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首页> 外文会议>Deep Offshore Technology International Conference >Deepwater Megaprojects:Gordon Sterling, B.A.Sc., M.S.C.E., Dist.OE. The Woodlands, Texas Is a 25 Success Rate the Best We Can Do?
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Deepwater Megaprojects:Gordon Sterling, B.A.Sc., M.S.C.E., Dist.OE. The Woodlands, Texas Is a 25 Success Rate the Best We Can Do?

机译：Deepwater Megaprojects：Gordon Sterling，B.A.Sc.，M.S.C.E.，Dist.Oe.德克萨斯州林地是25％的成功率我们可以做的最好的速度？

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Recent books on project management and articles in the oil press have noted the statistics which show that two-thirds to four-fifths of offshore oil and gas megaprojects do not accomplish the goals set when they were approved. This generally means schedule slippage, cost overruns, quality issues, or lack of performance in the operations mode—or combinations of all four. Some believe that this is the result of optimism bias on the part of the project teams during the pre-investment decision phase, leading to incomplete assessment of costs, schedules and risks. It becomes a fantasy EGAP (Everything Goes As Planned) world during the planning and a nightmare during the execution. The financial and reputation cost to companies is such that many have initiated their own Project Management training academies. From an external view, it is hard to observe any noticeable improvements resulting from those actions, but public data are limited so perhaps success stories do exist.
机译：最近的项目管理和石油媒体文章的书籍已注意到统计数据，表明，三分之二的海上石油和燃气Megaprojects不会在批准时完成目标。这通常意味着在运营模式中规划滑动，成本超支，质量问题或缺乏性能 - 或所有四个的组合。有些人认为这是项目团队在投资前决策阶段的乐观偏见的结果，导致对成本，时间表和风险的不完整评估。在规划期间，它成为一个幻想EGAP（一切都按计划）世界和噩梦在执行期间。公司的财政和信誉成本使许多人发起了自己的项目管理培训院校。从外部视图中，很难观察由这些动作产生的任何明显的改进，但公共数据是有限的，因此也可能存在成功的故事。

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