Value of Estimating Performance

Earned Value starts with a detailed scope coupled with a planning group proficient in estimating practices, utilizing benchmarking tools, metrics and expert judgment.  

Once the scope has been identified and work orders created decomposition, planning and detailed cost estimating begins. It is the function of the Planning Group to ensure all work orders (deliverables) are planned to meet the level of detail necessary to locate all items and/or asset, identify materials, tools, risks, labor and nonlabor resources to prepare and execute the scope of the work package.

The decomposition of scope broken down to a level of confidence requires training, familiarity with operating environment, organizational process assets and enterprise environmental factors. Too often we seem to underestimate the value of the Planner role and the experience required to understand the functional and context of estimating the elements required to deliver.

The outputs of not planning and estimating effectively impact every aspect of each deliverable from safety, quality to cost and time. The net effect is the deterioration of confidence, inability to identify and manage risks, costs and resource requirements negativity impacting efficiency and productivity.

Most often we us a single point estimate based on expert judgment, sometimes referring to historical data, for activities that may be more challenging, guessing. The shortcomings of the single point estimate factors inspire padding which creates unbelievable schedules and discredits the planning group. Essentially single point estimates are, typically, unreliable. However if it is a Rough Order of Magnitude estimate that is requested the single point or Analogous Estimate may suffice.  The recommendation with this type of appraisal is to supply a range rather than a single number.

Common estimating techniques that provide more reliable values include Parametric and PERT Analysis. The caveat to this is the foundation is built on historical data and statistical relationships respectively.

Parametric estimating calculates projected duration to complete an activity established from a database of historical information. The output is an activity estimate based on time per square foot, time per linear foot or time per cubic foot. For example, we have derived from our database one scaffold crew can build a freestanding tube and clamp type scaffold at a rate of 250 ft3/hr. We can then determine it should take 4 hrs to erect a 10’x10’x10’ scaffold.

PERT estimating can be somewhat more involved when comparing to Analogous and Parametric estimating techniques. The benefit to this type of estimate is the quantification of risk. Subject matter experts understand the environment and condition in which the activities are to be executed. Essentially PERT is a three point estimate based on levels of assumed risk. The planner is required to provide an Optimistic, Pessimistic and Most Likely estimate for each activity. The values of O,M,P are weighted based on risk then averaged to produce the expected duration.

In order provide an accurate scenario for estimating the overall duration of a Turnaround or Project bottom up estimating methodology utilizing subject matter experts with the application of estimating tools will improve schedule management and enable managers to better assess risks. The main output is more control by creating confidence and providing adequate information to which satisfactory decisions are produced.

Utilizing robust systems coupled with subject matter experts Planning, Estimating and Scheduling will enable Turnaround success. Understanding the experience and academic bench mark is a moving target...for more insight view past posts - "Planners - An Industry Challenge" and "Planner Struggle...closing the gap".

Long term benefits, does anyone create a Schedule Managment Plan for their major outages?

Recently I developed a comprehensive Schedule Management Plan for our past major outage. This includes everything from the software, version, linking logic rules to an activity code dictionary. Although the initial framework and development is time consuming the return on investment is almost immediate.

There are both short and long term benefits to the Schedule Management Plan document. The rationale is providing clear concise information regarding operating practices for schedulers to perform there activities with little or no ambiguity. Primarily a reference document for Schedulers, however managers and other stakeholders can also benefit by using as a manual for better understanding key definitions and relationship with in the schedule and/or reports.

Short term this provides a standard for schedulers to proficiently perform there duties while allowing the lead scheduler time to work on more value added initiatives.

Long term value includes a documented archive of the schedule development process and a template for future events. Further, I believe we often forget the "Bus Factor"...what is your lead scheduler retires, wins the LOTO or simply, quits.

