project management

PROJECT MANAGEMENT

A CASE STUDY

PREPARED BY
NORATIKA SHAHIRA BINTI ABDUL RONI
2017806216

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

ABBREVIATIONS

CPP – Central Processing Platform
ESP – Electrical Submersible Pump
FEED – Front and Engineering Design
MMHE – Malaysia Marine and Heavy

Engineering
PCSB – Petronas Cari Gali Sdn Bhd
PMBOK – Project Management Body of

Knowledge
PTW – Permit To Work
QAQC – Quality Assurance and Quality

Control
WBS – Work Breakdown Structure

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

WELCOME

CONTENTS

PROJECT
PHOTOS

PROJECT
SUMMARY

SUCCESSFUL
FACTORS

REFLECTIONS

REFERENCES

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

PROJECT
PHOTOS

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

PROJECT MANAGEMENT

PROJECT PHOTOS

BOKOR OIL FIELD IN BARAM DELTA
REGION, SARAWAK, MALAYSIA

BOKOR CPP AT FABRICATION YARD
IN MMHE WEST YARD, JOHOR

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

PROJECT MANAGEMENT

PROJECT PHOTOS

BOKOR CPP AT FABRICATION YARD
IN MMHE WEST YARD, JOHOR

BOKOR CPP PROJECT FIRST STEEL
CUTTING CEREMONY

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

PROJECT
SUMMARY

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

PROJECT
SUMMARY

Bokor oil field located in the complex reservoirs. During
the year 2009, a total of three
Baram Delta offshore, ESPs were installed in the
field. The installation of ESPs
Sarawak, Malaysia with the had made a great
achievement as the oil field
depth of approximately 67m. managed to add
approximately 2.8 million
This shallow-water oil field barrels of oil without any
substantial rising in water cut.
was first discovered in the

1970s, based in approximately

45km northwest from the

offshore of Lutong, Sarawak.

Bokor oil field is owned by

Petronas Carigali Sdn Bhd

(PCSB) and Sarawak Shell Before coming to the Phase 3

Berhad, with PCSB as the Redevelopment Project,

main operator. In 1982, Bokor Bokor field was initially

oil field produced its first oil, equipped with three drilling

at which the oil recovery was platforms which were BODP-

taken place using a A, BODP-B, and BODP-C that

conventional gas lift process worked under solar power.

at the initial time. However, Other than that, Bokor field

the conventional method was was also had a satellite

not able to cope with the platform named BOK-A, that

increasing of oil demands was powered by a 400kW

each year (Offshore generator and was connected

Technology, 2019). It was then to BODP-C by a subsea power

coming to a redevelopment cable. At the BOK-A platform,

phase in 2007 to amend the a transformer was equipped

conventional gas lift process to step up the voltage to

to artificial lift technologies. 6.6kV for the reduction of

Electrical Submersible Pump subsea transmission losses. In

(ESP) was installed in the the other way around, BODP-

field to help in increasing the C was consisting of Light

capacity of the production Electrical Room (LER) that

because ESP was believed to housed a surface equipment,

be reliable and have great lighting facilities and safety

flexibility in handling system.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

The construction works for Meanwhile, Malaysia Marine

Bokor Phase 3 and Heavy Engineering

Redevelopment Project was (MMHE) was granted with a

began in the year of 2018 and contract for the EPCIC of CPP.

completed with a great The contract was cost RM1

success in 2020. It widen the Billion ($226.7 M) by PCSB.

Bokor field by developing The fabrication of the CPP

three new wellhead was being held at MMHE

platforms, BOKOR-D, West Yard in Pasir Gudang,

BOKOR-E and BOKOR-F, as Johor. For the transportation

well as a brand new Central and float-over installation,

Processing Platform (CPP). MMHE given the subcontract

ESPs were installed in these to Boskalis in July 2018.

wellhead platforms for Furthermore, Jurunature Sdn

enhancing the oil recovery Bhd was the fabrication

production. partner of MMHE, meanwhile

Labuan Shipyard and

On 12 April 2017, Brooke Engineering handled the yard
Dockyard and Engineering
Works Corporation was given services for helideck storage.
a contract for the
Engineering, Procurement, For the FEED and detailed
Construction, Installation and
Commissioning (EPCIC) for engineering design of Bokor
the three topsides, BOKOR-D,
BOKOR-E and BOKOR-F, as Phase 3 Redevelopment
well as the Front and
Engineering Design (FEED) Project, Berachah Group was
contract.
contracted. The Bokor CPP

Topside was reported to be

sailed away on 3 August

2020.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

SUCCESSFUL
FACTORS

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

INITIATION

PHASE

"In a project, initiation
phase is where
everything will come to
a starting line."

