Petroleum Development Oman L.L.C.

UNRESTRICTED Document Number : GU-224

June 1999 Filing key : EDMS

OMPDS Guideline

Keywords: Credibility, Objectivity, Consistency, Mentoring and Professional.

This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any part
of this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted
in any form by any means (electronic, mechanical, reprographic recording or otherwise) without prior
written consent of the owner.
OMPDS Guideline

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OMPDS Guideline

Authorised for Issue: 21/6/1999

Signed :

_______________________ _______________________

Saif Al-Harthy UOP Naaman Al-Naamani UOM

CFDH Production CFDH Maintenance

_______________________

Nasser Al-Hamzy UOW

CFDH Well Services

Release: Comment: Date:

V1 Update of OMPDS document – change to EDMS format June 1999
Update to incorporate changes to scheme for 2000.
V1.1 Streamlining of modules and migration to competence February 2000
based progression with portfolio evidence collection

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1. Introduction....................................................................................................................................................7
1.1 BACKGROUND................................................................................................................................... 7
1.2 PURPOSE........................................................................................................................................... 7
1.3 TARGET POPULATION........................................................................................................................ 7
1.4 STRUCTURE OF THIS DOCUMENT........................................................................................................ 7
1.5 REVIEW AND IMPROVEMENT.............................................................................................................. 7
2. OMPDS Guideline.........................................................................................................................................8
2.1 SCOPE............................................................................................................................................... 8
2.2 DESCRIPTION..................................................................................................................................... 8
2.2.1 OMPDS FEATURES...................................................................................................................... 8
2.2.3 Reporting........................................................................................................................................15
2.2.4 Assessment......................................................................................................................................16
2.3.2 Line Supervisor.............................................................................................................................19
2.3.3 Mentor...........................................................................................................................................19
2.3.4 OMPDS Controllers (UOP/2 - UOP/21 & UOP/22).................................................................19
2.3.5 Master Mentors (UOP, UOM and UOW)....................................................................................20
2.3.6 Corporate Discipline Focal Point (CDFP).................................................................................20
2.3.7 Area Co-ordinators.......................................................................................................................20
2.3.8 Operations Team Leaders (OTL’s)...............................................................................................20
2.3.9 Resource Development Advisers (RDA’s)....................................................................................21
QUARTERLY......................................................................................................................................................23
REPORT...............................................................................................................................................................23
QUARTERLY REPORT.................................................................................................................................. 23
PROJECT.............................................................................................................................................................24
PROJECT DETAILS....................................................................................................................................... 24
CFDH’s and their Delegated OMPDS Signatories..........................................................................................29

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1. Introduction

1.1 Background
The Operations Department, to confirm their commitment to the development of PDO’s Omani personnel, in
1992 implemented the Operations Monitored Professional Development Scheme (OMPDS). The scheme is a
single-phase program of up to four years, depending upon the level of commitment of the individual.

Successful completion of OMPDS invites greater opportunity for further career development, through
succession planning and enhanced promotion prospects.

The scheme is based upon SIEP's (Shell International Exploration and Production) MPDS Scheme (Monitored
Professional Development Scheme), which is used for the development of Shells Graduate Engineers.

1.2 Purpose
The objective of this guide is to explain what OMPDS is and to set out the roles and responsibilities of key
players. Also, it is to ensure that the Omani staff introduced into OMPDS, derive the maximum benefit from
the scheme.

1.3 Target Population

The OMPDS target population in principle consists of :

 Graduate Engineers who are entering into supervisory establishment positions. For these
employees, participation in the scheme is mandatory.

 Omani Supervisors, who wish to take advantage of participating in a structured development

scheme, (normally staff with less than two years experience in an established position.)

1.4 Structure of this Document

Description of OMPDS features
 Methods of Achieving Competence and it's measurement.
 Roles, authorities and responsibilities of key players.

1.5 Review and Improvement

Control of this document is with UOP, UOM and UOW, the Corporate Functional Discipline Heads and
shall be reviewed every two years via the relevant OTB custodians.

2. OMPDS Guideline
2.1 Scope

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OMPDS is a training and personal development program. It provides a structured way of laying the
foundations of a professional career in PDO by defining an environment for structured development, which
encourages and stimulates the Graduate Engineer to excel through setting goals and comprehensive tasks and
targets, but also leaving enough room for individual (extra-curricular) initiatives.

The concept of "owning one's own career" is particularly applicable. OMPDS creates an environment in which
the Graduate Engineer can derive maximum benefit from an early working experience. It not only accelerates
the process of gaining experience in operational techniques, but also provides the Graduate Engineer with the
opportunity to make a contribution to the business.

