Bijan Cour

Seven years experience in Oil & Gas
EPC project management, worldwide.


* Total Gas & Power

Since August 2005
LNG Technology. Total LNG re-gasification plants: projects follow up and technical assistance.


* Saipem S.A. (former Bouygues Offshore)

August 2004 to August 2005
EPC Project: Extension of the LNG re-gasification terminal of « Zeebrugge » Belgium 140 MEuros. Project started in August 2004 composed of a new 140.000m3 LNG Tank and complete vaporization facilities.
Project Control Manager: In charge of the scheduling of all the activities (under Primavera P3), the progress measurement, the cost control, Contract management & issuance of the internal and client periodic reports.
Reporting to the Project Director.

January 2004 to May 2004
Project Manager: Offshore Hook Up project in Angola for TOTAL. Hook Up of a 500 Tones Gas Lift Module on the COBO platform, Bloc 3. Budget of 4M$; 30.000 man-hours including 20.000 performed offshore (Hot works while platform was in production). Project included survey for spools drawings, engineering, purchasing and prefabrication works in Luanda Angola. Hook Up, Pre-commissioning and commissioning of the module.
Reporting to the Branch Director.

April 2003 to December 2003
Corporate project management: SAP implementation and roll out in Saipem S.A. after Bouygues Offshore take over by Saipem Group. (Departments concerned: Engineering dep. Purchasing & Logistics dep. Accounting Cost Control and Finance )
In charge of the Change Management throughout the different phases of the project.
 Upstream phase: company process comparison of French Saipem S.A. and Saipem Group. Identification of main “organisational gaps”.
 Follow up of the team of 20 consultants from Accenture during the elaboration of the data migration methodology.
 Change Management: In charge of the training plan strategy and its implementation. 600 people have been trained through a cascade approach (based on key users and change leaders). To accompany the main EPIC projects dealt by Saipem SA throughout this major IT and cultural change, an upstream “help desk” has been put in place (This has lead to the definition of new corporate procedures and new reporting tools based on SAP Data)
Reporting to the Project Director.

December 2001 to April 2003
EPC Project in India: “Hazira LNG Import Terminal”, Gujarat for Shell. 350 M$ (contract obtained without bidding phase, following the basic engineering studies performed in 2000).
 Expatriate in India TICB Mumbai Office. Coordination of the Detailed Engineering of the LNG Terminal. Working as deputy to the Technical manager. Team of 60 engineers and technicians involved (110.000 man-hours of engineering) Issue of detailed engineering drawings and requisitions, suppliers data incorporation in the design PDMS 3D model for the piping.
Reporting to the Project Technical Manager.

January 2000 to May 2001
Feasibility study and Basic Engineering studies of the Hazira LNG Terminal in India. For Shell Global Solutions.
 Project Engineering Manager. 7.000 engineering man-hours of feasibility studies followed by 38.000 engineering man-hours during Basic Engineering studies. Studies started from a blank sheet of paper. CAPEX/OPEX studies for the various design options, cascade selection leading to optimal design to cost. Write up of the technical design dossier of the bid for the EPC project. No bidding phase has been performed and the contract has been awarded directly to Saipem SA in December 2001
Reporting to the Commercial Manager.

Secteur : Eau - Électricité - Gaz

Secteur : Industrie