solved Dear, study pool Need some one to support and write

Dear, study pool Need some one to support and write for me a (3000 words) assignment as the pillow instructions.MANAGEMENT OF MEGA & COMPLEX PROJECT Imagine you are the Chief Executive of BP (British Petroleum), considering whether to invest money in the newly emerging oil-producing area of Turkmenistan. What does your company want (and want to avoid) from its investment? Choice of Mega Projects under consideration within this investment could be exploration and production, pipelines (oil and gas) construction, distribution lines, buffer/storage tanks onshore, advanced robotics/analytics/automation/artificial intelligence, local content capacity development, supply chain capacity, refinery capability, process plants or any other suitable mega projects within the oil-producing area of Turkmenistan that BP could consider.First Step: You would need to clearly identify which specific type of Mega and Complex Project investment that you think critically and essential for BP to invest in Turkmenistan Second Step: You then critically reflect on the following mega and complex project elements below – Select ANY 5 MEGA AND COMPLEX PROJECT PRINCIPLES FROM THE LIST BELOW. You can also include other elements from your own background research about this Mega and Complex Project:vProject Management and Programme Management in Mega and Complex Projects/ProgrammesvLevel of Complexities around this Mega ProjectvGaps Analysis – Potential Issues, Problems and ChallengesvProject Management opportunities in this Mega ProjectvProgramme Management opportunities in this Mega ProjectvComplex Business, Organisational and Commercial EnvironmentvMacro, Meso & Micro in-depth appraisal & evaluationvOrganisational ComplexitiesvStructural ComplexitiesvInstitutional Level Relationship ComplexitiesvCommercial (Financial and Contractual) ComplexitiesvLegalities ComplexitiesvPutting it togethervProject Management & Programme Management effective execution ComplexitiesvMultiple Stakeholders priorities and complexities – dealing with Government and Private EntitiesvStakeholders Management Problems, Challenges and Issues in this Mega ProjectvNOC (National Oil Company) vs IOC (International Oil Company) vs Service Companies (Private) Joint Venture challenges, with JV or No JVvPriorities assessment when dealing with different level of complexitiesvPriorities level vs Complexities level, High Priority High Complexity, Low Priority Low Complexity, middle ground, etc.vOptimum Bias vCulture of over-commit, over-promise, over priced & under-deliver – why this continues to be a persistent problem/potential problem in this Mega ProjectvOver/Under Estimate, Over/Under Bid, etc.vNOC potentially short-changed by private entities or IOC, how to address and mitigate this? Major Countries, EU, Trade Blocs influence or any other potential socio-political factors? Any other potential Customers/Buyers?vProcurement method (procurement frauds?) vStrategic Misrepresentation of the inherent benefit and value of this Mega ProjectvMiscalculated risk and value of the Mega ProjectvUnclear/Vague/Over-Stated benefit and value of the Mega ProjectvFurther Gaps AnalysisvEffective benefit and value transition to the relevant stakeholders of this Mega ProjectvComplexities in Phase by Phase Management – Whole Life Cycle Approach vProgramme Management Life Cycle for the Mega ProjectvPhase by phase, Stage by Stage, Activities by Activities IdentificationvYou could populate this content using visuals of the Project Life Cycle & Programme Life Cycle up to the benefit and value realisation vSupply Chain Management (Strategic Procurement and Strategic Purchasing) vSketch the Supply Chain Diagram for this Mega ProjectvIdentify whom are the potential upstream, mid-stream and downstream stakeholders and partnersvIdentify and critically appraise/evaluate whom are the routine, leverage, bottle-neck and strategic service providers (service providers refer to any government or private entities such as suppliers, contractors, sub-contractors, bottleneck and routine) vStrategic Risk Management vIdentify & Critically reflect on potential Strategic Risk of this Mega ProjectvE.g., Wide range EU break-up, Brexit, Covid 19 (During and Post) Not possible to secure long term purchase agreement, human rights records, potential oil and gas pipeline theft/leakages, local content challenges, local community potentially disadvantaged through this Project, geo-political climate, cross-border, high