For the remainder of this document, the Graduate Engineer will be referred to as the “Mentee”, this is purely
to identify the relationship between the main key players ie: Mentee and the Mentor.

2.2 Description
2.2.1 OMPDS Features
2.2.1.1 The Mentor
The mentoring aspect is probably the most visible part of OMPDS and plays an important part in the overall
success of the scheme. The Mentor is usually an experienced senior Engineer who is assigned to a Mentee to
provide guidance and support. The Mentor / Mentee relationship is formally approved by the Master Mentors,
(UOP, UOM and UOW).
This relationship should by no means be under-estimated, for a failing Mentor / Mentee interface, by
definition implies failure to react to specific development needs. The responsibilities of each individual are
defined in Section 2.3.

2.2.1.2 Competence Portfolio Definition

The competence briefs are found in the "OMPDS Logbook", which provides a tool to:

 Define the portfolio of skills / competencies and level to be achieved.

 Monitor and assess progression, strengths and weaknesses.

The total of competencies required, have been broken down into “Technical” and “General” competence
briefs, these briefs are active over the total period of OMPDS.
The objective of these competence portfolio definitions is to define the skills that are required to enable the
Omani engineer to satisfactorily perform as a professional Supervisor in a particular discipline.

2.2.1.3 Development Template

OMPDS recommends that certain formal training courses should be attended. The “Development Template”
identifies HSE, Technical and Development courses (by discipline) that the Mentee should attend during the
first four years of his career, following his acceptance onto the OMPDS Scheme.
The Line Supervisor and Mentor will determine when the Mentee should attend. Attendance will be based
upon individual needs and progression / performance on the OMPDS scheme, and will ultimately be
authorised by the appropriate OMPDS Controller, UOP/1, UOM/1 or UOW/1.
OMPDS introduces a strict reporting procedure, which serves the purpose of monitoring progression and
building the foundations of records required for possible accreditation.

By specifying genuine operational projects / tasks and / or studies, the Mentee is given the opportunity to
make an early professional contribution to the business, through “Quarterly Reports” and “Project”
assignments, specifying conclusions, recommendations and learning points.(Refer to Appendices 2.4.1 / 2.4.2)

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2.2.1.4 Continuous Assessment and Monitoring

The continuous assessment and progress monitoring aspects of OMPDS ensure that corrective action, if
required, can be taken at an early stage. Strengths and weaknesses can be identified readily, resulting in a
more accurate assessment of potential and career direction. Methods of continuous assessment include;

 Logbook audits.

 Monitoring of key “performance indicators” – (OIPI-7)

 Annual Project Presentations.

Corrective action should be associated with re-focussing on relative weaknesses and / or improving existing
competencies.

2.2.1.5 Completion of OMPDS

2.2.1.5.1 Training Program
To complete OMPDS, the Mentee has to have successfully completed the training program. The training
program is nominally of four years duration, however this time scale can be reduced, depending on the drive
and motivation of the individual. A fully completed OMPDS portfolio with supporting evidence provides a
professional training development record, which will be accepted for future planned Competence Assessment
-and may support future application for membership to a professional institution .

2.2.1.5.2 OMPDS Logbook

The OMPDS Logbook must be supplemented by supporting evidence for successful completion on the
scheme.
All relevant competence briefs together with documentary evidence of learning; reports, training records,
witness testimony, “Project Detail” reports, presentations and records of meetings between Mentor and
Mentee must be readily available for inspection.

2.2.1.5.3 Concluding Report

A concluding report shall accompany the logbook when presented for completion and release from the
scheme.
The report shall contain the following information:

· Overview of the job(s) held during the OMPDS period.

· Overview of training received during the OMPDS period.

· Overview of completed projects.

· Listing of specific tasks outside of normal work routines that the individual was tasked with during
the OMPDS period.

2.2.1.5.4 Assessment Panel

A panel consisting of the Master Mentor, CFDH staff and OMPDS controller, will conduct the
verification of the OMPDS Logbooks and close out session.

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2.2.1.5.5 Operations Professional

Once the overview and supporting evidence has been verified, the Mentee will be considered as having
successfully completed the OMPDS Scheme and be deemed by the company to be an Operations
Professional.

Note: Those staff who wish to leave the scheme prior to completion, will need to inform the appropriate
Master Mentor in writing, clearly stating the reason why.

2.2.1.6 Unsatisfactory Performance / Removal – Suspension from the Scheme

This procedure will be applied to Graduate Engineers whose overall progress with OMPDS, over the period of
one year, has been identified as unsatisfactory.

2.2.1.6.1 Poor Performers

Mentees identified as “poor performers” will be given a formal warning and be subject to a remedial program.
The appropriate OMPDS Controller UOP/1, UOM/1 or UOW/1, along with the Mentor, will set out the
remedial program and monitor the performance of the Mentee for a period of six months. During this time,

 The Mentee is expected to demonstrate significant improvement.

