Managing Complex Problems

This document discusses managing complex problems like those encountered by BP at the Macondo well. It identifies several issues with the well: 1) The schedule was behind by 6 weeks and budget exceeded by $58 million, 2) A new site leader was placed as a relief man for the first time for only 4 days, requiring crucial decisions, 3) Cement work quality check was delayed to save $128,000 fee, compromising well integrity. It recommends identifying problem types and grouping issues by complexity (levels 0 to 2). Gathering data, using forecasting tools, expert guidance, and scenario planning can help address different levels of issues and complex problems. Maintaining problem records can aid future recommendations.

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Managing Complex Problems

Uploaded by

Mansi Rana

We take content rights seriously. If you suspect this is your content, claim it here.

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Download as DOCX, PDF, TXT or read online on Scribd

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MANAGING COMPLEX PROBLEMS

ASSIGNMENT 2

Jadeja_Princy_s5067025_Essay_(words)
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INTRODUCTION

Working at a higher position in a company like BP, managers come across many different
problems. Problems are part of life, we cant escape it, we can either face it or ignore it. But
sitting on a high position at a company we cant ignore problems. We need to find problems
instead so that they can be resolved for the better working of the company. Problems can be of
different types, say, large or small, simple or complex, easy or difficult, single or linked, normal
or wicked. All we need to do is identify the type of problem, define it, diagnose it, find
alternative solutions and lastly implement the best possible solution to get the optimum results.
In my first assignment, Project for learning, I gave my best efforts to look at the scenario of
Deepwater horizon and problems relating to the same. Cynefin model helped me to have a better
look at the case and the application of this model in the case would have brought some positive
results for the same. Though it had some strengths, it also had some drawbacks, which we shall
discuss here and see how the application of models and theories would help us serve better and
avoid some dangers.

ISSUES AND SOLUTIONS

Identifying the problem and grouping each issue in the box it best fits is the first work that a
manger needs to perform. Grouping the issue will serve you better while finding solutions. Here
in this case the complexity of the issue is very high and there are numerous factors that affect the
scenario. The record shows that BP Macondo well schedule and budget both were running out of
schedule. The case was questionable and required a quick decision on how to solve it. That is, if
the ability to conduct "bull heading" operations had been possible the well could have been
killed with confidence by removing the riser at the BOP and rigging up high pressure equipment
to pump at high pressure without risk of breaching and there would be no issues regarding
compromising or breaching the integrity of those shallower string casings.
A review of the events that occurred during the drilling of the Macondo well reveals that
incidents and gas-kicks were encountered and well control was problematic before the
catastrophe occurred. We can list the issues in categories, from level 0 to level 2. Each one will
help us understand the situation more clearly.
The basic one is data mining, one should have enough data related to the project and with
the help of technology and MIS tools data should be categorized and used as and when
needed. Artificial intelligence AI, Executive information system EIS, Multicriteria
decision making MCDM, Management information system MIS and so on are the
methods and theories one needs to have a knowledge and should be used by managers.
Exploring and experimenting should be done when things are less known or unknown to
have some positive and good results.
For level 1 we need proper forecasting tools, statistical knowledge, and expert team to
execute the plan. Experts should be able to think rationally and also be able to use
forecasting tools, E xperts needs to have judgement and predictions for the future. At
times when there is no or little information, they should, by their expert knowledge be
able to give a trial and error basis to handle situations and bring solutions to problems.
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Level 2 comes up with stimulation. Stimulation at different hierarchy of works and

playing metagames and scenario planning are the key factors. Any mistake at this stage
can putyou into serious trouble. All the decisions made need to have expert advice and
guidance to avoid errors and get best results.
In the final stage one needs to maintain records and history of all the decisions and work
done, and develop an overall plan for future recommendations and references.

The main issues at the Mcando well was it was running behind from the scheduled time by 6
weeks and it had also exceeded the budget by $58 million. On the day when the incident took
place, there was a new site leader placed for the first time for 4 days as a relief man. He was
known with the scenario, but yet making some crucial decisions would have been a problem for
him. Secondly the cement work needed to have a quick check after execution, but to save
$128000 as a fee, it was delayed for a while. Things went on one after another and the
confidence that the work was well done was now over.
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