Introduction
The programme “Developing Leadership Capabilities in Oil Organizations” develops professional practice in Oil and Gas. It connects the subject with workplace challenges by examining existing evidence and practices and choosing methods appropriate to the organization and its available resources.
The learning progresses from the oil and gas value chain and operations to project planning and implementation control, with practical work on leadership and team direction, process safety, barriers, and management of change, maintenance planning, work orders, and execution measurement. Participants prepare outputs to support workplace application and review the quality and results of implementation.
Learning objectives
- Analyze an oil and gas value chain process and connect performance to reliability and safety in an application related to “Developing Leadership Capabilities in Oil Organizations”.
- Identify leadership practices suited to the situation and allocate responsibilities clearly.
- Analyze an operational hazard scenario and review barriers and change control responsibilities.
- Build a maintenance plan and work order connecting asset criticality, resources, and documentation.
- Prepare a project plan connecting scope, time, resources, and risks.
Learning areas
1. The Oil and Gas Value Chain and Operations
- Understand the links between exploration, development, production, processing, and transportation, and define process boundaries, participants, and intended outputs.
- Read a training process diagram, identifying material and energy flows, measurement points, critical equipment, and their relationship to product quality.
- Analyze production, downtime, losses, and resource consumption data, distinguishing measurement problems from process or equipment problems.
- Define coordination requirements among operations, maintenance, safety, and contractors, and document handovers and changes under facility procedures.
- Prepare a process improvement proposal covering hypotheses, controls, resources, and review criteria, using a training case without unauthorized field operations. The application examines a case related to “Developing Leadership Capabilities in Oil Organizations”.
2. Leadership and Team Direction
- Analyze the leadership situation in terms of the task, the team's experience, and the constraints affecting the decision, and select an appropriate approach to direction.
- Distinguish the leader's responsibility for results from team members' responsibility for delivery, and define performance expectations that can be monitored.
- Apply delegation by specifying the task, authority, resources, and review checkpoints, and address overlapping team responsibilities.
- Conduct a leadership conversation that includes listening, questioning, and specific feedback linked to behavior and results.
- Address a practical situation requiring a choice between leadership approaches, and document the reasons for the choice and how its effects will be monitored.
3. Process Safety, Barriers, and Management of Change
- Identify sources of hazardous materials and energy and process boundaries, distinguishing process safety from individual occupational safety in the case presented.
- Analyze the sequence, causes, and consequences of a hazardous event, and identify preventive and mitigating barriers and evidence for verifying their readiness.
- Review work permits, isolation, and coordination among parties under facility procedures, and identify hold points requiring specialist approval.
- Prepare a change request identifying its rationale, risks, and effects on documents, training, and emergencies, with technical review before implementation.
- Conduct a tabletop exercise involving a hypothetical barrier failure or leak, and document escalation and response actions, lessons, and the subsequent verification plan.
4. Maintenance Planning, Work Orders, and Execution Measurement
- Inventory assets and build a hierarchy, coding system, technical data, and maintenance history, classifying criticality by safety, service, and cost.
- Select a mix of preventive, condition-based, and corrective maintenance, connecting the decision to failure modes, data, and manufacturer instructions.
- Plan the work order's scope, resources, materials, time, isolation, and permits, and define readiness conditions before scheduling.
- Organize schedules, shutdowns, and equipment handovers between operations and maintenance, recording actual work, causes, parts, and time.
- Analyze backlog, recurrence, plan compliance, and reliability, and propose documented adjustments to maintenance tasks and their frequency.
5. Project Planning and Implementation Control
- Define the project rationale, expected results, stakeholders, and success criteria, and document the scope of work and exclusions.
- Break deliverables into work packages and related activities, and estimate durations, resources, and activity dependencies.
- Prepare a schedule and cost baseline, identify delivery and review milestones, and clarify approval and escalation responsibilities.
- Analyze implementation risks, define responses and warning indicators, and control change requests and their effects on time and cost.
- Build a progress report covering variances, decisions, and lessons learned, and define procedures for accepting deliverables and closing the project.
Practical outputs
- An oil operations process map, requirements matrix, and operating indicators.
- A map of leadership roles and a mechanism for team delegation and follow-up.
- A register of risk scenarios and barriers, and an operational change review plan.
- A maintenance plan, work schedule, work order card, and monitoring indicators.
- A project charter, implementation schedule, and change and risk tracking register.
Who should attend
- Engineers, technicians, supervisors and operations staff whose work relates to the programme subject.
- Managers and teams working in oil and gas, according to their practical responsibilities.
- Professionals responsible for applying the outputs of “Developing Leadership Capabilities in Oil Organizations” within their organizations.
Prerequisites
- Working familiarity with the programme field and the ability to discuss a professional case or challenge.
- Confirm the suitability of your experience and any specialist prerequisites with the Union before participation.
Conclusion
The programme “Developing Leadership Capabilities in Oil Organizations” brings together concepts, case review and a practical application. Participants prepare steps that can be adapted to their responsibilities and organizational resources, with an indicator to follow application and review results after returning to work.
Participation arrangements and any special requests are specified in the confirmation issued by the Union.