 During the monitoring period, all overseas training courses will be suspended.
The Mentee has three options when placed on the monitoring period:

1) Reject the monitoring period as an opportunity to improve. (In which case the
Mentee effectively terminates his own participation in the scheme).

2) If effective progress is made during the monitoring period, the Mentee and Mentor
will further prepare a suitable program to address the poor performance over the
remainder of the OMPDS period.

3) If no progress is made during the monitoring period, the Mentees participation in

the OMPDS scheme will be considered terminated.

2.2.1.7 Consequences of Termination

 A note will be entered into the Mentees personal file stating that he has not shown
adequate interest in the scheme provided for personal and professional development.

 The individual's CEP will be reviewed by his operations Team Leader and his career
development plan adjusted accordingly.

2.2.1.8 Performance of the Mentor

The Mentor is seen as the “father figure” and proper encouragement and interest shown by the Mentor will
have a favourable and significant impact on the personal development of the Mentee.
If however a lack of interest by the Mentor becomes apparent, the following steps should be taken:

 The appropriate Master Mentor must be informed.

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 The Mentor will be cautioned. If this does not have the desired effect, the Mentor will be
removed from the scheme and a note placed in his personal file.

2.2.1.9 Modules and Development Routes

OMPDS is structured by means of modules, a module being a contained unit defining exposure to a
maintenance, production or well services supervisory function in the interior. Therefore a module by
definition is associated with a main technical discipline:

For Surface operations : For Subsurface operations :

 Mechanical  Well Service Operations
 Instruments
 Electrical
 Production
 Pipelines
 Corrosion
 SCADA

2.2.1.9.1 Discipline Module

All Mentees associated with “Operations” will be exposed to PDO activities through these modules. The
module will be dictated by the discipline towards which the individual is being developed.

2.2.1.9.2 Additional Modules

In those cases where there is no specific technical module, the appropriate OMPDS Controller and Corporate
Discipline Focal Point will prepare one, applicable to the discipline.

2.2.1.9.3 Competence Portfolios

A module defines a concept of discipline exposure and does not directly reflect a certain position or job. This
discipline exposure is translated into various competence portfolios identifying skills, knowledge and
experience associated with that particular discipline. The challenge to all will be to achieve the competencies
as defined in the competence portfolios, the level (Awareness, Knowledge or Skill) will depend on the needs
of the job.(See example in section 2.2.4.4.2).

2.2.1.9.4 Competence Briefs

The total number of competencies required, reflects the capability to satisfactorily perform in the 'Line
Supervisor' role. To simplify this procedure, the portfolio has been broken down into two main sections.

 Technical competencies.

 Non-technical (general) Competencies.

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The technical competencies are listed in the “technical” competence briefs and define the technical expertise
(= Awareness, Knowledge or Skill) required. Naturally these briefs are specific to a discipline (Production,
Mechanical, Electrical, Instrument, Pipelines, Corrosion, SCADA and Sub-surface operations).
The non-technical competencies are listed in the General competence briefs, of which there are two:

 Supervisory Competencies.

 Health, Safety and Environment.

2.2.2 Competence Achievement Methods

The methods for competence achievement are:

 Self study.
 Project / Studies.
 Field hands-on experience.
 Expertise transfer from knowledgeable personnel.
 Workshops / Seminars.
 Formal training courses.

There is a set of key questions that the Mentee must constantly ask himself:

 What is 'it'  Why must 'it' not fail

 Why do we need 'it'  How does 'it' fail
 How does 'it' work  Why does 'it' fail
 Why does 'it' work

These questions apply to technical and business processes, equipment, components as well as human
interfaces and will ultimately lead to more detailed comprehension, analysis and identification of parameters,
deviation factors, etc.

2.2.2.1 Self-Study
Self-study is an effective way of gaining theoretical knowledge of both technical and / general issues, the key
will be to apply the theory in practice.
Some tools strongly recommended for self-studies are:

 Audio and audio-visual material.  Safety Reference Manuals.

 Literature and drawings.
 Production Handbook.
 Codes of Practice.
 Operating Manuals. Operations Procedures.
 ERD (Engineering Reference Document).
 Vendor (equipment) Manuals.
 Various training reference manuals.
 Case histories.
 On Job Training Packages

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 DEP (Design and Engineering Practices).

 EP Documents.

