The Role of Data and Information Management in Project Success: OGCS Expert Insight with Denise Jessen
The term “Information Management” may sound dry but there is more to it than documents, diagrams and maps.
In high-stakes sectors, such as energy, pharmaceuticals and aviation, the quality of Information Management (IM) systems and processes can make the difference between successful delivery versus expensive delays.
Today’s IM professionals are proactively ensuring the right information is available to the right people at the right time.
To understand what effective IM looks like for successful energy projects, we spoke with Denise Jessen, one of OGCS’ consultants and an IM specialist.
“One of the core principles of effective IM is in providing a single source of truth” explains Denise. “Project information should be consistent, structured and accessible to every team member. For instance, in large-scale projects with multiple contractors, good IM systems play a crucial role in managing the interface between multiple parties.”
Denise’s view comes from her own experience. On one project in Africa, she managed complex project documentation that lead to well-organized handovers and multiple commendations from the operations teams.
Denise highlights that upfront investment in IM processes can lead to substantial long-term savings. “Having a strategy and goals for IM, and a competent document controller early in the project can prevent expensive contract, claims, and legal fees later. By organizing information and tracking project status as early as possible, potential issues can be addressed before they escalate”.
Denise points to the role of effective IM processes and systems in supporting collaboration. “Well designed IM systems will prevent disciplines operating in silos” she explains.
“By integrating the information from diverse teams — such as engineering, project control, operations, contract and procurement — the best IM processes and systems streamline and structure communication, creating efficient handovers between disciplines at every stage.”
According to Denise, a transparent and accessible IM system results in smooth project workflows as well as reducing the time and resources needed to complete projects.
“With the right resource and workflow reporting, IM provides insights to drive decision-making and prioritization. We’re identifying the weaknesses, whether these lie in the processes, the resource types, even competency or skills gaps.”
Denise also stresses the importance of adaptability in IM systems to suit project needs at every stage.
“IM systems have to evolve as the project is executed, to provide practical solutions that support real time decision-making.”
She recommends beginning with the end goal clearly defined, and then tailoring IM processes to fit each project stage and unique requirements.
With more than 20 years of IM experience, Denise has worked with numerous clients for projects across the globe.
“Ideally, you have an IM expert onboard from the beginning, but there’s huge value added when you bring in IM expertise later too. You are looking for a practical mindset and someone who is calm in a crisis. Critical thinking and a pragmatic approach are essential skillsets for identifying effective solutions.”
The OGCS approach to IM — rooted in a commitment to excellence through the expertise of consultants such as Denise — delivers significant value at every stage to any project.
Chris Bradshaw, who leads the OGCS Project Controls division, summarizes: “OGCS consultants provide focus when you are being pulled in multiple directions, clarity when you are managing multiple issues, and effective support when you are overstretched. We provide a clear pathway to the project goal.”
About Denise Jessen:
Denise’s long list of successful project experience includes airport construction, pharmaceutical engineering, oil and gas projects. She has worked for major players such as Chevron and ExxonMobil and has held pivotal roles in governance committees and in supporting successful energy start-ups.