BP Oil Spill Project Management

The BP Deepwater Horizon project engaged in drilling oil in Mexico where the project collapsed into places leaving the platform workers dead, and the whole project went down since oil started gushing through the pipes. The primary goal of the project was to drill new oil in the Gulf of Mexico with the aim of improving the livelihood of the residents residing within the gulf. The implementation of the project did not include proper risk management strategies to help in overcoming potential risks that may arise during the project. However, the company made efforts that focused on closing the relief valves to help in reducing and preventing instances that involved oil spillage when undertaking the project. At the initial stages of the project, the company expressed confidence in overcoming the risks involved while constructing the drilling plant. 

The significant challenges involved while undertaking the project involved the use of inappropriate equipment that increased the risks associated with the collapse of the drilling project. The company did not consider planning a risk management team that would help in developing appropriate strategies that would help in overcoming risks that would arise while undertaking the project. A risk management team helps in assessing the risks that may be involved in a given project hindering the success of a given project (Galli, 2017). The project did not achieve the desired success considering the damages and the outcomes of the project. Considering the outcome of the project, I learned that a risk management team is significant in any given project as it helps in assessing potential risks that may hinder the overall success of the project. To avoid such a situation, I would ensure that I undertake a risk assessment plan. The termination process of the project involved discontinuing the project without prior notice considering the damage that had already occurred. 

Reference 

Galli, B. J. (2017). Risk Management in Project Environments: Reflection of The Standard Process.  The Journal of Modern Project Management ,  5 (2), 39-49.