Sources of tools and information are:-

 MAF Training Centre
 Fahud Training Centre
 Engineering Libraries
 Web based Electronic Document Management System (http://sww.pdo.shell.om/web/edms/index.html )
 Site based documents (refer to Asset document matrix (
http://sww.pdo.shell.om/hr/funct-disp/operations/production/documentMatrix.html ))
 On Job Trainers (located in each Area UOP/21x/22x)
 Northern Areas ( http://sww.pdo.shell.om/hr/funct-disp/operations/production/assnorth.html )
 Southern Areas ( http://sww.pdo.shell.om/hr/funct-disp/operations/production/asssouth.html )
 On Job Training Co-ordinators (http://sww.pdo.shell.om/hr/funct-disp/operations/production/caa1.html )
 Websites
 OMPDS (http://sww.pdo.shell.om/hr/funct-disp/operations/maintenance/ompds/ompdsMain.html)
 Production (http://sww.pdo.shell.om/hr/funct-disp/operations/production/PRHOME.HTM)
 Maintenance (http://sww.pdo.shell.om/hr/funct-disp/operations/maintenance/mthome.htm )
 Well Services (http://sww.pdo.shell.om/hr/funct-disp/operations/well_services/wshome.htm )
 Operations Computing Portfolio (http://sww.pdo.shell.om/am/pfaims/ocp/index.html )
 Other Disciplines (http://sww.pdo.shell.om/hr/funct-disp/FUN-DISP.HTM )

It is advisable to maintain records of self-studies undertaken, referencing source and highlighting theoretical
knowledge gained and how theory is applied in practice.

2.2.2.2 Projects
Project assignments during the course of a module are mandatory. The Mentee is required to undertake a
minimum of two projects per year. One of these projects will be presented to the local Area Management
Team, the other has to form the basis of an “annual presentation” to a Senior management audience.

2.2.2.2.1 Project Description

Projects should normally be directly related to the job / position held and ideally will encompass a genuine
operationally 'active' issue, resulting in analyses and recommendations directly contributing to PDO and
specifically the Mentee’s current Asset Team department.

Occasionally it may be beneficial to assign a “broadening” project to the Mentee. Ideally the project
assignments should greatly assist the development of the individual Mentee and enable him to make a genuine
contribution to the business.

2.2.2.2.2 Project Objectives

The challenge / difficulty level of the project assignments will be dependent on the Mentees career path and
will be defined by the Line Supervisor and Mentor, bearing in mind the desire for a correct balance between
Mentee development and contribution to the business. Clear “project objectives” and target / deliverables will
be set in order that performance and progress can properly be evaluated.

2.2.2.2.3 Project Initiatives

Mentee initiatives in defining project subjects will be highly appreciated and encouraged, nevertheless, Line
Supervisor and Mentor endorsement is required prior to project commencement.

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2.2.2.2.4 Project Assignments

The OMPDS logbook contains the required cover sheets for the “project assignments”. It should be clear that
a “project assignment” is intended to be a combination of a learning exercise and a genuine operational
contribution. The project definition must require a test of investigative and analytical skills and it will not
suffice to observe and describe routine activities and operations encountered during the Mentees normal
duties. Mentees should be able to demonstrate their own contribution and highlight the learning points gained
from a completed project.

2.2.2.3 Field Hands-on Experience

The most effective and efficient way of achieving technical and general competence levels is through 'raw
experience'. Application of theory in practice is influenced / governed by external factors such as practical
limitations, standards and procedures, HSE considerations, cost effects etc.
The Mentee should understand that implementation and application of theory into practice is the only accurate
way of evaluating competence. Fieldwork that is undertaken by the Mentee will greatly influence the overall
assessment.

2.2.2.3.1 Expertise transfer from a Knowledgeable Person

Tutoring by a knowledgeable person is another extremely effective method of knowledge and experience
transfer, especially on issues such as technical and business ethics, day-to-day operations, procedures and
standard practices and there implementation / application.

Great care however must be taken in selecting the right tutor. The most likely staff available for tutoring are
Line Supervisors and Mentors, the Corporate Discipline Focal Points and the OMPDS Controllers, On-Job
Trainers.

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2.2.2.3.2 Workshops / Seminars

Short workshops and seminars are effective knowledge transfer tools for groups of Mentees.
It will be at the discretion of the OMPDS Controllers to organise and arrange workshops / seminars, either in
the interior or at the coast, as and when required.

2.2.2.3.3 Formal Training Courses

The final method of knowledge transfer, mostly theory, is through formal training courses.
The Line Supervisor and Mentor, recognising the needs of the individual Mentee, will agree which courses are
applicable and the timing of such courses.
All “overseas” courses must be authorised by the appropriate OMPDS Controller, UOP/1, UOM/1 or UOW/1.

