Projects Summary

EUGENE EFIMOV
+7 915 11-024-11
Efimov@physics.msu.ru
EfimovED
EfimovED
2014
PROJECTS SUMMARY

LIST OF PROJECTS PROJECTS STATISTICS
# Title slide
PROJECTS OVERVIEW
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Business process modeling and analysis
“Rosneft”
Development of the
energy efficiency measures
“Gazprom neft”
Development of the
energy management system (EMS)
“Gazprom neft”
Implementation of the
“Gazprom neft”
Estimation of the
energy efficiency potential
“Gazprom neft”
Development of the
new energy efficiency measures
“Gazprom neft”
Business process modeling and analysis
“Roslesinforg”
Formation of the contracting standard base
“SIBUR”
Development of the target model of
supply chain management in Major Projects
“Gazprom neft”
Development of the scheduling methodology
for supply service
“URALCHEM”
Headcount optimization
“LUKOIL”
Implementation of the
quality management system (QMS)
(internal project)
3
3
4
4
5
5
6
6
7
7
8
8
* Projects 2-6 are components of the
“Gazprom Neft” energy efficiency programme
AREAS: FUNCTIONAL UNITS:
CLIENTS: INDUSTRIES:
Energy efficiency improvement
Procurement efficiency improvement
Business process improvement
Services quality improvement
Production
Supply chain management (SCM)
Energy management
Quality management
Organizational development
“Roslesinforg”
“URALCHEM”
“SIBUR”
“LUKOIL”
“Rosneft”
“Gazprom neft”
Management consulting
Forest regulation
Chemical production
Petrochemicals
Petroleum refining
Petroleum production
5
3
2
1
1
4
3
2
1
2
1
1
1
1
1
6
1
1
1
1
1
7
N Number of projects
MANAGEMENT & LEADERSHIP: NUMBERS:
projects I managed were completed successfully
projects included tasks of leading
a Client working group or Consultant team members
peoples were in the largest project team
under my supervision
employees, whose development was my objective,
got promotion to new position due to achieved results
months is the longest project duration
companies and its subsidiaries were involved
in projects realization
technical and cost proposals were prepared
with my participation
technical and economic models were developed
by me in the course of projects
2

PROJECT
Industry
Area
Duration
Background
Deliverables
MY ROLE
Position
Subordinates
Objectives
Results
Comments
PROJECTS DETAILS ( SLIDE 1 / 6 )
1. Business process
modeling and analysis
4 months
Implementation of major project on construction and start of exploitation
of “Vankor” oil field was accompanied by a rapid extensive growth of SAC
“Vankorneft” 1 in the absence of elaborated plan of organizational changes.
As a corollary effectiveness of existing Enterprise business processes is not
sufficient to attain quantitative and qualitative targets set by Company.
Model of the current upper-level business processes of Enterprise was
made. Core problems of described processes were identified and analyzed,
promising areas for process optimization were determined and approved.
Project manager
5 consultants (Consultant project team)
 Lead a team of consultants and realize the project successfully
 Project was successfully completed:
‐ performed works complied with the requirements specification
‐ details and clarity of project materials surpassed the Client expectations
‐ full payment for provided services were received
‐ total project costs did not exceed expected value
 Several steps of sale process were accomplished: negotiations were held
with Customer (it included defining of project purpose and objectives,
contract terms), technical and cost proposals were prepared and etc.
 Set of project documents were formed: charter and schedule,
a number of orders, acceptance certificate, progress reports and etc.
 Interviews with organization subdivisions chiefs were conducted
(information related to Enterprise business processes was gathered)
 Goals in development of project team members were achieved
(2 consultants were promoted to a higher grade under my mentorship)
1 SAC “Vankorneft” – subsidiary and affiliated company of “Rosneft”
_
2. Development of the
6 months
Sharp plunge in the oil price in a time of the global financial crisis
was followed by significant decline in oil production profitability.
Energy resources are the one of the principal expenditure items
of petroleum industry enterprises and therefore enhancement
of the energy efficiency becomes a priority issue for oil companies.
Estimation of the energy cost reduction potential was performed.
Range of administrative and technical measures aimed to energy saving
was formed, that set the stage for energy efficiency programme.
Consultant
3 production technology engineers (Client working group members)
 Develop measures to decrease artificial lift specific energy consumption
 Energy consumption model of the producing wells was developed (Excel)
 Profitability model of operating the producing wells was developed (Excel)
 Energy efficiency potential study was completed:
‐ factors affecting energy consumption were identified
‐ leverage over these factors and probable effects were determined
‐ ideas were prioritized and directions for further work were selected
 Package of energy efficiency measures was developed:
‐ values of economic and technological effects were calculated
‐ investment appraisal were made using various methods (NPV, IRR, PI)
‐ activities implementation schedules were prepared
‐ target values of implementation KPI 3 were set
 Pilot testing of suggested solutions was planned:
‐ measurement and results processing technique were described
‐ objects were chose, experiment schedules were prepared and etc.
3 KPI – key performance indicators
_
3

