Page 19 - Suncor 360 - September 2014 - English

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SEPTEMBER 2014
360

Who’s who on the councils

ENTERPRISE COUNCIL:

A new approach
Aim: Prioritize and steer major company-wide
programs to ensure focus and capacity for work
The councils divided projects into that has high risk and/or high value.

two categories:
Sponsored by: Eric Axford, EVP Business Services

1. Ones that were so far advanced that the Members: Gary Hart (chair); Mike Agnew
(Operational Excellence & Tech Services);
most effective thing to do was support Don Clague (Upstream); Fay Cranmer (I&PM);
their implementation. Only a handful, Jolienne Guillemaud (Finance); Thomas Kehler
(Legal); Darryl Metz (Major Projects); Joe Vetrone
like the Process Improvement Project, (Downstream); and Pat White (HR).
fell into this category.
OPERATIONS COUNCIL:

2. All other company-wide projects. These Gary Hart
Aim: Strategic direction and leadership to make the
most of our operating sites.
were put back to gate 1 (see sidebar)
until the council could review details of being directed into the organization should Sponsored by: Mark Little, EVP Upstream
Members: Marc Mageau (chair); Mike Agnew
the required resources, desired results, be considerably less than it was.”
(OE&TS); Bruno Francoeur (Oil Sands); Brent Janke
ownership and more. A number of
For example, the council signiicantly (E&P); Dan Sorochan (R&M); and Pat White (HR).
projects have since been endorsed by the
appropriate council and recommended reduced the scope of a complex enterprise

to the ELT. Others have been deferred
risk management program to meet the What’s behind the gates
or cancelled.
intent of streamlining and aligning OEMS

processes with risk management.
Key company-wide work must be reviewed
“We are the gatekeepers to determine if through a series of ‘gates’ to get the go-ahead
the scope and deliverables are clear, if “I can’t pretend it’s not dificult for some of from the Enterprise and Operations Councils. Work
is underway to create standard deinitions and
there’s any duplication of efforts, and if the the folks who worked on a project that’s processes for these gates.
been postponed or reduced in size,” Marc
timing is right to start the project, given all Gate 1 – Initiation: Ensure clear understanding of
the other work underway,” Gary says.
adds. “But without effectively managing objectives and value
change, we may get our basic work done,
Gate 2 – Planning: Ensure project is ready to
The councils conirmed that all the work but we won’t be as safe, reliable and proceed to design phase
going on was good work, although not eficient as we would otherwise.”
Gate 3 – Design: Ensure design meets the project
necessarily an immediate priority.
objectives, including plans for deployment and
“It’s natural to want to push a good idea change management

“The issue is not doing the wrong work; it’s through to completion, but we have to get Gate 4 – Implementation: Ensure project
a matter of the amount of work, and the priority through the councils,” Gary says.
deliverables have been validated and tested; project
is ready for ‘go live’; captures issues/gaps/risks
prioritizing and sequencing it for success,”
Marc explains. “Re-sequencing, re-scoping It’s the only way to get everyone through Gate 5 – Close out: Validate completion against
the door.
objectives; lessons learned; responsibility
or not doing some work means the amount
for sustainment.