2.2.3 Reporting
2.2.3.1 OMPDS Logbook.

2.2.3.1.1 Report requirements and Evidence Collection

The modules in the OMPDS Logbook shall be supported by a portfolio of supporting evidence . The evidence
documentation shall offer the necessary proof that the module is fully understood, and that skills can be
competently applied.
It is mandatory that the logbook shall be properly maintained and updated regularly by all Mentees on
OMPDS, as it is required for the purpose of PDO 'accreditation'. It is the principal source of record of the
Mentees exposure and development. The logbook shall contain copies of the Module Competence Briefs,
Quarterly Reports, Project Details and training objectives.

2.2.3.1.2 Experience Recorded

The logbook must provide full details of work undertaken and training received. Observations on experience
gained should be recorded where appropriate, supplemented by references to any technical literature,
instruction books, operating manuals, text books or papers used, this information will be regarded as
“supporting evidence”.

2.2.3.1.3 Authentication
The Mentee should discuss the contents regularly with the Mentor at the progress meetings and he, (the
Mentor), should authenticate the contents. The contents of the logbook and the extent to which it has been
verified and signed-off will be the subject of formal audits by the OMPDS Controllers every six months.
As a footnote to each page of the logbook, who ever authenticates the sign-off of the “competence brief”
should write his name, sign and date, therefore validation is clearly identified

2.2.3.1.4 Balance of Competencies

Reports should clearly demonstrate that a balance of competencies has been achieved in a technical and
business sense.

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2.2.3.2 Quarterly Reports (Mentee / Mentor).

A record of all meetings between Mentor and Mentee should be maintained by the Mentee and included in the
OMPDS Logbook. The Mentor should authenticate such reports as being a true reflection of the discussions
held.
The reports form the basis for project / task / assignment evaluation by the Mentor and Line Supervisor, who
may call for an additional explanation in the form of discussion or presentation.

2.2.4 Assessment
The OMPDS Logbooks shall be reviewed on a quarterly basis by the Operations Function.
Feedback reports from the review shall be made available to Area and Function Managers in the form of an
OIPI (Operational Integrity Performance Indicator). OIPI has a direct effect on Team reward, therefore
satisfactory performance on the OMPDS scheme assists the team achieve end of year targets.

Mentee assessment and performance monitoring should be viewed as a continuous process, in order to identify
deviations, strengths and weaknesses and allow controlling key players to react accordingly.
The OMPDS environment supplies the tools to do this in four different ways:

 Through the Personal Interfaces………………2.2.4.1

 Through Presentations to Management……….2.2.4.2

 Through Quarterly Progress Reports…………..2.2.4.3

 Through Module Competence Briefs………….2.2.4.4

2.2.4.1 Personal Interfaces

The following direct “personal interfaces” with the Mentee in the form of periodic discussions and / or
meetings, are identified as follows:

 Mentee – Line Supervisor for assessment of day to day functioning and progression on
both “technical”, as well as “general” issues.

 Mentee – Mentor for advice and assessment of overall progression in OMPDS.

 Mentee - CDFP (Appendix 2.4.7) for assessment and sign-off of technical modules.

 Mentee - OMPDS Controller for assessment of OMPDS matters.

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2.2.4.2 Presentations to Management

The Mentee will be required to carry out one “presentation” per year.
The presentation will be given to an audience consisting of Area Coordinator, Mentor, Corporate Functional
Discipline Heads, OMPDS Controllers, invited guests. This procedure allows each OMPDS Engineer to
present their current projects and demonstrate their progress and development to a management audience, it
also allows the Operations CFDH’s to ask questions of the Mentees and their Mentors.
Selected Projects shall present to a Senior Mangement audience based on the coast.
The presentation to management will form the basis for the annual review of the Mentee, and progress will be
recorded in the Mentee’s staff report.
Mentee’s will be required to produce their OMPDS Logbook for inspection.
The “Project Detail” form template is shown as Appendix 2.4.2

Presentations are expected to include the following:

 Key learning points and Experience gained. (What the Mentee contributed to the Project).

 Business benefit / Commercial impact to PDO. (ie: $ savings)

 Conclusions and Recommendations.

 How “follow up” of recommendations will be actioned?

Each presentation should be of approximately twenty minutes duration with a further ten minutes allowed for
questioning. All presentations should be introduced in a similar format to allow comparison of progress.
The “introduction” view graph template is shown as Appendix 2.4.3

2.2.4.3 Quarterly Reports

The quality of the Quarterly Reports compiled by the Mentor / Mentee will provide data to assess
competencies and level achieved as well as clearly show a maturing / developing trend.
Reports can also be an aid in identifying initiative, drive and creativity aspects.
The “Quarterly Report” form template is shown as Appendix 2.4.1

2.2.4.4 Module Competence Briefs

2.2.4.4.1 Technical and General Competence Briefs

Both the “technical” and “general” competence briefs identify competencies to be achieved within the
module(s). They provide tools to assist with competence assessment.
The briefs show two columns labelled 'level required' and 'level achieved'. These columns form a tool and aid
for the Mentee and the other players and do not form a reference document. Competence can be assessed
using a variety of methods but one simple self-explanatory method is described below.