Common components include:
  >  Consistent rules regarding schedule development
  > Consistent rules regarding schedule management philosophies
  >  Clearly defined understanding of activity codes - which to use, in what context and what they represent
  >  Straight forward logic regard activity relationship management
  >  Defined reporting structure
  >  Established Layout framework
  >  Established resources and role matrix
  > Clearly defined Activity, Duration and % Complete types
  > Updating expectations - from internal stakeholder groups and contractors
  > Updating expectations -  from software data input perspective  

Please visit the original  post aptly named  " Schedule Management Planning for success" - 24-MAR-11

How does your Management Team define Turnaround Success; are the success factors communicated to all Stakeholders?

Often true Turnaround success is a moving target as each stakeholder group has differing ideas and factors to measure success. Unfortunately, it seems that much emphasis is based on a blending of qualitative feeling and few quantitative results. Without a set of predefined metrics, that are communicated to each stakeholder group we all fail. Too many times both Owner groups and contractors are subjected to ambiguous reviews based on subjective data.

Successful implementation of any Turnaround starts and ends with a common understanding of requirements, metrics and a clear communication process.

Turnaround Safety Management Plan

Safety is an extremely important aspect to every action and work activity we perform in an operating facility. The integration of the Turnaround Safety Management Plan defines the strategy to be utilized by the Turnaround Manager, all Stakeholders as well as resources involved in performing activities during the Turnaround envelop. This plan defines the overall direction the Turnaround is to follow as expressed by the organizations Safe Work Policies & Procedures. The plan aims to make the management of Health, Safety & Environment integral to the planning and execution activities.

Moreover safety management is intended to implement key responsibilities of each and all stakeholders as well as providing a framework to enable authorized Safe Work Strategies
Often a three point type methodology  is implemented during the Turnaround lifecycle based on Management, Monitoring and Auditing.

The management of safety requires:
 > Clear lines of responsibility
 > The setting of priorities and goals
 > Commitment to provide facilities and equipment required for safety
 > Provision of accredited training where a need is identified
 > Documentary evidence that tasks have been identified and assessed for risk of personal injury
 > Written Safe Systems of Work for all tasks involving significant risk
 > Agreed monitoring and auditing systems
 > Provision for staff feedback
 > Provision of archiving documentation

The monitoring of safety in major projects requires:
 > The recording of incidents, injuries, illness, fatigue and near misses
 > Documentation of actions taken as a result of follow-up and accident reporting
 > Assessment of safety attitudes amongst resources

The auditing of safety in major projects requires:
> Checking that the above documentation is in place
> Certifying that training is adequate and accredited
> Assessing stakeholder attitudes
> Checking compliance with legislation and standards

Transparency and Understanding of the Turnaround, Project or Maintenance Vision

Being involved with a team that is, in my opinion, in charge of empowering a major cultural shift I have found the most useful tools are honesty, a firm ethical foundation and transparency regarding the goal that will facilitate good relationships and confidence in our processes and vision.
It also has been my experience that any change that effects the current status-quo is subject to some anxiety and resistance.
With these things said, many organizations have a good idea of the challenges of Facility Maintenance, Turnarounds and Projects. However sometimes each functional group makes assumptions that we are all in the loop with the who, where, what and when things are being done. This is where developing a process to ensure clear common understanding and being of service. What does this mean… from the functional discipline perspective.
Although the thoughts below apply to Turnaround events it does not take much work to expand to Maintenance and Project environments.

Ensuring a clear and common understanding:

Making sure everyone has been presented with and know where to access the latest versions of the communications plan (stakeholders identified, Organizational Chart, roles & responsibilities, RASCI chart, contact list, distribution matrix) and how to use it.

Ensuring stakeholders whose scope was not included in the TA understand they will not receive scope from the TA group - example: Software Upgrade Project

Making sure all functional managers have the latest copy of the schedule
Ensuring managers receive Status Reports

Making sure stakeholders understand who is responsible for providing Schedule Activity updates, expected format, when and frequency.