PROJECT
Industry
Area
Duration
Background
Deliverables
MY ROLE
Position
Subordinates
Objectives
Results
Comments
PROJECTS DETAILS ( SLIDE 2 / 6 ) 4
3. Development of the
4 months
External environment and operating conditions vary continuously during
fields development. Therefore successful implementation of the identified
energy efficiency potential1 requires ongoing activities to update developed
measures for the energy costs reduction, analyze energy consumption
variances, search for the gaps and new energy saving opportunities etc..
EMS was developed on the basis of ISO 50001 standard. It enables the
Company to face up to the energy saving challenges. Measures, developed
at pilot SACs 2 were extended to each of the Organization subsidiaries.
Consultant
2 production technology engineers (Client working group members)
 Develop the set of EMS tools
 Replicate energy efficiency measures at Company subsidiaries
 The following EMS tools were developed: “energy efficient design”
of a submersible equipment (selection of an optimal variant for
completing the well with equipment from an economic point of view) and
“energy efficiency monitoring” of a submersible equipment, including:
‐ concept of the tool usage business process
‐ calculation technique and computational model (Excel)
‐ report form templates
 Measures developed above were replicated. It included:
‐ adaptation of the calculation methodology considering SACs specific
‐ formation of the activities package for enterprises
 Conditions were created which allow the Company staff
to actualize typical energy saving measures on their own:
‐ algorithms for calculating all types of activities effects were described
‐ these algorithms were implemented as computational models (Excel)
‐ staff were trained to use these models and in calculation techniques
1 see project #2 on slide 3
2 SACs – subsidiaries and affiliated companies of “Gazprom neft”
4. Implementation of the
11 months
Introduction of news systems at large companies in many cases does not
produce expected benefits due to the lack of proper change management.
It is possible to avoid a failed EMS implementation by performing system
shakedown and providing environment conducive to effective system
operation (adequate distribution of responsibility, tools automation etc.).
Company energy management standard was developed, which regulates
the system functioning. The most laborious EMS elements were automated.
Methodological assistance were provided to involved enterprises personnel.
Senior consultant
3 analysts (Consultant project team members)
 Maintain and support the EMS processes automation
 Render methodological assistance to Company employees
 The following EMS tools were automated: “energy efficient design”
and “energy efficiency monitoring”3 . For this purpose:
‐ software requirements specification was formed
‐ recommendations for selection of software developer were made
‐ system tools methodology were transferred to software developer
‐ software conceptual design was created and approved
‐ software verification and validation were done
 Methodological assistance was given to employees. It consisted of:
‐ training in procedures and techniques
‐ advising on emerging issues
‐ expertise of produced materials
As a result staff successfully mastered EMS tools
 Section of Company energy management standard was prepared
(guidance for prediction of of energy consumption
and factor analysis of energy consumption variances)
3 see project #3 on this slide

PROJECT
Industry
Area
Duration
Background
Deliverables
MY ROLE
Position
Subordinates
Objectives
Results
Comments
5. Estimation of the
energy efficiency potential
4 months
Thanks to good results it was decided to extend the energy efficiency
programme to joint ventures, which hinder this process, seeing no reserves
to decrease energy consumption. Situation is complicated by the fact that
Company has no appropriate tool to determine the value of energy costs
reduction potential and identify possible ways of its implementation.
Special technique was made which allow joint ventures personnel
to estimate the potential on their own. After subsequent analysis several
promising areas for energy efficiency enhancement were founded.
Expert
None
 Render methodological assistance in the performance of project works
related to the artificial lift process, technologies and equipment
 Project team members without necessary expertise were trained in:
‐ production process peculiarities
‐ algorithms used in previously developed computational models of
producing wells energy consumption and profitability of operating 1
‐ approaches applied in calculation of the effects of typical measures 1
As a result staff had adopted the accumulated experience successfully and
become capable to accomplish tasks in area of estimation of the potential
 Materials developed by Consultant were analyzed (its weaknesses were
detected and adjusted to ensure perfect quality of provided services)
 Concept of the potential estimation methodology was formed
 Set of energy efficiency indicators was developed to enable benchmarking
of the of enterprises operating under unequal oil production conditions
 Recommendations for development of power metering and accounting
systems were prepared (including careful analysis and feasibility study)
1 see project #2 on slide 3
6. Development of the new
5 months
During the fulfillment of energy efficiency programme most part of
production units were covered by typical measures for energy costs
reduction. So that Company can free up resources for development of new
activities and solve existing problems, such as low degree of automation,
computational complexity and high labor intensiveness of calculations.
New activities and associated analytical tools and instruments were
developed to decrease energy consumption. Computational model
for calculating initiatives effects were automated to a large extent.
Project manager
3 consultants (Consultant project team)
 Lead a team of consultants and realize the project successfully
 Develop model for the TCO of submersible equipment valuation2
‐ all of the project goals were achieved
‐ all of the project objectives were solved
‐ positive feedback was received from the Client top management
‐ services rendered by Consultant were paid in full
‐ project came in under budget
 Package of project documents was formed: project schedule, a number
of orders, acceptance certificate, progress reports, budget and etc.
 TCO model was developed (Excel). It was used to estimate the probable
effects of changing contractors, that operate submersible equipment.
 Conditions were provided for the effective application of the model
‐ algorithms for calculating TCO and its elements were described
‐ step-by-step instruction for working with developed model was made
‐ staff were trained to use this model and analyze contactors proposals
2 TCO – Total Cost of Ownership (it include not only purchase cost but
variety of operation expenses such as repair or fuel costs and etc.)