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2.2.4.4.2 Abbreviations / Definitions

Awareness
 Locate, identify and describe the basic operation of plant or equipment.
 Describe the basic steps associated with a given task – in particular, those associated
with HS & E.

Knowledge
 Describe in detail the operation of plant and equipment including equipment
internals and their function.
 Knowledge of standards and procedures associated with a given task.

Skill
 Competently and safely perform a work task to a defined and acceptable standard.

Example:

Awareness : “Identify and discuss the objective of a pressure measuring element”.

Knowledge : “Contribute to the selection and usage of a pressure element”.

Skill : “Be able to calibrate and re-range a pressure element”.

2.3 Roles and Responsibilities

The responsibility for the success of OMPDS rests primarily with the Mentee himself, without his
interest, dedication and determination the scheme will not work.
However, there are other key players involved who will provide cross checking to avoid major
misunderstandings, the importance of communication being paramount.
Each Mentee will have a Mentor who will support his ongoing development activities.
Area Team Leaders, CFDH’s and OMPDS Controllers have also been assigned in supporting roles for the
OMPDS process.

2.3.1 Mentee (Graduate Engineer)

The prime responsibility of the Mentee is to excel. The concept of owning one's own career is particularly
applicable within the OMPDS structure. The drive to excel, utilising initiatives and extra-curricular activities
are encouraged within the OMPDS environment. Therefore the challenge for the Mentee is to accept the
opportunities and demonstrate capacities and potential through high standards of performance.

By remaining committed to the scheme, the Mentee has the opportunity to gain tangible benefits, such as
quicker career progression and a job more to his liking, he will also be helped towards developing a more
realistic view of his capabilities.

The principle responsibilities of a Mentee on OMPDS are:

 Having a valid OMPDS Plan in place, that has been discussed and agreed with his Mentor.
[See example OMPDS Yearly Plan in Appendix 2.4.5]
 Working against assigned tasks and targets, and exploiting all work exposure opportunities that
are made available to him, for the purpose of developing and improving his level of competence
in line with work requirements.
 Attending training and development courses for which he has been nominated.
 Finalising “Quarterly Report” and “Project Detail” forms with the Mentor and Line Supervisor.

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It is mandatory that all logbooks are kept up to date, with regards to Competence Brief sign-off and any
supporting evidence of task achievement. The logbook will be subject to periodic inspection by audit and
will form the basis for the end of OMPDS assessment.

2.3.2 Line Supervisor

The prime responsibilities of the Line Supervisor are:

 Assist the Mentor with assigning projects and tasks.

 Supervise, instruct, guide and monitor the Mentee on a day-to-day basis.
 Co-ordinate the knowledge transfer.
 Competence assessment and logbook follow-up.
 Include reference to OMPDS performance in the yearly Staff Report.

At least once a month a meeting should be scheduled with the Mentee, defining objectives and assignments
and reviewing achievements at shift closeout. Although not mandatory it is advised that these meetings are
recorded.

2.3.3 Mentor
The prime responsibilities of the Mentor are:

 Monitor progress of the Mentee.

 Authenticate the OMPDS logbook as well as Quarterly Reports and Project Details.
 Ensure balance of tasks assigned, in order to achieve both operations and technical business
objectives.
 Advise on future needs, in the way of practical and formal training, together with the Line
Supervisor.
 Ensure the Mentee maintains all relevant documentation in his logbook as supporting evidence.

 The Mentor must attend presentations made by his Mentee.

The number of Mentee’s assigned to a Mentor should not exceed two. Mentee(s) and Mentor's working
schedules need to be aligned as much as possible in order to optimise communication opportunities.
Monthly meetings between Mentor and Mentee are not mandatory, but recommended, however, the
submitting of “Quarterly Reports” and “Project Details” updates are mandatory.

2.3.4 OMPDS Controllers (UOP/2 - UOP/21 & UOP/22)

The prime responsibilities of the OMPDS Controllers are to:

 Ensure all OMPDS players know their roles and audit those activities.
 Authorise all overseas course nominations. (Subject to satisfactory performance on OMPDS)
 Ensure Mentee’s are maintaining proper records (audit).
 Maintain a database on all Mentee’s.

The OMPDS Controllers will be further supported in their role by discipline engineers UOP/1, UOM/1 and
UOW/1

The OMPDS Controllers shall monitor performance of the scheme through agreed Performance Indicators
(OIPI-7) and forward these indicators to the Area Co-ordinators, Operations Team Leader’s and CFDH’s.