Ensuring all divisions are required at the daily TA Progress Meeting to communicate support, critical tasks, forecasted high risk activities, safety events as outlined within the agenda.Being of Service:

Utilizing the Schedule and Daily TA Meeting to ensure stakeholders know about information that will affect them. Utilizing the Daily TA Meeting to provide a platform for the management of potential roadblocks Utilizing the Daily TA Meeting to review risks and develop options

Essentially from a high level effective changes require buy-in. Stakeholders need to be informed, introduced gradually into new changes, have some involvement and control. This requires a concerted effort from the team introducing the change.

There are considerable impacts of poor communication processes including, misunderstandings, assumptions and missed opportunities. The resulting consequences are realized through loss of productivity, rework and confidence. These factors precipitate when the Turnaround, Project or Maintenance function encounters budget, time, scope and quality losses.

Planners - An Industry Challenge

To really benefit from this post please read "Planners struggle... closing the gap" which suggests there does not seem to be a clear, global template that would encompass the role and expectations of a Planner.

What we do well:

Add a preceding attribute as a qualifier. Subsequently the Turnaround, Maintenance or Project Planner role is established, then breaking down to a granular level identifying discipline or craft.

Establishing a high level list of responsibilities including:
Planning of execution - Work Orders (Paper Planning)
  >  review and management of assigned Work Orders
  >  verification of scope
  >  decomposition of Work Order scope to the craft and/ or equipment level
  >  estimate duration to perform each activity
  >  estimate number of resources and equipment to perform each activity
  >  list of tools required to perform each activity
  >  Bill of Materials
  >  order materials
  >  development of Safety Plan
  >  list of possible constraints or anticipated challenges

Work Package Creation
  > creating work package file system
  > research and composition of detailed work packages
  > auditing of work package elements to ensure all pertinent information is contained within the package
  > ensuring work packages are delivered to the responsible craft lead

Where we have some challenges:
Once the role has been determined to the discipline level it is essential to qualify the level of proficiency required to meet the goals and objectives outlined within the resource responsibility and RASCI matrix's. It is also important that the Planner communicates to the right people when decomposing work orders, ordering materials, updating planning progress, troubleshooting challenges and resolving issues. By developing and sharing of a communication matrix clear direction is established regarding who to talk to about what. (These documents are essential when understanding the guidelines in which Planners operate)

Establishing level of competency to perform activities of the Planner
  >  sense of ownership (participation) - contributing, reviewing and communication
  >  trade level coupled with experience
  >  facility maintenance, project, turnaround and operations experience
  >  establishing duration estimating expectations - level of accuracy
  >  computer skills in general
    >  proficiency with CMMS software
    >  proficiency with MS Office suite
 >  scheduling experience - even from a fundamental support aspect
 >  experience managing and reporting to Planning backlog
 >  understanding of resource, time and cost budgets

The role of the Planner is essential when developing the scope of any turnaround, project or maintenance schedule. The Planner is expected to be a subject matter expert, understand stakeholder expectations, estimator, materials expert and communications leader. Essentially an authority on all aspects of deliverable execution. It is also critical that the Planner instills confidence within the organization. Unfortunately, to date, there is no accredited institute with an authorized, concrete curriculum to enable a Planner Competency.

Maybe later, until then...

Continuous Improvement - Do you mean business?

For those who know me understand I am part idealist and part pragmatist. The idealist would say, the standards we develop and agree upon, once established should be designed to never be changed. Thereby negating the need to update or change the products or services we use. The pragmatist would say, standards will always need refining and challenges are to be expected.
At some level we all struggle with balancing our environmental needs to, essentially, maintain the status quo. However, every once in a while a new technology or process allows us to re-imagine and revolutionize the way we work. This is especially appealing when it resonates with both the idealist and pragmatic parts of us. When a person or company is able to provide goods and services that truly delivers a safety, cost and time savings that is sustainable, then we have achieved true value. That means creating real value; not simply selling blanket statements and illusive promises. The value happens when we deliver on the objective of customer satisfaction.