During this phase, the especially for project
problem statement and
needs identification are manager. One of the items in
carried out to find what are
to be achieved by the end of project integration
this project. From the
problem statement or management is project
business needs, various
solutions and opportunities charter. The development of
are brainstormed together in
a team as an objective to project charter allows us to
access the direction of the
project (Lucid Content Team, know exactly what the
n.d.). At the same time, the
major deliverables of the direction of the project is
project are identified so that
the factors affecting it can be entirely. It includes the
figured out. Other than that,
initiation phase is very crucial project objectives,
because it is where the scope,
time, and cost baselines of methodologies to be carried
the project are being
identified at whole. Without out to achieve the objectives,
initiation phase, the project
will not have any direction and most importantly, who
towards the successful of it.
are the stakeholders that will
With that, project integration
management is important in take part in the project
the starting line. Before the
planning phase, it is a must (Wrike, n.d.). In fact, project
for the organizations under
the project to have a clear charter is vital in planning
vision on the project
and managing the project life

cycle. In this project, project

charter was documented by

PCSB after knowing the need

for further expansion and

redevelopment of Bokor oil

field. As the increasing of oil

demands through the years,

more oil rigs are needed to

produce more oil to the

world. The problem

statement for this project was

noted by PCSB, then they

gave the redevelopment

authority to MMHE for

applying the organizational

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

resources and conducting the Throughout the project,
project activities. Without
project charter, the objectives stakeholder’s opinions and
will not be understanding
and it will be hard for the needs must be addressed so
owner of the project to
attract contractors for that every stakeholder
conducting the project
activities. participated in the project

will be happy with the result.

Such as in this project, PCSB

was the client while MMHE

was the main contractor.

Other than that, MMHE

Moreover, in this phase, contracted Brooke Dockyard

project stakeholder and Engineering Works,

management is important to Boskalis, Labuan Shipyard

identify the organizations or and Engineering, and

individuals that will take part Jurunature Sdn Bhd as the

into the completion of the subcontractor to help them

project. It is a must for the in managing and conducting

project manager and its team the project activities.

to identify the list of

stakeholders and prioritize

their concerns to the project.

This is crucial as to make sure

that each stakeholder’s needs

and expectations are met by

the end of the project. With

that, it can also be said that

the commitment of

stakeholders might be the

reason of the success or

failure of a project.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

PLANNING

PHASE

"Planning phase is the continuation of initial
phase when the project is approved and the
stakeholders involved under the project are
identified."

When the project is allowed especiallyProject scope is also
to be moved forward,
planning phase is carried out important in identifying the
to plan the project entirely,
especially on deciding the Work Breakdown Structure
project life cycle for the
successful of the project (WBS) for the project as we
schedule. This project life
cycle must possess the scope, are decomposing the big
time, and cost baselines to
ensure that the product to be project into smaller
delivered is within the
customer’s need and finish manageable tasks (Westland,
according to the required
time without overbudgeting. 2019). Stakeholders deserved
Usually, one of the planning
activities in this phase to be to approve the deliverables of
carried out is decomposing
the bigger project into certain task regularly, so it is a
smaller tasks so that it will be
more manageable and can must for the project manager
be performed simultaneously,
hence saving the tasks time. to manage the project scope

Before creating the project ahead of a time. In this
life cycle, project scope is first
identified. The project scope project, MMHE was
need to be managed because
we need to know and responsible to manage the
understand it so that all
solutions or decisions making project scope as a main
to be performed are
according to the scope to be contractor. The WBS for this
achieved.
project was developed and

the tasks were divided

among the subcontractors

that were hired by MMHE.

From here, the tasks were

performed simultaneously

and more efficient. It is best

believed that they managed

to consider project scope

management because the

product outcome was

according to PCSB needs. At

the end of the project, Bokor

CPP was developed

successfully and managed to

function well.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

In any project, time is the quarter of 2020. Nevertheless,
due to the success of project
most crucial part. As schedule development and
creation of buffers to tackle
everything is revolve around the wasted void, MMHE
managed to complete the
the matter of time, it is a project by the third quarter of
the year.
must for the project manager

to ensure that the project can

be done according to the

required time. The project

time management need to

be applied especially when As an addition, resources are

things are constantly important in project to

changing over the phases in ensure that it can be kicked

any project. In managing the off into a start. One of the

time, project schedule is crucial resources are

made to arrange all tasks in materials because without

one document including materials, any task cannot be

appointed the responsible started. Thus, it is a must to

person for the certain task. make sure that the materials

With the development of are managed such as

project schedule, every task according to the project

to be done will have their procurement management.