PROJECT
Industry
Area
Duration
Background
Deliverables
MY ROLE
Position
Subordinates
Objectives
Results
Comments
FSUE
Roslesinforg
7. Business process
modeling and analysis
Forest regulation
2 months
Absence of competition and, as consequence, motivation for development
and use of modern technologies (including management system) result in
extremely low Enterprise efficiency. Nevertheless under conditions of
economic downturn and growing demands to state-owned companies
current executives have come to realize the need for qualitative change.
Managerial team were trained in the basics of process management
methodology. Key business processes of the Enterprise were considered
and important directions for further development were determined.
Senior consultant
None
 Provide coordination and methodological support to Consultant team and
heads of Company units on business process modelling and analysis issues
 Several tasks regarding training of Enterprise subdivisions chiefs
in the process approach to management were accomplished:
‐ teaching materials were formed for lectures with invited BPM 1 experts
‐ Individual sessions with managers based on lectures results were held
(in order to consolidate theoretical knowledge and apply it in practice)
 Single format of business process modelling was prepared to ensure
efficient workflow of project team. It included notation parameters,
diagram examples and templates, other instructions and etc.
 Core business processes of the Enterprise were described:
‐ process list and its intrinsic structure were created
‐ process maps were made (MS Visio, EPC notation)
 Problem areas of existing business processes were identified and
directions for operational efficiency enhancement were determined
1 BPM – Business Process Management
_
8. Formation of the
contracting standard base
Petrochemicals
3 months
Target model of procurement system was developed and approved in
previous projects at Company. There are several conditions required for
implementation and operation of new processes to be successful.
One of them is creation of regulatory framework containing all necessary
procedures and work instructions for suggested tools and instruments.
Package of normative documents regulating the functioning of developed
contracting processes were formed. Supply service staff were trained in new
approaches and methodologies. Examples illustrating its use were prepared.
Senior consultant
None
 Develop the set of regulations (elements of contracting standard base)
 Create models of new processes in corporate software environment
 Regulations governing following processes “category management”,
“supplier performance management” and “obligation management”
were developed in compliance with target model and included:
‐ process steps detailed description
‐ process maps
‐ guidance for used contracting tools and instruments
‐ risk analysis findings
‐ documents examples and templates
‐ key performance indicators
 Model of procurement business process was made in Company database
(ARIS, EPC notation) in accordance with developed regulations
 Materials used to train supply service stuff to work with new processes
and its features and specificities had been prepared