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The OMPDS Controllers main objective is to establish and maintain a suitable OMPDS environment, while
co-ordinating all OMPDS related activities.

2.3.5 Master Mentors (UOP, UOM and UOW)

The responsibilities of the Master Mentors are to:

 Endorse selected Mentors.

 Ensure registration on OMPDS for all Mentees taking up establishment positions.
 Review performance and development of the Mentee annually.

The role of the CFDH’s in OMPDS is advisory only, and limited to those Mentee’s following a development
route which has targeted them to become a professional discipline engineer or specialist operations staff.
For these staff, the CFDH’s are involved in longer term career planning.

2.3.6 Corporate Discipline Focal Point (CDFP)

The Corporate Discipline Focal Point performs in an advisory function only, however the role of the CDFP
can be a decisive factor in the correct assessment of technical competence achieved.
The services of a CDFP may be required if it is not appropriate or possible for the Line Supervisor and/or
Mentor to fully assess discipline technical competence achievements (i.e. Area Co-ordinator (Production
background) mentoring an Electrical Supervisor.

2.3.7 Area Co-ordinators

The Area Co-ordinators participation in OMPDS is based upon monitoring the work performance of Mentee’s
fulfilling a supervisory role within his section. This includes the following:

 Active support of Mentee development requirements associated with OMPDS, in liaison with
their Mentors.

 Ensure that all “overseas” course nominations are sent to the OMPDS Controllers for
authentication.

 Provide feedback information regarding the scheme to the OMPDS Controllers, as and when
required.

If the Mentee is acting as a Line Supervisor, ensure that performance on OMPDS is mentioned in the
Mentee’s annual “Staff Report”.

2.3.8 Operations Team Leaders (OTL’s)

The Area Team Leaders involvement in the scheme is as follows:

 Quarterly review of OMPDS “Performance Indicators” provided by the CFDH’s and the OMPDS
Controllers.

 Discuss progress of supervisors on OMPDS, with the Area Co-ordinators while on interior visits.

 Include in the Area Co-ordinators / Line Supervisors “tasks and targets”, the monitoring and
review of OMPDS participants.

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 Ensure that the performance of personnel participating in the OMPDS scheme is mentioned in
the annual “staff reports”.

2.3.9 Resource Development Advisers (RDA’s)

The Resource Development Advisers, prior to making changes to the operations manpower structure, are
requested to consult the appropriate OMPDS Controller to confirm:

 Whether the Supervisor (Mentee) is participating in the OMPDS Scheme

 If so, how is he performing?

 That all “overseas” course nominations are sent to the appropriate OMPDS Controller for
verification.

 If the Mentee is acting as a Line Supervisor, ensure that his performance on OMPDS is
mentioned in his annual “Staff Report”.

2.3.10 Campaign Co-ordinators

The Campaign Co-ordinators participation in the scheme is based upon the monitoring of the work
performance of Mentee’s fulfilling a development role within his department, and includes:

 Active support of Mentee development requirements associated with OMPDS, in liaison with
their Mentors.

 Ensuring that all “overseas” course nominations are sent to the appropriate OMPDS Controller
for verification.

 Providing feedback information regarding the scheme to the OMPDS Controllers, as and when
required.

 If the Mentee is acting as a Line Supervisor, ensure that performance on OMPDS is mentioned in
the Mentee’s annual “Staff Report”.

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2.4. Appendices

2.4.1 Appendix A – Quarterly Report form.

2.4.2 Appendix B – Project Details form.

2.4.3 Appendix C1 – Presentations, “Introduction Page”.

2.4.3.1 Appendix C2 – Presentations, “Points to be addressed”.

2.4.4 Appendix D – Examples of past “Projects”.

2.4.7 Appendix E – CFDH’s and their delegated Signatories

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Appendix A

Name
QUARTERLY
Company #
REPORT
Discipline: Location : Date :

Report for Quarter # of OMPDS year Ref. Ind.:

Quarterly Report
to be completed by the Mentee

i.e…

Objectives achieved / modules signed off during this Quarter:

Objectives to be achieved / modules to be signed off during the next Quarter:

Presentations completed this quarter (if any),…audience, subject, audience response

Project involvement (specific lessons learnt, improvements that could be made, recommendations)

Evidence sources identified to confirm and support log book. (Portfolio evidence collected?)

Name: Ref. Indicator Sign:

….../...../.....

Direct Supervisor Development Comments

Name : Ref. Indicator Sign:

.…./...../.....

Mentor Comments

Name : Ref. Indicator Sign:

..…./...../…..

