Final Paper.docx - Running Head PRIME MANAGEMENT PRACTICES PRIME Management Practices Jennifer Peshoff Management for Organizations MGT 330 Doctor

Final Paper.docx - Running Head PRIME MANAGEMENT PRACTICES...

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Running Head: PRIME MANAGEMENT PRACTICES 1 PRIME Management Practices Jennifer Peshoff Management for Organizations MGT 330 Doctor Stewart October 13, 2017
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PRIME MANAGEMENT PRACTICES 2 Introduction “Project management has evolved from a set of processes that were once considered “nice” to have to a structured methodology that is considered mandatory for the survival of the firm. Companies are now realizing that their entire business, including most of the routine activities, can be regarded as a series of projects. Simple stated, we are managing out business by projects.” (Kerzner, 2014, p. 1). CenterPoint Energy has taken this approach to business, there is 15 projects running concurrently today. I am currently working on one of these projects called Permanent Records Integrity Management Excellence (PRIME). In September 2010, a pipeline explosion occurred in San Bruno California. There were 8 fatalities, 58 injuries and over 150 homes damaged or destroyed. The pipeline was owned and operated by Pacific Gas & Electric (PG&E). An extensive investigation was conducted by multiple jurisdictional agencies including state and federal regulators. At the request of Congress, an independent investigation was conducted by the National Transportations and Safety Board (NTSB). In the spring of 2011, the NTSB released its preliminary findings. This prompted several rule changes, imposing more stringent requirements around transmission testing and line inspections. The investigations that followed this unfortunate incident would create an intensity and risk awareness for not possessing and maintaining appropriate records. This intensity would ultimately change the industry. Management practices of planning, leading, organizing, staffing, and controlling the PRIME Project then was implemented at CenterPoint Energy. Planning In September of that same year, CenterPoint Energy initiated a Records Integrity Project (RIP) to review all record keeping systems that supports gas operations, and to identify gaps in
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PRIME MANAGEMENT PRACTICES 3 data records and where the breakdown originates. Additionally, they were to identify any opportunities to move manual (paper copy) archived records to an electronic system as well as identify a process to connect purchasing mill test records (all documents) to an electronic record keeping system. In February 2012, the RIP reported approximately 33 gaps followed by 4 recommendations to the executive leadership. The recommendations were to: create a records
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