PROJECT
Industry
Area
Duration
Background
Deliverables
MY ROLE
Position
Subordinates
Objectives
Results
Comments
9. Development of the target model
of supply chain management (SCM)
in Major Projects (MP)
5 months
Implementation of MP holds the key place in Company strategy. At the same
time there is used the same approach to supply of MP, as that for existing
facilities, which does not take the specific of project activity into account.
Insufficient flexibility, low authority level of field offices and milestones
linked to calendar, rather than to project stage, lead to inefficiencies of MP.
Health check of MP supply system was carried out (including benchmarking).
Target model of supply chain management was developed on the basis of
assessment results with due regard to the worldwide industry best practice.
Senior consultant
2 analysts (Consultant project team members)
 Perform qualitative analysis of supply chain management system
in major projects during first and second phases of project (3 months) 1
 Information related to Company MP was gathered and well structured
 Primary characteristics of the current model were determined
for each project stage (according to stage-gate methodology):
‐ procurement processes, its structure, responsibility assignment matrix
‐ procurement tools and techniques used in projects fulfillment
‐ management structure and scheme of interaction of participants
 Cases of procurement failures which critically affected the course of the
project (significant cost overrun, delays or disruptions) were investigated:
‐ events sequences were reconstructed for each case
‐ events that had caused the negative consequences were identified
revealed causes were linked with characteristics of the current model
 List of actual and potential problems was formed
 Review of the industry best practices for supply of MP was prepared
1 Phase 1 – health check of MP supply system
Phase 2 – benchmarking of MP supply system
10. Development of the scheduling
methodology for supply service
Chemical production
4 months
Company has shown rapid rate of growth since its founding in 2007 and
lays a claim to be a leading fertilizer producer in Russia at the present time.
However, level and pace of development of supply functions are not in line
with these ambitious goals. Such problems as high purchasing prices,
surplus inventory and etc. becomes an obstacles to the further progress.
Diagnostics of supply system was completed and according to its findings
the set of recommendations for its enhancement were made. In addition,
approach to the scheduling was proposed (one of the key areas of concern).
Senior consultant
None
 Form a package of actions to enhance the efficiency of supply system
during first and second phases of project (3 months) 2
 Sections of technical and cost proposals were prepared
(procurement categories, material and services catalogue)
 SCM operational model was analyzed, including study of following items:
‐ functioning processes and methodology it used
‐ existing distribution of responsibility and authority
 Core requirements of supply chain management system were determined
 Target model of business processes for the supply functions was designed
(based on Consultant SCM reference model)
 Program of initiatives towards transition to the target model was formed:
‐ initiatives content was described
‐ initiatives were prioritized (“quick wins” were identified)
‐ initiatives implementation schedule was developed
‐ initiatives success factors and criteria were indicated
2 Phase 1 – analysis of the supply system
Phase 2 – development of the supply system target model

PROJECT
Industry
Area
Duration
Background
Deliverables
MY ROLE
Position
Subordinates
Objectives
Results
Comments
11. Headcount optimization
Petroleum refining
12 months
It is no secret that “LUKOIL” is far behind competitors on world markets in
terms of the number of personnel. There was not paid much attention to
this issue until recently, but commissioning of the new production facilities
with shortage in specialized employees in the regions and, as consequence,
growth in labor costs bring the Company to revalue this factor significance.
Project is underway. Its purpose – put into operation new production facility
at SAC 1 without increasing the number of personnel, that require to identify
reserve for productivity enhancement and prepare detailed action program.
Chief specialist
None
 Coordinate and support the project at SAC with the “RLG International”,
engaged as external Consultant, during its first phase (3 months)
 Environment conducive to effective solving the set objectives was created:
‐ provision of information to project participants was established
‐ project activities were harmonized with all other affected work
‐ series of bureaucratic hurdles encountered at Company were overcome
‐ information (PR) campaign was organized
(for this purpose I, inter alia, had to to develop publication schedule,
assign responsibilities and control its execution, write several articles)
‐ assistance was provided in preparing and conducting workshops
(idea generation sessions) and interviews with Company employees
 A number of promising areas were identified on the basis of:
‐ comparative and trend analysis of Company divisions personnel number
‐ analysis of gaps between estimated and actual headcount
‐ analysis of best practices in work processes streamlining
1 SAC – subsidiaries and affiliated companies of “LUCOIL”
_
12. Implementation of the
quality management system
(QMS)
Management consulting
Services quality improvement
9 months
Long-term confident relations with the clients are particularly important
in highly competitive management consulting market. That is why Firm
attaches great importance to customers satisfaction and its reputation
as a reliable partner. To this end, Company is constantly searching for
the new opportunities to enhance the quality of provided services.
QMS was developed and introduced at “Power Management”.
It was certified under international (ISO) and Russian (GOST-R) 9001-2008
quality management standard by specialized organization “Bureau Veritas”.
Quality manager
2 consultants (Company staff)
 Successfully realize internal project with methodological assistance of
contractor organization “TEM-Consulting”
‐ system operates with the great profit for Company
‐ system compliance with the standard was certified
 QMS documentation was produced (quality manual, policy and objectives,
quality records templates, documented procedures and work instructions)
 QMS became fully operational:
‐ staff were trained to work with system processes and tools
‐ internal audits were carried out
‐ initial filling of quality records was made
 Contract management activity was performed. It included:
‐ selection of contractor and accredited certification body
‐ drafting contract and requirements specification
‐ acceptance of the results of the fulfilled works

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