November 11, 2025 • 2 min read
Faster, smarter
project delivery for bp
in the Gulf of America
We’re working with bp across global sites to improve project planning and execution.
We’re continuing our global strategy alliance, delivering measurable improvements for bp by rethinking how projects are planned and executed. In the Gulf of America, we’ve aligned teams across bp and GWIS – the Worley-Grand Isle Shipyard joint venture – with the goal of delivering smarter, safer, more efficient projects.
“These business benefits matter to bp because every efficiency gained means we can safely deliver projects faster and at lower cost, keeping the Gulf of America an attractive region for continued investment. By streamlining execution and working collaboratively, we drive value for our stakeholders while ensuring safe sustainable success and unlocking new opportunities in the Gulf.”
Steve Chabelal, Unit Lead, Site Projects Production West, bp
Standardizing workflows to accelerate delivery
By introducing a backbone of standardized workflows for site projects execution, we’re simplifying processes, defining acceptable delivery times, removing blockers and accelerating delivery.
Process improvements started with a set of repeatable workflows to guide project delivery. These were then tested in collaborative workshops, where teams challenged each step, identified pain points and developed smarter alternatives.
Statistic Cards
Using collaboration to generate real impact
These improvements have had proven impact. Working collaboratively in the Gulf of America, we have:
- Reduced project stage gates: stage gates are the key checkpoints for assessing a project’s readiness for the next phase. By consolidating lower-complexity work into fewer stages, we achieved a 60% reduction in schedule and a 40% reduction in cost for combined front-end loading (FEL 1/2/3) execution.
- Delivered workpacks faster: cutting down on revisions and accelerating reviews and approvals, reducing workpack cycle times by seven weeks.
- Streamlined change management: simplifying workflows and reducing approval steps, cutting change request cycle times by over 50%.
- Removed survey planning from the critical path: triggering offshore surveys earlier to reduce schedule risk, saving up to eight weeks in the Define phase (front-end engineering design, or FEED) on recent projects.
- Simplified document distribution: reviewing lifecycle and distribution processes, identifying over 2,000 documents that could be simplified, reducing administrative effort and eliminating unnecessary revisions.
“In the Gulf of America, we’re proving what’s possible when we operate as one team. By reducing cycle times and standardizing how we plan and work, we’re delivering projects faster, more efficiently and with greater consistency. This alliance reflects our commitment to disciplined execution and continuous improvement. Together with bp, our teams are pushing the boundaries to drive long-term value across bp’s portfolio.”
Matthew Rachpaul, Vice President of Energy, Houston Operations, Worley
Committed to improving project delivery standards
These results aren’t just numbers; they represent a shift in how projects are being delivered. Through our common commitment to continuous improvement, bp and GWIS are proving that faster can also mean smarter, and collaborative problem solving can unlock efficiencies without compromising safety or quality.
We’re setting a new standard for delivery in the Gulf – one where clarity, speed and collaboration drive better outcomes for every project.
