The Bigger the Project, the Better, Says Chevron CIO

Computerworld New Zealand on November 06, 2006

Going against the conventional wisdom that big projects yield a bigger risk for failure, the CIO of Chevron says his most successful projects take up to five years to complete and often cost hundreds of millions of dollars. Partly, he says, that's because more attention is paid to integration for such efforts. One example: a new infrastructure that links 50,000 desktops in 1,800 locations and is expected to save Chevron $50 million a year by eliminating duplicate systems and processes. The key to Chevron's success is Project Everest, a roadmap for tech investments designed to ensure that projects that will yield the most benefit for the company get the most management attention. Chevron also uses a homegrown project management methodology called the Chevron Project Development and Execution Process.