own start dates and Procurement involves the

deadlines. Eventually, all obtaining of raw materials,

tasks managed to be done supplies, and services for any

according to the required task in the project. The

duration. Regardless, the management of these project

sequenced tasks must be procurement can help in

assigned along with ensuring that there will be no

resources such as manpower problems on the raw

and material. Gantt chart is a materials that can delay the

famous tool in managing the completion of any project

project schedule, as well as task. In this project, project

visualizing the resources and procurement management

budget for each task. For was applied to manage all

Bokor Phase 3 the raw materials and

Redevelopment Project, CPP services involved. It can be

by MMHE, we can see that seen by the development of

MMHE managed to apply Material Receiving Note

project time management as (MIRN) as the raw materials

the project was done by the entering the warehouse, and

required time. Even so, MMHE Mill Certificate for the raw

was actually faced a crisis materials to ensure that the

due to the COVID-19 standard is according to

outbreak, where MMHE was client’s requirement.

forced to close the

fabrication yard in the second

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

EXECUTION

PHASE

"In project management, execution phase is a
little bit challenging than any other phases
because it is where everything needs to get at
work."

After developing the plan for ensure that the project

the whole project, it is come communication is managed

to an execution phase where throughout the project.

every planning is conducted Especially for the clients,

according to the planned project manager must ensure

methodologies. The that every decision and

responsibility of project solution made is being

management in this phase informed to them in order to

become increase as the avoid any confusion between

project manager needs to client and contractor. The

keep every work conducted is communication between the

on track by managing the team members is also vital to

working timelines, as well as make sure that every task

organize an efficient team so being done is following the

that the work done will be planned project scope and

according to the original schedule. For an instance, at

plan. Bokor Phase 3

Redevelopment Project,

Communication is one of the MMHE had prioritized the

mediums that connect a importance of project

person with another. Even in communication

project manager, management in the project.

communication between the Such as before conducting

stakeholders is very any work, they hold a

important to ensure that ‘Toolbox Talk’ to brief their

every information is delivered team members on the things

in detailed. For any that need to be done on that

miscommunication certain day. All problems that

happened during the were issued on the day

execution phase, it might before were also being

affect the process at a whole delivered in this ‘Toolbox Talk’

and create a delay at certain so that such problems would

timeline. Hence, it is project not happen again.

manager’s responsibility to

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

Regardless, sometimes these Time Injury (LTI). Which
means, they highly prioritized
people are hard to be the safety of their workers
during the project.
managed, especially in a

project that consists of many

individuals within. Therefore,

project human resource Other than that, execution

management is a need in a phase is the phase where

project to ensure that every many risks will come to the

important resource is being condition. There are many

given the best and make factors that can lead to the

them work in a comfortable initiation of risk at the certain

environment. Human task. Thus, project risk

resources also help to find management is important to

the roles and identify the identify the possible risks that

requirements of those can happen in any phase in

positions that could fit in the the project and outline the

structure of the project. respective mitigation

When the roles are identified, countermeasures. An

then we can fill them into a execution of project risk

project team. Moreover, management in this phase

human resources responsible can help us on what to do

in providing the training and when such risk is coming to

induction course to all the life. For an example, it

workers so that they know all helps the worker to find the

Standard Operational resource person for such risk

Procedures (SOP), practices, every time when the

and job scope to be followed. problems happened. The

This item can be seen in resource person is

Bokor Project where MMHE responsible to properly

considered the need of identify and handle that

training to the future workers. certain risk. With that, the

Before starting the task, all risks happened during the

workers were required to execution phase can be

attend a safety training controlled and managed. In

course to brief on the Health, Bokor Project, project risk

Safety and Environment management was handled

(HSE) practices that needed well by MMHE. Especially

to be followed throughout during the COVID-19

the project. Besides, the new outbreak that forced them to

workers also need to pass a close the fabrication yard,

Permit To Work (PTW) license they managed to tackle all

for them to be able to risks related to the closing of

conduct any related job. In their yard and finish the

fact, Bokor Project had project within the scheduled

succeeded a Total Man-hours time.

of 8,687,748 without Lost

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

EXECUTION PHASE

PROJECT PHOTOS

BOKOR CPP PROJECT FIRST
EXECUTION PHASE

BOKOR CPP PROJECT FIRST
EXECUTION PHASE

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

EXECUTION PHASE

PROJECT PHOTOS

BOKOR CPP PLATFORMS
INSTALLATION

BOKOR CPP HEAVY PLATFORM
LIFTING

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

MONITORING &
CONTROLLING

PHASE

"Project monitoring and controlling phase is the
phase that run simultaneously with execution
phase."

