#projectmanagement

Any insight on what's cooking?

Pretty clear that there is no need for Project Managers anymore, and that they are rapidly phased out, together with the Portfolio Manager level of directors.

Feels like the operations side will be on the front burner, with focus on finding areas that can be made more efficient (i.e., layoffs).

Been a while since hearing anything about it - another buried initiative or is this still continuing?

How does Accenture have 350 people and unable to deliver Project Keystone? Why isnt anyone getting penalized for this sh*tshow? Who is the sponsor for Accenture?

Accenture is terrible and with GCC effort - i am sure they are selling their souls and su-king Jose’s and Kevin A’s lollipop

i am 100% sure they want to phase out the rest of IT. i dont have insider info, it's just logical based on everything they've done so far... those folks are basically making themselves redundant at this point. i am also sure that finance, project teams are targets. mgmt too.

New leadership, VP’s after J Hobg**d left.. made unnecessary work for Project Managers and Engineers! Don’t get suppliers rate ready, just make a new SIMS IMS excel sheet with 100s of manual entries, make only 5 POB purchase orders allowable from the beginning of the year, sending wrong supply signals to Suppliers, and then reversing course after procurement realizes pushing all the Purchase Orders to 2027, made all the suppliers say, “oh they don’t need the parts now, and slowed First Article process”! All because they wanted all the money available to show to investors on the books. So the VPs of procurement, planning and rate readiness delayed projects by their leadership decisions and will put it all on the Project Managers! The department cant focus on FAIR & if parts are delivered because they’re making new excel sheets with 100s of manual entries, and new PowerPoints with charts that takes focus away from getting parts produced! Project managers now also got to manage the production department deliveries! No focus on getting FAIRS done, just Directors and VPs focused on impressing the CEOs and getting a bonus and promotion!

Been reflecting on this lately and wanted to share. The new PMP Process has been a real game changer for how we get work done. Its simplified so many steps that used to drag on forever with all the old layers and approvals. Now things feel cleaner, priorities are clearer, and we’re actually delivering results quicker without losing the important checks.

What I like most is how it lines up well with the We Lead behaviors. Leaders give clear direction, teams stay aligned, and everyone still has a voice in the key decisions. Cross functional handoffs are smoother, less back and forth, and projects that used to stall are moving forward. In my area we just closed out a couple deliverables ahead of schedule that wouldve taken weeks longer before.

Chevrons new approach here feels spot on. Its helping build that operational resilience and shared purpose while keeping us focused on what really matters. Makes the culture feel stronger and honestly one of the reasons Im optimistic about staying long term, even with all the changes in the industry.

Anyone else seeing the same benefits from PMP? Especially curious how its playing out in the field or ops side. Are you noticing faster delivery, fewer bottlenecks, or is it landing differently out there?

Would love to hear real experiences.

The SUPER TOP SECRET ULTRA SECRET NDA project that everyone knows about called Maverick is getting close to it's official "roll out" live day and it's so far from ready that it's comical.

Sadly, many of you - specifically sales, ISG/CSG - are going to have the misfortune of "testing" it out. I know nothing about what these new tools are, what they are replacing (apparently DOMS is being "replaced" but that's been said for the last 20 years LOL) but I will say that you are all in for a horrible time when it goes live.

I think the deadline/go live date is mid May and so much of it is STILL being tested right now. Keep in mind the OG "go live date" was in February...

Godspeed my friends.

Is anyone else burning out, or is it just me? I get it, we have to move fast to turn business around and remain competitive. I just can’t keep leading initiatives with impossible expectations. I’ve always been a high performer, but lately I feel like I’m constantly failing because I’m being asked to do things that just aren’t feasible. And to top it off, what I’m being asked to do goes against everything my experience and education in good leadership and Project Management has taught me. It does not feel good.

Trolls: refrain from commenting about RTO and being in office. I do go to the office and participate lots of meetings. So STFU.

When can we start outsourcing the mgmt of projects away from GP? Our LNG projects are a disaster and the VP is definitely part of the problem. Just like the VP (JP) several years ago.

