Nine principles for establishing a risk-intelligent major capital project
Warren Black A , Geoffrey Cann B and Darren Gerber BA QGC LNG.
B Deloitte.
The APPEA Journal 53(2) 495-495 https://doi.org/10.1071/AJ12106
Published: 2013
Abstract
The reality of major capital projects: With almost $1 trillion of investor capital being committed to major capital projects across Australia, the competition to secure adequate skills, machinery, materials, operating licenses, contractor support, and associated infrastructure has increased significantly, putting pressure on supply and yielding unique delivery risks.
Risk intelligence in major capital projects: As part of Deloitte’s ongoing relationship with some of the most prominent major capital project entities in Australia, the authors have assessed a number of mega projects to determine what commonalities exist in light of risk management better practice.
Warren is a qualified mechanical engineer, who started his project career in the marine, oil, and gas sector. He spent just less than a decade as a project controller and, eventually, as project manager of fabricating, installing and, maintaining plant infrastructure within the broader natural resources sector. For the past 12 years, he has been helping organisations with major capital project interests to develop appropriate governance and control frameworks for all matters of project performance and risk management. |
Geoffrey Cann is the consulting national director, oil and gas, in the Brisbane office of Deloitte. In this position, he focuses on helping energy and resources companies address their growth, talent, and productivity challenges. He has 24 years of management-consulting experience from engagements in Canada, Australia, the US, Hong Kong, China, Japan, South Korea, and the Caribbean. Before arriving in Australia, he was consulting leader for oil and gas in Canada and led Deloitte’s strategy and operations services in Calgary. |
Darren is a partner at Deloitte’s risk services practice. He specialises in delivering internal audit, risk management, and control-framework related services. During his consulting career, he has worked across a range of industries and sectors; he has developed specialty in the energy and resources industry where he has worked extensively. He has a global set of experiences, having worked for both Deloitte Australia and Deloitte UK. In addition to this, he has worked on client engagements in North America, South America, Asia, and Europe. One of his key skill sets is in the major capital project space. He has undertaken numerous global engagements, looking at all phases of the capital-investment lifecycle, including project portfolio and execution relates processes. |
