to ISO 9001
  • Surveillance and verification routines
  •  Administrative routines, system and support

Experience has shown that without such structured generic 30 days plan, we would not have been able to define, establish, communicate and perform necessary activities to ensure that project milestones are successfully met during the first months of the projects.


Norwegian Project Management principles applied in The Jurong Rock Cavern Project

For more information, download ACUUS 2012 Paper – ver Final to ACCUS – Norwegian Project Management Principles