With this said there is a new kid in town with the name of "PERI" Scaffold. As far as I can see they have redesigned and re-engineered the Scaffold as we know it today. Believe it or not, they are also the largest and most distinctive Scaffold company in the world. Being in the Oil & Gas business for most of my adult life, I am, somewhat embarrassed to tell you I have not heard of this company. I wonder if I have been living in a vacuum watching B&W TV while my neighbours are enjoying 3D LCD's. The worst part is they are, ultimately, paying less and getting more value.

Although it may seem that I am endorsing a company, this is not my sole intent. However, I do believe the tools we use enable us to realize the continuous improvement initiatives we all endorse.

Ask yourself the question..."Are your Shoes Tied?

CMMS Software Upgrades - Know your requirements before....

This post builds on the previous post "CMMS Upgrade - Lessons Learned"  that highlights some of my experience with upgrading CMMS system versions. Software implementation and/or updates should be treated like a hard asset project. Exercising the same framework and best practices utilized in past projects will provide the project team with familiar communication processes and methodologies to enable success. Typically software system updates are CAPEX funded so....you have a defined scope, a list of deliverables and desired output of the product service and result. Often the project team will consist of, and will be relying on, consultants acting as subject matter experts. There often are certain expectations when working with third party groups. Acknowledging this, documentation of deliverables, associated risks and assumptions is key to managing the project. This may be an iterative process which most likely will adopt a rolling wave planning methodology. The benefits of this type of plan will enable the Project Manager to identify and remove, or at least manage risks that could impact future events. If one deliverable is not achieved, the project could be seen as a failure, which could impact confidence and the ability to have future projects approved. Although the thought of losing short term confidence is a major influence in managing a project, the ultimate impact is realized for an extended term as the effects of the missed deliverable(s) are realized. Understanding and documenting the potential impacts of deficiencies within the defined deliverables will empower the steering committee to make satisfactory decisions.
In closing...define the desired outputs and input the hold points necessary to meet all deliverables.

Customizing Column Attribute Properties in P6

Quite often I have found that the out of the box or one size fits all applications are good for a short time. As your team evolves and the expectations mature, some modifications to existing software's are required to increase productivity. Although I have found this to be true with most teams and software relationships today I will focus on on interesting approach to tailoring columns in Primavera P6. Tailoring columns as well as creating user defined customization of attribute properties is quite easy. The caveat is, your security profile must be enable to allow access to functionality. With this said, open the column page by selecting the column icon; from here hold Alt key while pressing 012 for backstage access. From hear you have the freedom to manipulate and tailor for your needs. Sound simple, and it is, just give it a try. However, in closing it is important to track all of your changes and update your configuration management plan if you have one.

Turnaround Management and Recordable Incident Rates

One of, if not the most important single element that has the most impact on Turnaround success is Safety. Fortunately, I believe, we have significantly evolved as an industry during the past two decades to the point where all incidents are reported and investigated. Better yet we have learned from our experiences to the extent that Turnaround Safety Management Strategies are established to meet the complex needs of the scope. Through increased experience, maturity and clearly defined processes we are able to make clear unambiguous decisions with the best confidence.
During the execution phase of most every Turnaround most stakeholders will feel the effects of working extended hours, increased responsibility and overall stress due to the level of activity. Often these factors manifest themselves into an exhibition of perceived urgency as the found work scope and corresponding workload increases. It is my experience that when these ingredients are blended together is when we rely on our approved strategies, processes and practices. By integrating safety best practices and procedures starting with the scope definition process through to planning, scheduling and managment the cultural shifts will be easier to maintain.

