Mary Kentebe

• Provides detailed reports on project interactions for informed management decisions and strategized improvements. Delivered several estimate and schedule fact sheets (ESFS) to take final investment decisions (FID) for execution of three Deepwater portfolio projects: FD1 ($166mln), 702w10 ($98mln), and FD2 ($188mln); and a revised GIP on the BMIRP Tr1A project ($182mln).
• Coach team members on best practices for handling challenging situations, fostering a culture of continuous learning.
• Establish a strong rapport with both internal and external stakeholders, fostering a collaborative environment that promotes shared success.
• Responsible for establishing, managing, and delivering the Project services discipline activities for Asset support OPEX (>US$300million)
• Responsible for establishing, managing, and delivering the standard and consistent suite of Project services discipline activities for new oil portfolio >US$1.5bln.
• Lead the project services team to deliver discipline support to various projects across the opportunity maturation phases to ensure the existing Bonga FPSO is kept full and stays cash positive.
• Provide analysis of trends that offer early warning of any deviations.
• Drove transformational change on strategy for the FD1 project, by challenging the status quo using data; resulting in >12 months’ time gain on schedule and circa $100mln savings on cost.
• Successfully managed the cost, schedule, risk, and reports (internal and external) for the suite of new oil and Asset support Opex portfolios to achieve timely and safe delivery of >70 MMbbls of oil to the Bonga FPSO (150% above plan)
• Actively contributes as SME in the risk management practitioner community, evidenced in:

1. Initiation and development of the Black Box, Cost & Schedule Risk

analysis video on the workday, to provide awareness and demystify

the process for risk managers and stakeholders alike.

2. My contribution to NLNG's integration aspiration, of ensuring “no

surprises”, during an interactive lecture delivered at the NLNG Risk

Management Week on Risk Management in a VUCA Environment

and Lessons learnt from Leading Organizations.

3. Contributed to the DWP's competitive and sustainable cost base by

ensuring improved and sustained accuracy, of up to 84% in 2023.

• Championed improvement drive via a value stream mapping session for the COG cost and schedule risk analysis process.
• Excellent communication skills, Self-motivated, with a strong sense of personal responsibility.
• Analyzed information and provided solutions to problems.
• Developed and maintained the COG 3x3 Portfolio risk assessment matrix, and the Portfolio Management Manual for the COG portfolio
• Deepened trust in schedule forecasts/ promises. Evidenced in DG3 P50 dates of the Epu Ph2 and HI Projects, which was achieved within record time.
• Conducted risk analysis that supported the HA and HI projects through VAR3 /Competitiveness reviews and ultimately the attainment of DG3 on the HI Project.
• Facilitated Risk management training for a non-technical risk Integration Course to strengthen collaboration with External relations. – held on 4th Jul 2019.
• Reviewer at several project assurance reviews, such as Agbada NAG project peer review (PPR), and Bonga North life extension ESAR team.
• Championed the upskilling initiative in the Project services discipline and established quarterly risk management knowledge-sharing forum.
• Provided Planning and Risk support that ensured SPDC must win growth ambition targets were achieved - With Epu phase 2, Diebu Creek, HA, and HI Projects achieving DG3 and SNC2 achieving FID in 2019.
• Ensured SPDC risk management leveraged on digitalization by the inclusion of the HI project as a pilot test in the digital risk reporting tool- Power BI
• Established improved collaboration with the Central global risk team for Peer review and collaborative support. - evidenced in my appointment as 1st Nigerian SME risk practitioner COG EMEA,

• Participated in weekly progress meetings, providing updates on schedule adherence, resource allocation, and overall project health.
• Monitored project progress, identifying potential risks and implementing corrective actions to mitigate their impact.
• Maintained excellent communication with clients, providing regular updates on project status and addressing concerns promptly.
• Assisted in the preparation of accurate cost estimates and budgets, ensuring financial feasibility of proposed projects.
• Conducted thorough risk assessments for proactive identification and mitigation of potential issues in the project lifecycle.
• Made accurate estimates for timescales and costs for about 7 projects at varying maturation stages.
• Managed expectations through clear communication channels with stakeholders regarding scope changes, budget adjustments and project timelines.
• Championed the implementation of contingency ranges for projects in the conceptual project stage using the Epu Phase2 Project as the pilot.
• Developed schedules for various levels of project assurance reviews (VARs/SARs/ESARs), that led to successful decision outcomes for the following five projects: Gbaran CPF upgrade (GSACM), Iseni Early Hook up, Okpokunou EHU, Epu phase2, and the HAHB field developments.
• As pioneer senior planner for concept/front-end projects, I led the team of four planners, engaging and collaborating with internal stakeholders to obtain the full value of a co-located planning team.
• Designed and maintained a 90-day Performance measurement dashboard for pre-execute phase projects, using the shallow water offshore project as pilot.
• Partnered with the CP team to develop the contracting tactics and facilitated scrum sessions to mitigate potential risks while executing EPCIC contract for the Execute Phase of the HA/HI project for timely delivery.

• Ensured efficient project delivery through proactive engagement internally and externally to resolve issues promptly during project at project execution.
• Streamlined workflows with thorough analysis of project resource allocation and utilization.
• Enhanced team productivity by coordinating cross-functional teams and ensuring timely execution of tasks.
• Reduced costs, optimized resource usage, and ensured on-time project completion by monitoring progress against established timelines.
• Participated in periodic progress meetings, providing updates on schedule adherence, resource allocation, and overall project health.
• Monitored project progress, identifying potential risks and implementing corrective actions to mitigate their impact.
• Maintained excellent communication with contractors and regulators, providing regular updates on project status and addressing concerns promptly.
• Conducted thorough risk assessments for proactive identification and mitigation of potential issues in the project lifecycle.
• Managed expectations through clear communication channels with stakeholders regarding scope changes, budget adjustments and project timelines.
• Developed contingency plans to address unforeseen challenges, minimizing disruptions to overall project timeline.
• Contributed to successful completion of multiple projects by effectively coordinating work activities among various departments and subcontractors.
• Provided planning support that delivered the CPF & Flow station facilities scope, and Gas gathering pipelines of the southern swamp associated gas (SSAGS) project up to mechanical completion.
• Established improved relationship with Contractors’ Project control teams thus reducing turnaround times on resolving planning issues.
• Provided support in the assessment of Value of Work Done (VOWD) and budget phasing on the SSAGS project.
• Achieved cost savings of over US$2.5M on variation proposal of circa US$9.5M from contractors using time slice analysis.
• Advanced improvement initiatives on contractors' reporting formats for greater value and eliminated delays encountered in timely issuance of team’s periodic reports by applying improved structure to the reporting process.
• Secured baseline of the SSAGS project schedules (SPDC & Contractors) including the SSAGS shutdown plan for brownfield works for integrated activity planning.
• Coached young engineers on the in-house “Develop Program” for structured competence development as project services personnel within their first 3-5 years.