It helps to analyse execution Their famous motto was

phase so that any potential “Today’s quality, for

problems related to any tomorrow’s safety”, showing

certain task can be how important quality to

recognized and managed it ensure the safety of the

throughout the execution individuals within. Moreover,

phase of the project. As a MMHE Quality Policy was

matter of fact, the primary applied entirely throughout

goal of monitoring and the execution of the phase to

controlling phase is to be ensure that the project was

actively in identifying conducted with high quality

problems and take manner as well as meeting

countermeasure actions the applicable requirements.

(Hassib, 2018). With that, the All employees were also in

project plan can be ensured compliance of this policy and

to be accepted within the it was their responsibility to

variances of standards and promote and implement this

specifications from the client. policy in every phase of the

One of the important items of project, especially in

this phase in Bokor Project execution phase.

was the project quality

management. Since offshore

structures are very critical, the

quality of every aspect must

be prioritized to ensure that

the structures are believed to

be in the top notch quality. In

MMHE, there were various

quality policies that were

followed to ensure that the

project can be finished with

the best quality.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

As an addition, MMHE had applied inspection was NDT
because the product was
Quality Control and Quality obviously could not be
destructed. Some of the
Assurance (QAQC) teams that inspections that fall under
NDT were Ultrasonic Testing,
focused on ensuring the Magnetic Particle Inspection
and Visual Testing. All of
quality of the product. In these inspections were
carried out on some parts of
Bokor Project, various the product to ensure that
the product was according to
inspections and testing under the specifications and
required standard.
QAQC team that were

conducted to inspect on the

quality of the product. The

inspections were consisted of

Destructive Testing (DT) and

Non-Destructive Testing

(NDT). Nevertheless, the most

MMHE QUALITY POLICY

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

MONITORING AND CONTROLLING PHASE

PROJECT PHOTOS

QUALITY CHECK: VISUAL
TESTING

QUALITY CHECK: ULTRASONIC
TESING

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

CLOSING

PHASE

"This phase is where the final deliverables is
provided, project resources release, and
determination of the success of the project."

When all project tasks have This Bokor CPP Phase-3

completed and the product Redevelopment Project

has come to a full structure managed to be finished by

that is within the scope, the MMHE within the project

closing phase will be entered. scope, where a CPP weighed

Again, the success of the at 18,995 MT in total was

project is based on the scope, delivered to the client

time, and cost baselines according to the planned

(Jordan, 2014). Hence, those project duration. Even

baselines are reviewed again though they faced a crisis

in this phase to ensure the during COVID-19 outbreak,

success of the project. Project but they able to control the

manager responsible to risk and managed it well. The

review the project load out and sail off the

performance to determine Bokor CPP was held on 3rd

whether the project is August 2020 successfully.

completed within the project

scope, project duration, and

under planned budgets. The

closing documentations of

the project such as post-

implementation review,

accountancy report, and

project report are also made

in this phase so that any

future project can review it as

a reference.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

CLOSING PHASE

PROJECT PHOTOS

BOKOR CPP LOAD OUT
PROCESS

BOKOR CPP
CROSSOVER

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

REFLECTIONS

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

OVERALL FACTORS

REFLECTIONS

Once completion of this

project, Bokor CPP was

successfully sailed away

to its field in Baram Delta

offshore, Sarawak. The

project managed to be

done within the planned

duration from April 2017,

until its sailing ceremony

in August 2020. The

completion of this CPP

Project has increased the

oil production as to cope

with the higher demands

of oil from the whole

world. From the success

of this project, Bokor CPP

is one of the most

operating CPPs by PCSB

at the offshore. There are

many factors that led to

the success of this project.

Most importantly, it is well

defined that they

implemented 10 Project

Management Body of

Knowledge (PMBOK)

while executing this condition that are exposed to the possibility of
corrosions, stress concentrations, biofouling effects
project and came to a and fatigue, the project could be considered as
high risk because many parameters needed to be
success point. considered. Without quality management, the
product would not come out in the best quality
One of the most and might be affected once it was operated at the
offshore field. Hence, throughout this project,
highlighted items in this quality management was highly prioritized and
utilized to ensure that the quality of the product
project that led to the was regularly monitored and controlled. If they
have not applied this project quality management,
success of this project

was the success of their

QAQC management.