The following are some incident calculations relating to Facility Turnaround Projects taken from a study conducted by the Construction Industry Institute.
1. Catagory: Resources/ People
      1.1. Prior to Turnaround, when does the hiring of resources begin?
               Less than 2 weeks prior to execution start:                   0.58
               2 - 6 weeks prior to execution start:                             0.22

      1.2. Worker familiarity with work type and scope?
                Available resources not familiar with work:                  2.28
                Skilled resources familiar with work:                            0.47

2. Catagory: Planning & Scheduling
      2.1. Was a scheduling software utilized to schedule work?
                No                                                                              2.92
                Yes                                                                             0.72

      2.2. What duration granularity was utilized?
                Days                                                                            1.51
                Shifts                                                                            0.68
                Hours                                                                           0.45

      2.3. Combined: Worker familiarity and Scheduling by the hour.
                Not familiar/ Not Hours                                                1.75
                Familiar or Scheduled by Hours                                    1.08
                Familiar and Scheduled by Hours                                  0.28

      2.4. Days worked per week
                7 Days/ week                                                                0.96
                6 Days/ week                                                                0.67

      2.5. Typical Turnaround duration
                2 - 8 Weeks                                                                   1.20
                Less than 14 days                                                           0.62

      2.6. Combined: Turnaround Duration and Days Worked per Week
                At least 4 Weeks at 7 Days/Week                                  1.34
                Less than 2 Weeks and 6 Days/Week                             0.38

       2.7. Crew size (span of control)
                Over 12 Workers                                                           1.62
                7 or less Workers                                                           0.55

It is important not to be too focused on the actual numbers but the relationship they represent.

From an ethical, business and regulatory perspective an established Turnaround Safety Management Plan harmonized within the Planning, Scheduling and Managment framework will ensure all stakeholders will realize increased dividens.
             

Balancing the O&M Triple Constraint

Have you ever felt a feeling of disconnect between the wants and needs of the three major stakeholder groups within your plant?

The stakeholder groups I am referring to are the Management, Operations and Maintenance disciplines which could be thought of the O&M triple constraint. Similar to the universal project triple constraint of time/scope & budget, the O&M triple constraint is intended to gauge and manage the health of the business objective. The aim of the Operation and Maintenance (O&M) institution, as I understand, is to manage the efficiency, reliability and sustainability of process assets. For without reliable assets and ancillary systems, production would be limited or nonexistent. This directly impacts product deliverables and contractual agreements.
In order to maintain healthy relationships a certain balancing act is required to manage all stakeholder group initiatives and deliver value driven performance. The lynch pin to maintaining cohesion and communication between disciplines is the alignment of Planning and Scheduling.
The maintenance department is responsible for developing and management of an integrated system that, ultimately, reduces reactivity and short notice outage work. Desired outputs include increased productivity and base crew size scaled to meet long term objectives. A valid Planning & Scheduling program coupled with configuration and continuous improvement frameworks will enable craft personnel to work more effectively. In order for this to be realized it is essential work be validated, scoped, planned, prioritized and scheduled in accordance to an O&M structure. The evolution of this framework or structure will be the development of value added PM and PDM methodologies. The foremost outputs include increased reliability resulting in lower risk of asset downtime.
From an operations perspective, communication of work to be performed is essential to timely repairs. For the most part it is the operations group that will identify work and initiate a service request based on their expert judgment. It is important that clearly defined CMMS protocols are established and communicated to qualify consistent results.
Proportionately important is the management group which supports each element and component of the framework endorsing the value of all disciplines to provide unambiguous results. This support resonates with discipline craft persons as compensation should be within industry standards, hopefully better, work assignments and training allow people to grow and a flexible schedule is promoted.

The end result is a group of people who are transparent and understand the opportunities and constraints of each individual discipline well enough to leverage opportunities for performance driven results.

O&G Industry Acronyms

The Oil and Gas industry, like others has seemed to adopt a few interesting acronyms that are often used in conversation, meetings, operating practises and reports to summarize context. I thought I would share some of the more clever compositions I am familiar with.