Just in case anyone is wondering how organized this project is. But not to fear -- the packet confidently tells me I can ask my boss about any questions I have. I have every confidence she will be a great resource to me.

I wonder what they called it -- something joyful and upbeat no doubt -- Project Sunshine, perhaps?

It was essentially ignored in the earnings call, but it was on the slides. Expectation of captured Lexmark synergies and continuing project Reinvention. Together, each drives layoffs.

One example, a software used by Lexmark is chosen instead of one used by legacy Xerox. Software cost savings are achieved, but the people managing the legacy solution? Bye bye headcount. This applies to Reinvention as well, as we have seen over the last year with layoffs.

Someone posted a while ago that ExxonMobil might sell Imperial Oil, and another post stated that Imperial Oil might see Kearl.

Now here is the interesting fact: Kearl alone is 19% of ExxonMobil’s total proven reserve. I can bet, no one will dare sell Kearl. The stock price of ExxonMobil and Imperial Oil will just drop to the bottom. So, no one will dare sell Kearl

Here is the calculation from Copilot:

Here’s a refined breakdown of how much of ExxonMobil’s proved reserves come from Imperial Oil and specifically from the Kearl project:

🌍 1. ExxonMobil’s Total Proved Reserves
• At the end of 2023, ExxonMobil reported about 16.93 billion barrels of oil equivalent (boe) in proved reserves 1.

🛢️ 2. Reserves From Imperial Oil
Imperial Oil is approximately 69.6% owned by ExxonMobil 23. Its operated reserves (which include bitumen) are included in Exxon’s broader totals. Notably:
• Exxon’s total bitumen reserves are reported at 2.414 billion barrels 1.
• Since Imperial operates the Kearl and other bitumen assets, it's reasonable to attribute most of that bitumen figure back to Imperial.
Calculation: 2.414 B bbl / 16.93 B bbl ≈ 14.3%
So, roughly 14% of ExxonMobil’s total proved reserves originate from Imperial Oil.

⛏️ 3. Reserves From the Kearl Oil Sands Project
• The Kearl project holds about 4.6 billion barrels of reserves 45.
• Exxon’s effective share of Kearl is through Imperial’s 69.6% ownership; therefore:
• 4.6 B × 0.696 ≈ 3.2 B barrels attributable to Exxon.
• As a percentage of Exxon’s total proved reserves:
• 3.2 B / 16.93 B ≈ 18.9%
Thus, approximately 19% of ExxonMobil's reserves stem from the Kearl oil sands project.

SAS Cloud seems to run entirely on project managers.

No actual SAS experience in sight, yet somehow they manage to present themselves as experts on absolutely everything.

No wonder the whole place looks like it’s permanently waiting on a meeting about a meeting.

#bootstrappers

Spill the beans! What’s the new process going to look like?

Anyone know how these job levels work and what to expect as a salary? I'm guessing Project managers have more visibility but as an engineer we have no oversight.

Would be good to see if someone can share the information.

Several CL delivery resources were displaced today - Senior Project Mgr & Lead Project Mgr. All in Hub locations.

Polaris Business Transformation SME (from LinkedIn)

Feb 2025 - Present · 8 mos
Bengaluru, Karnataka, India

(1) Lead enterprise-scale business transformation initiatives across Global Order to Cash (O2C) Organisation and compliance functions, with a focus on operational excellence, process harmonization, and technology enablement. Partner with multi-regional stakeholders to identify improvement opportunities through data analysis, process diagnostics, and user feedback.

(2) Leading global rollout of SAP S/4HANA for O2C Processes, HighRadius SaaS, optimizing Order-to-Cash (OTC) processes and improving automation.

(3) Served as SME & Solution Testing Lead, guiding a 30-member team through 3,000+ high-complexity test cases using risk-based prioritization to ensure quality and timely delivery.

(4) Developed governance frameworks, RASCI charts, process maps, and training guides, enabling global harmonization of collections and credit policies and unlocking $180M+ in working capital; recognized with the highest Prestigious India Inc. Award.

(5) Drove change management and adoption strategies to ensure successful implementation and measurable business impact.