Appendix B
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Name
PROJECT
Company # DETAILS

Discipline: Location : Date :

Project # of OMPDS year Ref. Ind.:

Project Details
to be completed by the Mentee
Title :

Name: Ref. Indicator Sign:

….../...../.....

Direct Supervisor Project advice:

Name : Ref. Indicator Sign:

.…./...../.....

Mentor Comments

Name : Ref. Indicator Sign:

..…./...../…..

Appendix C1

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Presentations

Introduction View Graph

Name: ______________________________________________________________

Ref. Indicator: ______________________________________________________________

Asset Team: ______________________________________________________________

Years on OMPDS: ______________________________________________________________

Discipline: ______________________________________________________________

Project title: ______________________________________________________________

Logbook percentage complete:

Core Discipline Brief __________% Signed (Y/N)

General Brief __________% Signed (Y/N)

Mentor name: ____________________________________________

Ref. Indicator: ____________________________________________

Quarterly Reports submitted by the Mentor / Mentee

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Appendix C2

Points to be addressed during presentations of projects to

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Operations Management

The following highlights should be covered when you present your projects. The focus
is to be on what learning you achieved as an individual and what benefits, if any, there
are to PDO as a result of your work.

 What I learnt from this project?

 The problems I encountered and how I addressed / solved them.

 Which other departments did I contact for information and what was the
contribution they made towards the project?

 What benefits to PDO, financial / HSE etc. did I identify?

 The conclusions I reached and the recommendations I made.

Appendix D

Examples of past “Projects”:

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Mechanical:

Solar Gas Compressors:

Analyse frequent failures on compressor bearings and capsules for Solar Gas Compressors in the Fahud /
Natih area. Make recommendations to reduce the failures in order to improve compressor reliability.

Reciprocating Compressor Maintenance:

Organise, prepare/plan, execute and close out major maintenance activities. Review of activities and
recommendations for improvement.

Investigation into Pump Seal failures:

Find and solve repetitive failures, analyse failure mode, analyse breakdown maintenance, analyse seal design
and make recommendations for new component design and seal manufacturer.

Electrical:

Pole Fires:
Pole fires associated with PDO’s overhead line distribution system.
Identify the possible causes of the “pole fires” and highlight the areas of concern.
Suggest precautionary measures that may be adopted, the measures should then be associated with
maintenance techniques.
Recommend technical solutions to the problems.

Testing of GEC Micro Motor distance protection relays.

Write a maintenance craft procedure for the testing of a GEC Micro-motor distance protection relay type
SHNB 102, as fitted to the PDO transmission system.

Discuss the following:

- Principle of operation and performance

- Relay types and applications
- Phase and earth fault operation
- Zone discrimination.

Instruments

Supervise instrument maintenance in the field, focus on:

- Field technical and safety activities
- Material requirements
- Administration
- Recording
- Reporting
- Scheduling of “Work Orders”

Develop a report highlighting any recommendations for change, to the way we carry out the business at
present.

SCADA system upgrade.

Produce an overview of the SCADA system upgrade associated with the installation and commissioning of the
132 KV interconnector between North and South Oman.

Production Surface Operations

Yibal Reservoir:
Identify the Yibal reservoir management approach, highlighting the interface between the planning and
programming departments, Petroleum Engineering and Production Operations.

Summary Report:
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Develop a summary report on how you would maintain the optimum production potential for the field under
your control.

Production Subsurface Operations

Halliburton’s Policy
Investigate Halliburton’s policy on handling, storage and disposal of hazardous materials used in Stimulation,
ie: acids not used on the job. If the policy is found to be inadequate, make recommendations to assure the
correct procedure for the disposal of such materials.

Wire-line database
The present wire-line reporting database is considered by many to be cumbersome and does not fully meet
user requirements. Review the above statement and develop a draft functional specification for a new database
to satisfy OTW requirements.

Appendix E

CFDH’s and their Delegated OMPDS Signatories.

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Discipline CFDH Delegated OMPDS Signatories.

CDFP or equivalent.

Production Operations UOP, Saif Al-Harthy UOP/1, Colin Kippen

Mechanical (Rotating) UOM, Naaman Al-Naamany OTT/41, Jasper Sheedy

Mechanical (Static) UOM, Naaman Al-Naamany OTT/14, Mike Clark

Control and Automation UOM, Naaman Al-Naamany OTT/32, Syed Hussein Taha
(SCADA + Instrumentation)

Electrical UOM, Naaman Al-Naamany OIE/3, Saif Al-Sumry

Pipelines UOM, Naaman Al-Naamany OTT/23, Maawia Al-Harrasy

Well Services Operations UOW, Nasser Al-Hamzy UOW/1,Musallam Al Kathiri

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