SNOW: Short Notice Outage Work

STOP: Scheduled Turnaround Operations Planning

WORM: Work Order Review Meeting

BANANA: Build Absolutely Nothing Anywhere Near Anything

Primavera File Sharing

As many Primavera P6 users are aware different versions of Primavera run on different databases and will only communicate effectively with the type with it has been set up with. Primavera has developed a few proprietary file formats to transer specific data. I have taken almost every Primavera course available and find that this is a section that is often overlooked. As it is, not understanding or ignoring the importance of file types could impact data performance.

Proprietary file formats for P6 that are more common:

> XER - is a file format used to export and import or exchange one or more projects between users. It is important to know XER files are not limited to database types

> PLF - is a file format used to export and import or exchange layouts

> PCF - is a file format used to export and import or exchange Global Changes

> ERP - is a file format used to export and import or exchange Reports

Proprietary file formats for P6 that are less common:

> XML - is a new P6 format used to import data from the Project Manager module

MSP

> MPP - is the default file format that Microsoft Project uses to
create and save files. Microsoft Project 2007 is a different format to the
2000 - 2003 format, which is different to 98 format

* Note: Primavera 6.0 and 6 .1 will not import any .mpp file when Microsoft Project 2007 is installed as MSP 2007 disables this function

> Primavera 6 .0 and 6. 1 will import or export to the following file types:
> Project 2000 - 2003 ( MPP)
> Microsoft Project 98 ( MPP)

> MPX ( * .mpx). This is a text format data file created by Microsoft Project 98
and earlier versions
> Microsoft Project formats such as Project Database ( .mpd), Microsoft Access
Database ( *.mdb) and ( *.mpt)can be imported, however Microsoft Project
is required to be installed on the computer.

Utilizing EPC best practices for managing Turnaround Maintenance

It is my experience the folks within the EPC discipline take full advantage of utilizing software's to maximize opportunities, manage expectations, baseline common expectations, manage potential & realized risks and manage performance. I am alluding, specifically to Primavera Project Manager.
Project Managers and Schedulers be it EPC or Facility Turnaround Maintenance essentially, grapple with similar overriding constraints balancing time,resources,quality and cost. From a single Shutdown or Project we often utilize our tools with varying confidence and success. However, where the EPC framework becomes vitally more attractive is when program and portfolio's are developed within an OBS and Portfolio Manager structure. From a Maintenance Shutdown or Turnaround Perspective we can also take advantage of the OBS framework to manage multiple asset outage's throughout the year. This can be a very powerful when tracking and managing multiple asset outages as well as acting as a tool to communicate the big picture with all stakeholder levels.

"There are only 10 kinds of people: those who understand binary; those who don't"

Turnaround Sheduler Daily Schedule

The Turnaround Scheduler is probably one of the most stressful and demanding roles during the outage. When many of the leadership team has called it a day the scheduler is updating data, ensuring relationship integrity, understanding an evolving critical path and ensuring the reports truly project reality and forecast milestone events. After all has been completed for the past schedule update the schedule should identify and qualify issues as well as constraints and act as a medium to predict and manage risks. Consequently the role, as I am familiar with, is not limited to inputting data and publishing a report at the end of each shift alone. In order for the schedule to be effective it must provide a realistic projection of effort completed along with the forecasted duration remaining. One of the challenges is the fidelity of each of the disciplines updates. To maintain confidence it is prudent for the Scheduler to walk through the site at least once per day to review areas of concern and provide extra information to better understand potential risks and opportunities. To provide established outputs or results the Turnaround Scheduler typically works a predefined schedule similar to the following outline.

