Dear colleagues,This past November I had the opportunity to visit Doha Qatar and experience the country from three perspectives.
From a cultural aspect I found the visit to be both profound and enlightening. Then to connect with subject matter experts through professional exchange of ideas and learning's was a part of a maturity process that will last for some time. Finally, to experience the physical environmental landscape was inspiring.
For this I am grateful.
Below is the outline of the "Turnaround Scope Management Presentation" I facilitated on Day 2 of the conference.
Topic: Turnaround Scope Control
Duration: 1 hr
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: With increased focus on long term stable operational reliability the demand for effect management of Turnaround events is essential when considering business repercussions. Therefore opportunities to limit downtime must be exploited. The business impact constitutes increased considerations regarding how Turnaround scope is established, planned, scheduled, monitored and managed.
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.
Introduction: Short introduction and review of my level of experience and roles within the Turnaround environment
Ø How many of you have been involved in a Turnaround in the past 5 yrs that has been completed on time and on budget?
Ø How many of you truly believe that Scope Management is a critical function for realizing Turnaround success?
How to deal with work after the Worklist cut-off date: When it comes to managing and dealing with proposed work after the scope baseline has been defined a good preventative maintenance program must first be established. The program will identify criteria, validation and communication process of Late Work leading into the Planning phase. It is the development of this consistent methodology with standardized practices and tools for approving Late Work that enables performance objectives to be realized.
1. Process Development
1.1. Establish Late Work process, protocol and guidelines
1.1.1. Determine process mandate
1.1.2. Establish Communicate and Train Key Stakeholders
1.1.3. Define communication process for Late Work
1.1.3.1. Approval process (Qualify)
1.1.3.2. Approval / denial communication process
1.1.3.3. Distribution lists
1.1.4. How does the CMMS fit in
1.1.4.1. Coding
1.1.4.2. Prioritization
1.1.4.3. Planning (Cost Estimating)
1.1.4.4. Tracking
1.1.4.5. Escalation
2. Stakeholder alignment:
2.1. Develop the Late Work Process early – TA Charter
2.2. Obtain buy-in - Sell the process to Steering, Core and Planning Teams
2.3. Establish Scope freeze date - Hard on the process and easy on the people
3. Late Work Process
3.1. Create Work Order
3.2. Complete Late Work Form
3.3. Code Work Orders in CMMS (NW)
3.4. Assign Work Orders to functional discipline owner
3.5. Develop detailed Work Plan with resource and cost estimate
3.6. Validating as TA Scope - Work Order Review Meetings (WORM)
3.7. Schedule Impact review
3.8. Prioritize Work Order (CMMS)
3.8.1. Priority 1 or 2 (RAM)
Development of a Quick Action Work Package framework: Despite all the effort compiling data, risk base analysis tools Found Work are a serious factor that can compromise performance objectives. Unlike projects events Turnaround are extremely constrained by time, resources, materials, equipment which severely increase the need for an efficient, standardized Found Work Process. A major component of this process is establishing a Quick Action Work Package and estimate protocol along with trained and dedicated subject matter experts to be available when the inevitable becomes reality. The Found Work Quick Action Plan then becomes a valuable tool to assist in the validation process and prioritize the effort required to ensure only true, essential work is approved for execution.
4. Requirements to enable manageable results include:
4.1. Stakeholder buy-in
4.2. Who can initiate Found Work Process?
5. Found Work Process
5.1. Emphasis importance of having a clearly defined public process that defines protocol to authorize Found Work
5.2. Initiates Found Work Planner to develop Work Plan, create Work Order, Plan, budget
5.3. Initiates Schedule impact (What If?)
5.4. Authorizes Schedule Re-baseline – if it is perceived the Found Work will impact critical path
6. Role of the Turnaround Execution Planner
6.1. Execute Found Work Plans
6.1.1.1. Act as a subject matter expert gathering detailed requirements to develop Found Work Plan
6.1.1.2. Complete CMMS requirements
6.2. Perform HSE Audits
6.3. Reconcile Schedule update performance
6.3.1. Identify possible scope creep – uncontrolled changes to work package scope
6.3.2. Identify possible productivity creep – worker productivity
Measures for accurate evaluation of resources, productivity and time: Measuring, reporting and evaluating scope, budget and schedule baselines is essential to assess current performance, anticipate potential risks and set plan to manage opportunities and threats. The key objective of measuring and reporting status is to enable communication keeping all stakeholders on track and focused on exceeding performance objectives.
7. Schedule Status Reporting
7.1. Steering Committee Dashboard Report
7.1.1. S-Curve graph
7.1.2. Milestone Variance Report
7.1.3. Actual Start/ Finish Dates
7.1.4. Schedule Forecast - anticipated Milestone completion dates
7.1.5. Change Orders initiated with status and risk
7.1.6. Major activities completed or in progress
7.1.7. Schedule Variance Report – based on predetermined conditions and thresholds
8. Evaluation of Resources
8.1. Resource Leveling and schedule management tools
Productivity:
9. Role of Productivity
9.1. Owner and Contractor alignment
9.1.1. Set rules of how ancillary downtime is managed such as visiting, cigarette breaks, extended coffee and lunch breaks etc…
9.2. Quantifying productivity utilizing SPI and CPI
Balancing the unprecedented impacts the original scope: Having an established scope management framework to provide a foundation for progress measurement is an essential component of effect Turnaround control. There are many ways to measure progress however we cannot underestimate the value of the level of maturity within the Turnaround Management Team (Steering Committee). As tools is simply only a method of extracting and promoting objective decision making.
10. Balancing subject matter objectivity and the utilization of tools
10.1. Stakeholder Alignment
10.2. Turnaround Charter
10.3. Scope, Budget, Schedule Management Plans
10.4. Priority Management
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