Chevron
PPI Energy Working Group
PPI Energy Working Group
Craig Evans explains Chevron’s transition from traditional project management to a production-based approach using Project Production Management (PPM) and Operational Science (OS). He highlights practical examples and lessons learned along the way.
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Craig Evans discussed Chevron’s adoption of Project Production Management (PPM) and Operational Science (OS) to address challenges in capital project execution. He began by explaining Chevron’s historical struggles with project delays and cost overruns, which led the company to explore PPM as an alternative to conventional project management methods. This transition emphasized a shift from managing tasks to managing production systems.
Evans presented specific examples to illustrate the impact of PPM on large-scale projects. He highlighted how production modeling helped Chevron identify inefficiencies and optimize workflows, resulting in both cost savings and shorter project schedules. One notable example was a cable installation project where applying PPM reduced the timeline by 10 months while mitigating environmental risks.
He also stressed the role of leadership in driving these changes, pointing out how leaders at Chevron supported the adoption of PPM by promoting collaboration and encouraging innovative approaches. Evans described how PPM enables a scientific and structured way to handle complex projects, focusing on improving predictability, reducing waste, and achieving better outcomes. He concluded by encouraging other organizations to adopt PPM principles to enhance the efficiency and reliability of their projects.
PPI works to increase the value Engineering and Construction provides to the economy and society. PPI researches and disseminates knowledge related to the application of Project Production Management (PPM) and technology for the optimization of complex and critical energy, industrial and civil infrastructure projects.
The Project Production Institute (PPI) exists to enhance the value Engineering and Construction provides to the economy and society. We are working to:
1) Make PPM the dominant paradigm for the delivery of capital projects,
2) Have project professionals use PPM principles, methods and tools in their everyday work,
3) Create a thriving market for PPM services and tools,
4) Fund and advance global PPM research, development and education (higher and trade), and
5) Ensure PPM is acknowledged, required and specified as a standard by government and regulatory agencies.
To that end, the Institute partners with leading universities to conduct research and educate students and professionals, produces an annual Journal to disseminate knowledge, and hosts events and webinars around the world to discuss pertinent and timely topics related to PPM. In order to advance PPM through access and insight, the Institute’s Industry Council consists of experts and leaders from companies such as Chevron, Google, Microsoft and Merck.
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