I had the fortune to facilitate this past November in Doha, Qatar.
Thank you all for your attendance, support and passion.
Topic: Turnaround Scope Control
Duration: 4 hrs
Audience: Gulf Energy representatives and Facility Turnaround colleagues.
General Purpose: To demonstrate the benefits of establishing a robust Turnaround scope management methodology reinforced with processes, tools, guidelines and metrics to realize the value of effective scope control.
Thesis: In order to achieve reliable performance objectives, focus on Turnaround Management Methodologies is essential. Within the Turnaround Management framework sits Scope Management which is a significant driver influencing performance in all key areas of any Turnaround. The single best payoff in terms of success comes from having a defined scope early. Then establishing a clearly defined scope baseline is the next essential step to realizing and controlling Turnaround performance metrics and achieving success. Once the baseline has been reconciled with the Schedule and Budget Baselines all added work must be follow the integrated change order process. By endorsing proactive Scope Management strategies risks that impact Safety, Budget, Schedule and Quality performance can be qualified and quantified to enable objective resolution to priority management.
Expected Outcome:
1. To enable the activist in you to be an agent of change, challenging at least one component of your current Scope Management Plan
2. To take a different look at the value of being prepared and how it influences risk
3. Evaluate the traditional constraints of Scope, Schedule and Budget and the relationships with Quality, Expectations and Stakeholder Alignment
Structure
Purpose: To discuss and develop key components of Scope Management often overlooked when planning and establishing the Turnaround framework. Also introduce real life experiences that impact scope variances including added work, found work and scope creep. Then propose methods and tools to manage and control scope to enable a successful outcome to each Turnaround event.
Scope Definition, Planning and Verification
Scope Definition, Planning and Verification
1. Process Development
1.1. Establish Late Work process, protocol and guidelines
1.1.1. Reason for the process
1.1.1.1. Coding Late Work in CMMS
1.1.1.2. Tracking of Late Work
1.1.2. Define communication process for Late Work
1.1.2.1. Who can initiate?
1.1.2.2. Approval process (Qualify)
1.1.2.3. Approval / denial communication process
1.1.2.4. Distribution lists
2. Creation of the Turnaround Charter
2.1. What is the purpose?
2.2. What is included?
2.3. How does this document relate to Scope Management?
2.4. Creation of the Work Breakdown Structure
2.5. Establish ROM budget (by asset history in CMMS)
2.6. Establish Organizational Breakdown Structure – Planning Team
2.7. Develop Responsibility and Communication Management Plan
3. Planning Stage: Scope Development and decomposition
3.1. Defining Scope
3.1.1. Engineering, Inspection and reliability scope – drivers (create WO’s)
3.1.2. Gather Corrective and Preventative Maintenance Work Orders (CMMS)
3.1.3. Code Work Orders in CMMS (TA)
3.1.4. Assign Work Orders to functional discipline owner
3.1.5. Prioritize Work Orders (CMMS)
3.1.6. Work Order Validation process - Work Order Review Meetings (WORM)
3.1.7. Establish scope freeze date and communicate to all stakeholders
3.1.8. Develop detailed Work Plans (bottom up estimate)
3.1.9. Complete Planning Readiness Review
3.1.10. Schedule Baseline
Body:
Group Activity
Realizing the effects of Planning – Hands on Activity, prizes and discussion
Scope Management
4. Found Work Process
4.1. Approval process (Qualify)
4.2. Creating a plan and input into CMMS
4.3. Coding Found Work in CMMS
4.4. Tracking Found Work
4.5. Develop budget
4.5.1. Add an addendum to Budget
4.6. Adding Activities to Turnaround Schedule (What if?)
4.7. Rebaseline schedule
4.8. Consider cutting Priority 2 scope
4.9. Update Baselines
5. Scope Creep
5.1. Who identifies Scope creep?
5.2. How is it recognized?
5.3. What are the key methods to discover?
5.4. How can it be managed?
6. Productivity Creep
6.1. Aligning all stakeholders
6.2. Identifying and managing productivity creep
6.3. Context - hours worked, conditions, culture
6.4. Setting realistic expectations
Closing
Turnaround Manager will have a scope and cost baseline set including known scope, anticipated repairs and contingency. The key to successful scope and cost control in a Turnaround is execution control and scope management.
At the end of a turnaround, the final scope of the execution usually encompasses several categories of work6.5. Known scope
6.6. Anticipated repairs
6.7. Unanticipated repairs
6.8. Unauthorized work
6.9. Cancelled work
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