6:00 AM
> Nightshift supervision projects the status of the work until the end of the shift and updates the remaining duration of schedule activities performed.
> The completed schedule updates of activities performed will be turned over to the scheduler for updating the Turnaround Schedule

6:00-6:30 AM
> Updates have been received from supervision
> Turnaround Schedule activity updates are inserted into software
> Updated Schedules are printed for Dayshift

7:00 AM
> Nightshift Ends

7:30 AM
> Dayshift Starts

6:30-8:30 AM
> Information gathering and report preparation for TAR Steering Committee Meeting

8:30-9:15AM
> Site Tour

9:30 AM
> Daily (Mon-Fri) TA Progress review meeting with TAR Steering Committee Meeting

10:00-2:30PM
> Schedule integrity checks and reporting maintenance
> Site Tour

2:30 PM
> Dayshift supervision projects the status of the work until the end of the shift and updates the remaining duration of schedule activities performed.
> A copy of the projected updates will be turned over to the scheduler at the scheduler’s office before 2:30PM

2:30-3:30 PM
> Information gathering and report preparation for Daily TA Meeting

3:30-4:00 PM
> Daily TA Core Team Meeting

5:00 PM
> Dayshift supervision projects the status of the work until the end of the shift and updates the remaining duration of schedule activities performed.
> A copy of the projected updates will be turned over to the scheduler at the scheduler’s office before 5:00PM

5:00-6:30 PM
> Updates have been received from supervision
> Turnaround Schedule activity updates are inserted into software
> Updated Schedules are printed for Nightshift

7:00 PM
> Dayshift Ends

7:30PM
> Nightshift Starts

Organizational Turnaround

Before we get too far... the Turnaround I will alluding to is the tweaking of a maintenance organizational structure that was operating in fire-fighting mode. The turnaround respective has been the journey from reactive maintenance to proactive planning, scheduling and reporting; essentially, maturity.

During the past few years I spent a significant amount of time reading many technical manuals, SOP's, procedures and theories focusing on facility maintenance, turnarounds and project management. An equal amount of effort spent on developing and maintaining procedures, work processes, estimating and reporting functions tailored to meet the specific requirements of the management group. Yet the greatest challenge was getting everyone on the same page and building confidence in a systematic approach that ensures reasonable outputs.

Rewind a couple of years...
As a maintenance contract company we were launching into a new relationship with an owner we had no real experience working with... all we really knew is that we were asked to provide more than we were accustom to delivering; as we were primarily a resource provider with a limited management infrastructure. The environment was suspicious and resilient to what we were offering. Our plans for change were clear, however our framework was not as defined as we didn't fully understand the cultural boundaries and thresholds. With this we experienced limited buy-in by most all stakeholder groups, both from our newly adopted folks as well as other contractors and customers. Struggles were a daily occurrence as the overriding philosophy was..."we fix things that are broken...we fight fires, that's it". The ideologies we prescribed seemed to be perceived as a risk to the environment, individual freedom, control and security.

Our mandate was simply to effectively manage our contractual obligations and perform to a level of competence we promised.

To be successful we needed to integrate our corporate methodologies...then establish and maintain a framework tailored that would meet our goals. First was to establish an organizational structure, develop communication, and responsibility outlines. Once the resource management framework was determined the Planning, Scheduling and Reporting configuration process was formulated. This platform would allow us to qualify base resource requirements, decrease safety incidents, decrease over-time and increase productivity. The greatest hurdle seemed to be the decreased overtime and the reconfiguration of crews to meet the objective needs of the facility. The next step was to understand the current work system and mentor an improvement initiative. This included a detailed work prioritization matrix, work order approval methodology, planning templates, re-usable job plan database, scheduling management plan, a reporting structure and a backlog management plan bolstered by thresholds and triggers. We also knew, in order to be effective it was important to map out the process which craft crews functioned. This defined process ensured the planner received required information to develop an efficient work plan that could utilize support and lead disciplines effectively. The craft resources now have time to review the scope for the week, gather materials, tools and safely manage work activities without the risks associated with emergency situations. However with all of the changes we are conscious that, in order to truly be successful we need to maintain and update the organizational framework components and supporting elements as our stakeholder group changes and grows.

Finally what I have learned is, with the right tools in place along with a well trained and efficient base craft team utilizing the approved processes maturity will be achieved.

