A rapidly growing business unit of an oil and gas major was about to move their Western Canadian tight gas holdings into the important appraisal phase which would determine whether or not the asset was economically viable to invest in for the long term. This was a new asset, a new team and a new leader with the challenge of proving they could plan, drill, complete and put on production these appraisal wells at the right costs and the right timeline. With little structure in place other than some high level goals and objectives, the project lacked an effective plan and many other critical management processes.
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