Since offshore structures

are so critical due to its

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

OVERALL FACTORS

REFLECTION

the specifications and standards of the product taken quality
would be declined from the client, which was
PCSB because obviously, quality was important for management in the
them too. In fact, the quality of the product can
also affect the safety of the resources within highest priority because
especially for the humans that are working inside
the offshore structure. In current days, we have they knew that the
seen many incidents that happened due to the
collapse and sinking of oil structures in the quality of the product was
offshore. This is so critical as it might affect many
losses such as human life and costs. Thus, MMHE the most important

parameter.

Moreover, MMHE

appointed skilful and

trained workers to

conduct any task within

the phase in the project.

In fact, every worker that

was involved in the

project must attend an

induction course that

outlined all policies and

safety precautions that

needed to be followed

while committing in this

project. With the

induction course, all

workers managed to

know how to take care of

themselves so that a safe

working environment

could be adapted. Other

than that, MMHE

provided training to the

workers that needed an

expert to work on high

risk task such as welding,

rigging, painting, blasting,

and more. The training

allowed them to have

their own PTW, so that

they could do the work

under high degree of

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

OVERALL FACTORS

REFLECTIONS

training. A professional
and expert worker can
contribute efficiently to
the job to be done and
consequently, a quality
product that met the
standard requirement can
be produced.

A success of project risk

management also led to

the success of this project.

Since this project was

held during the COVID-19

outbreak, the project was

forced to be halted due to

Movement Restricted

Order (MCO) that closed

all industries. However,

with the top-tier risk

management and

creation of buffers in the

project schedule, this

project managed to be

done despite the time

loss. The risk

management was also

taken into the platform. It was to make sure that the equipment
used to rig and lift the big platform could
consideration at which withstand its weight, so that it would not collapse
during the lifting process.
planning on the safety of
Other than that, the project structure was clearly
the offshore structure. The defined in this project. Every project scope was
explained in detail manners to the stakeholders.
identification of The project structure also was being planned
thoroughly to ensure that all tasks were done
prominent risks was according to the project schedule. The
implementation of WBS documentation in this
made in this project to

ensure that the safety and

quality of Bokor CPP. For

an example, a strict

calculation was made

before the lifting of the

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

OVERALL FACTORS

REFLECTION

project had allowed many tasks to be done in a As a conclusion, it can be
time hence eased the completion of the project.
All workers had clear vision on their job scope and seen that MMHE
what to be done by the end of that certain day.
For an instance, every subcontractor had their own implemented 10 PMBOK
work scope such as Jurunature Sdn Bhd for the
fabrication of Bokor CPP and First Oil Engineering while conducting this
Sdn Bhd for the fabrication of jacket and bridge
for Bokor CPP. project. The success of 10

PMBOK implementation

had led to the success of

this project. From here, it

is obvious on how

important of 10 PMBOK in

deciding the success of

failure of a project.

Without implementation

of 10 PMBOK, the project

will face a huge loss, and

the project might not be

able to finish within the

detailed project scope

under the planned

duration. Therefore, every

project must prioritize the

implementation 10

PMBOK so that the

project can be chartered

successfully.

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

REFERENCES

BOKOR CPP PHASE-3 REDEVELOPMENT PROJECT

REFERENCES

Hassib, A. (2018, May 16). Project Monitoring and Control.
Retrieved from PM Documents:
https://pmdocuments.com/project-monitoring-and-control/

Jordan, A. (2014, November 11). Three Steps to Success in
Delivering Your Offshore Project. Retrieved from InfoQ:
https://www.infoq.com/articles/three-steps-success-ofshoring/

Jurunature Sdn Bhd. (n.d.). Gallery. Retrieved from Jurunature
Sdn Bhd: https://www.jurunature.com/gallery.php

Lucid Content Team. (n.d.). The 4 Phases of the Project
Management Life Cycle. Retrieved from Lucid Chart:
https://www.lucidchart.com/blog/the-4-phases-of-the-project-
management-life-cycle

MHB: Malaysia Marine and Heavy Engineering Holdings Berhad.
(2020). Annual Report. Kuala Lumpur.

Offshore Technology. (2019, December 13). Bokor Phase 3
Redevelopment Project. Retrieved from Offshore Technology:
https://www.offshore-technology.com/projects/bokor-phase-3-
redevelopment-project/

Westland, J. (2019, November 27). The 10 Project Management
Knowledge Areas (PMBOK). Retrieved from Project Manager:
https://www.projectmanager.com/blog/10-project-management-
knowledge-areas

Wrike. (n.d.). What Is Project Integration Management? Retrieved

from Wrike Project Management:

https://www.wrike.com/project-management-guide/faq/what-is-

project-integration-management/