Our Challenge
The Infrastructure Director of BRICLOG/CBD asked Dargains to implement a PMO capable of supporting the integrated and standardized management of different projects of the Inhaúma Shipyard Lease Program to PETROBRAS.
The PMO needed to work in record time, as the lease agreement had been signed two months before hiring the Consultancy, and some of the Program's projects had already started. In addition, the lease included a schedule that provided for the application of high daily fines and penalties for each late delivery.
Desocupying shipyard's areas according to the planned schedule was decisive for the success of the Program and the execution of the contract. The challenge was even greater, as all areas of the shipyard to be delivered were intended for cargo, logistical services and customer operations of BRICLOG / CBD. In other words, the release of each area was linked to the feasibility of infrastructure to relocate the operation of three different companies installed in the shipyard.
Our Solution
Dargains carried out a careful situational diagnosis of the Program, involving the analysis of contracts, inspection of the shipyard areas and holding meetings/interviews with members of senior management and responsible engineers, identifying risks and critical aspects to the effectiveness of the Program that should be prioritized and mitigated before the implementation of the PMO.
The priority was to provide everyone involved in the Program with a single, simplified and objective view of the different deliveries, their dependencies and their deadlines over time. To this end, Dargains developed a Contract Breakdown Structure integrating the various contracts directly and indirectly related to the Lease Program.
This work was essential to define priorities, responsibilities and align the understanding of all stakeholders. In this way, Dargains was able to promote the team's integration, collaboration and synergy in its first month of work, enabling the start of integrated project planning in accordance with contractual conditions and restrictions.
Due to the urgency demanded by the Program, Dargains promoted the training of engineers in project management, in parallel with the development of models, standards, processes and project management tools. All the work was carried out in just three months and was reconciled with the management of projects critical to the fulfillment of contractual deliveries.
After implementation, Dargains took over the PMO management to continue the support and training process for engineers, as well as to enable the methodological and strategic alignment of the project portfolio with the business.
Dargains was also very flexible and agile in adapting its work methodology, which took into account strategic changes for the company and its shareholders. Over the three years of consultancy, Dargains incorporated several services not foreseen in its original scope, among which:
Our Achievements
The implementation of the PMO to manage the Inhaúma Shipyard Lease Program was completed in record time by Dargains.
All deliveries under our responsibility were carried out within the terms established in the lease. Dargains significantly reduced the costs of some of the Program's main projects, which provided the client with a return on investment in the sixth month of work.
Dargains was also able to identify a project execution error in the Program's main work, the recovery of the East Wharf. The identification of non-compliance at the beginning of the execution avoided a million dollar expense and was decisive for the effectiveness of the lease.
The adequacy of the PROCEDERE© methodology and the training of the people involved promoted an environment of synergy between the teams involved in the Program, increasing efficiency in the planning and execution of engineering and logistics projects. Dargains was able to form a high-performance team capable of responding quickly to emergency demands arising from strategic changes, drastically reducing the costs associated with these changes.
Project Summary
Implementation and operation of the Project Management Office (PMO) to control and manage the works required to lease the shipyard by Petrobras. The work also included the integrated management of contracts, as well as assistance in managing the Program.