Agile Schedule Management Optimization For Haimo’s Aramco Multiphase Flowmeter Manufacturing Project

Haimo is a private listed company engaged in oilfield equipment manufacturing and its related services.Saudi Aramco,as a customer of Haimo and one of the world’s largest oil companies,will specify all the consequences of project delays to be borne by the supplier in the bidding stage.Compared with other competitors,the Multiphase Flowmeters manufactured by Haimo is characterized by a single product range and the maturity of the technology in the industry,so it can only get more orders by constantly squeezing the profit,and the delivery rate has not reached the target for six consecutive years.Based on the above background,and based on a review of relevant theories,this paper examines the following three aspects of agile schedule management optimization for Haimo’s Aramco Multiphase Flowmeter manufacturing project.(1)Analysis of the current situation of the schedule management of Haimo’s Multiphase Flowmeter manufacturing project.Firstly,there are difficult points of low resources,low efficiency and late delivery under the fixed project management model;secondly,after analyzing the delivery situation of previous years’ projects including the Aramco project,it was found that there were serious delivery delays;then,changes in requirements could not be planned in advance,the schedule was boilerplate,and the schedule information was poorly communicated because of the lack of methods to deal with changes,relatively flexible schedules,and diverse access to information.(2)Agile schedule management optimization solution design for Haimo’s Aramco project.Firstly,the general idea of agile schedule management optimization contains three parts: objective,principle and content;secondly,agile project management can form agile schedule development by developing OKR plan and task iteration;thirdly,agile information change management can be achieved by iterative update of task priority in the process of controlling project schedule;fourthly,agile practice such as daily station meeting,Kanban board,burnout chart and sprint plan can achieve agile information acquisition;finally,agile schedule management is better than non-agile because of the superiority of agile itself and the efficiency of schedule execution.(3)The implementation guarantee of the agile schedule management optimization for Haimo’s Aramco project.A professional,result-oriented team was formed to avoid the impact of inconsistent goals;secondly,milestone trend charts and earned value analysis were used to grasp the overall project performance;then,adapt to the schedule management methodology and thinking in an agile environment.The team members are ensured that the agile schedule management optimization is implemented with the double insurance of an internal change in thinking and an external physical environment.The agile project management approach to help the schedule reflect the status of the actual progress while improving on-time delivery is the best promise for the client,and for Haimo it means whether it can deliver more equipment to Saudi Arabia in the long run,and use the high sales volume to help the independently developed domestic Multiphase Flowmeter brand go farther.