Many of the past posts have discussed the need for integrated processes, practices and tools to act as alignment mechanisms to communicate characteristics of project accomplishments. All of which, provide valuable data to effectively manage a balanced scorecard bridging the gap between strategy and actions. However, an appropriate level of success is not always achieved by the physical completion of hard asset deliverables. While the main leading objective may be accomplished, such as the Unit or Plant start up is successful, the tendency for continuing effort toward the completion of seemingly inconsequential activities is often discounted and not actualized.
Unfortunately the completion and archiving of assorted checklists, reports and follow up documentation relative to key deliverables fails to materialize. Understanding the main goal of a Turnaround is to positively increase asset reliability, so... checklists, reports, failure codes, future recommendations and discoveries are essential when providing historical data in which future decisions are leveraged. Notwithstanding, strategies are not personal preferences which the organizational culture occasionally implies when not recognizing the potential consequences of noncompliance. The lagging success factors are a secondary, but fundamental, elements providing an understanding of the internal and/or Joint Venture systems, controls and supporting documentation to reinforce cost alignment. The absence of required documentation may be a trigger to execute an audit and act as leverage to collect perceived overpayment amounts or bring into question asset condition and reliability.
The caveat is the Quality Systems Group, which consistently performs at a high level of competence while many stakeholder groups compromise success by working hard but not fulfilling all requirements.
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