The managing directors of a number of Perth Basin explorers will attest to this challenge in their reflective moments, as a number of discoveries there develop into full blown oilfields. The demand to manage these projects is not made any easier with the recent drying up of investment capital.

Genesis Engineering, a global consultancy which has made its name in the front end engineering and design sector, has launched a unit led by a well known Perth project manager, Peter Le Huray, with the specific aim to help E&P companies manage the transition into the development and production phases.

"We're here to offer support and guidance, not to teach people how to suck eggs," said Le Huray, who has occupied senior project management positions in a range of recent prominent projects. Having been a key player in the third and final Laminaria project team, he is well aware of how projects can get off track, and more importantly, what is required to pull them back on track.

Sacking swags of contractors and taking "hands on" control of a project doesn't work in all circumstances however.

There is not a one size fits all solution to oilfield project management. It is a fine balance of the common elements of project management, and the individual culture of the company involved. One very stark example is demonstrated by looking at the two most active companies on the west coast - Woodside and Apache Energy.

These two companies have vastly different approaches to field development. Apache is renowned for being a low cost, fast track developer, a tag that although sometimes derided by others, has resulted in one of the quickest development records in the country. Its ability to turn discoveries into cash flows is the envy of the industry.

Woodside on the other hand, enjoys the status of being one of Perth's favourite sons - its origins in the Victorian countryside now a distant memory. It also carries the reputation of being one of the most detail oriented and risk averse operating companies, with some unfortunate cost and schedule experiences in offshore projects in the last 10 years.

So clearly, what's good for the goose is not necessarily good for the gander. The right fit for Apache would probably cause a pink fit among the Woodside staffers.

Le Huray said the skill is fitting those elements that do have commonality, with the commercial and cultural drivers of the client.

"One has to look incisively and independently at the issues," he said. "One has to understand the culture and drivers of the company, and be in tune with the attitudes so one can therefore deliver the cultural drivers of the client. An aversion to some basic structure and control in a project can be every bit as dangerous to outcomes as a fixation upon rigid and inflexible processes.

"There are the regular elements that pertain to project management - scheduling elements, cost constraints, validations, audit scheduling etc etc.

"But what we try to instill is some of our own culture in relation to project management. Essentially, that is that it's not wrong to question pre-destined approaches. We firmly believe there has to be pragmatism in the application of systems. The only absolutes should be in relation to safety."

What Le Huray is talking about is risk management, though he admits it has become a hackneyed phrase.

One analogy he uses is the watch as a timepiece, and the inevitable slippage that occurs in even the most expensive models. "The most accurate watch is one whose hands have stopped. It is absolutely correct twice a day. However, what you really want is a watch that gives a reasonably accurate idea of the time. It does not have to be absolute.

"In the same way, your engineering and project management needs to be tuned to your needs, not vice versa."

What happens when the instrument is out of tune? "We'd prefer to come into a project in the early stages to set up the systems to achieve a good conclusion, but the reality of the world is that often people need to hit that brick wall to realise they need more resources," said Le Huray.

The Genesis Management Consultancy personnel are all broadly experienced in project management and risk management both within the operator environment and from the perspective of the contractor.

"We have seen and experienced the good and the bad from both sides of the equation. Our knowledge spans the industry from majors to new starters, from minor 'step out' developments to world class, stand-alone, greenfield projects."

"And that's what we bring to the table."