CAPEX & OPEX, local content inclusivity, unsustainable production and refinery cost, continuing low oil and gas price, not recoverable, challenging oil and gas frontiers, engineering and technical complexities and challenges, technical and commercial capability and the ability to coordinate and stream line the work flows vGovernance vTransparency & Accountability vLack of control mechanismvEffective control and monitoring systems vProcurement, Contracts Management, Contracts Administration vProcurement Biasness and FraudvComplicated Bidding Schedule to Project DeliveryvChallenged and uncoordinated Contract Centres and Cost CentresvProcurement’s real Value for MoniesvGaps between CAPEX and OPEX Purchasing (Strategic vs Operational)vCentralised vs decentralised Procurement vCost/Time Control Practices vCost and time efficient mechanismsvCapital Control and Capital Efficiency opportunities in this Mega Project vChange ManagementvHow change management would be effectively managed in this Mega Project?vLessons Learnt and Lessons yet to be Learnt – what will go wrong and right in this Mega Project, experience and usability from other similar mega and complex project e.g., TSGP as discussed during our lectures and seminars applying any of these Mega and Complex Project principlesvGaps Analysis – Missing LinksvBenefits and Value Management (VfM – Value for Monies) – Effective Control, Monitoring, Transition & Measurement, how to deliver value from the proposed Mega and Complex ProjectvSustainability – Deliver more with Less, Value for Monies, Sustainable PM & PgM for this Mega and Complex Project vProject and Programme Management Methodology and Methods – Any strategic and new way of managing the proposed Mega and Complex Project Cover Page – Full Name, number of content , Table of Content – With Clear Sections, Sub-Section and cross-referenced with correct page numbers for ease of readability and navigationExecutive Summary – Concise and condensed summary of the overall report – the start, mid and end (so, assessors will know in advance and initially what to expect in the report (use the 5Ws1H principle – What, Where, Who (m), When, Why, How§Introduction – Brief overview on which 5 Mega and Complex Principles that you are going to use, critique, analyse and evaluate§Body of the Report – ANY 5 Mega and Complex Principles/Themes from the above list and you could also use, apply and reflect from your own background research, reading and learning from this module’s content to steer, shape and focus the content of your report. Emphasis is on the critical analysis and critical evaluation, depth, academic rigour, quality of citations and references, please use references from 2015 and above, as the nature of mega and complex project is very dynamic and changes all the time§Recommendation – On how to improve and enhance the practice of Management of Mega and Complex Project methods and methodologies, how to achieve value for monies from the Mega and Complex Project§Conclusion§List of references – As mentioned above please use references from 2015 and above (HARVARD FORMAT ONLY)§List of Appendixes – ONLY if necessary – Please ensure appendixes have their narratives (paragraphs) discussed in the main body of the report §PLEASE NOTE: Cover Page, Tables, Graphics, Pics, Images, Visuals, Charts, Appendixes, Executive Summary are NOT part of the word count. But ALL tables, graphics, pics, images, visuals, charts, appendixes, etc. MUST have narratives (paragraphs) in the body of the report and clearly cited and referenced (discussed in the body of the report)§YOU WOULD NEED TO BE RESOURCEFUL, USING HIGH QUALITY PEER REVIEWED AUTHORS WORK AND SOURCE, EMPHASIS IS ON SYNTHESIS FROM RANGE OF AUTHORS WORK, DEPTH, CRITIQUE, ANALYSIS AND EVALUATION. THERE IS NO NEED FOR ANY DEFINITIONS AND TERMINOLOGY BRIEFINGS, STRAIGHT FOCUS ON THE TASK AND RECOMMENDED STRUCTURE MENTIONED ABOVE. YOU CAN ADD IN ANY USEFUL VISUALS TO ADD CREDIBILITY TO THE REPORT AND ANALYSIS AND DISCUSSIONS MUST BE OFFERED AND PRESENTED IN THE BODY OF THE REPORT (AS A PRECEDING AND/OR FOLLOW-UP NARRATIVES AND DISCUSSION)§YOU MUST AVOID DESCRIPTION, RECYCLING/REPRODUCTION OF EXISTING ESTABLISHED INFORMATION, JARGONS, DEFINITIONS AND TERMINOLOGIES BRIEFING§TO ATTRACT HIGH/TOP BAND MARKS, REPORT MUST DEMONSTRATE HIGH SCHOLASTIC VALUE, SUPPORTED AND CORROBORATED WITH HIGH QUALITY ACADEMIC LITERATURE AND PEER REVIEWED SCHOLARLY WORK, ACADEMIC INTERGRITY BY CROSS-COLLABORATION AND SYNERGY WITH BROADER HIGH-QUALITY LITERATURE