Planners struggle... closing the gap

It seems that we all have expectations of what we envision Maintenance and Turnaround Planners are required to deliver. The skillset and abilities of the Planning discipline is dubious at best. With that said the expectations and reality of matching qualifications, experience, tenure and performance quite often is a moving target. To reconcile needs and expectations we need to have clear understanding of the complexity and magnitude of scope, synchronized with a detailed roles & responsibilities model . Once the resource has been secured we need to train the Planner to utilize required software's, tools, templates and basis on which the required outputs are managed and reported. The unfortunate reality is we have not addressed the need, as an industry, to formulate a set of competencies and experience to achieve even our basic expectations.

Tenure + Training = Competency

CMMS Upgrade - Lessons Learned

This post will progressively elaborate as the lessons are learned unfold. Focus will be on CMMS planning, scheduling, deliverable management and living with the sins realized throughtout the process of delivering and managing a new CMMS system.


> Perform a feasibility study
> Develop scope and manage as a project - treat like you would treat a capital mechanical project
> Identify and document the intended outputs of the system upgrade
> Identify your true needs and forecasted requirements
> Develop a list of attributes that work well on your current system
> Develop a list of attributes that you would like to change
> Establish an internal project team
> Develop a checklist of items to prove during sandbox phase
> Confirm system reliability and communication pror to going live
> Establish an internal training course based on security level
> Develop a realistic training schedule
> Establish follow-up process to provide support for issues
> More to come...

CMMS and Maintenance Management Success

What does Success look like in your organization ?

Maintenance is about preserving, protecting and looking after the equipment and assets that make business equitable. With this said the Maintenance organizations focus would be on how to prevent failures as opposed to seeing how fast you can perform the repair. Repairs quite often can lead to equipment and asset unplanned outages which can impact production. Operations is bestowed with the responsibility to ensure the process is in control and Maintenance is committed to provide expertise regarding reliability and efficient repairs. Finally the main objective is to reduce unplanned breakdowns and optimize use of labor resources.

In order to become a mature Maintenance organization we need to adopt a continuous improvement/ best practices philosophy and framework that is tracked and measured to provide quantitative measurements of success. The CMMS is a major tool in managing and acheiving maturity. However it is not a silver bullet.The CMMS system does not guarantee you will achieve return on investment or enhance efficiency. You have to follow-through by setting goals which help you identify recurring problems, improve asset reliability and enhance work force efficiency, hence manage your facility.

- It is important to first have a clear picture of what your maintenance needs are.
- Gather and develop the Planning and Scheduling Team
- Become a problem solving organization.
- Interview stakeholders, identify problems – ask for suggestions.
- Establish roles and responsibilities
- Focus on recurring breakdowns and improve work force efficiency.
- Focus on equipment reliability and maintenance productivity to improve plant operating efficiencies
- Develop a realistic PM system
- Develop a weekly resource levelled Maintenance Schedule
- Schedule for minimum 90% available resource time
- Set up to maintain 80-85% Schedule Compliance
- Create reports that help you understand areas of concern
- Develop Procedure Manual with Standard Operating Practices and guidelines
- Develop a Work Order Prioritization Matrix with buy-in from Operations
- Ensure all work performed must have a Work Order assigned
- Trend and manage Backlogs
- Record work delays
- Waiting on LockOut-Tagout or other Permitting
- Waiting for the equipment to be shut down.
- Waiting on Operator action
- Chasing parts", ie Looking in warehouse; processing req. for stock matls etc...
- Waiting on Information, drawings, FCR or other technical information
- Waiting on equipment
- Waiting on other crafts, ie isolate power
- Emergency, break-in Work
- Record Failure Codes for trending and analysis
- Review your Maintenance Backlog
- Manage "In Progress" Work Orders - only work that is currently scheduled should be In Progress
- Maintain Maintenance Management Processes, Plans and Goals

Maintenance Planning Checklist

Below is a simple yet, under utilized tool for ensuring consistent results when creating and developing job plans based on Work Orders within your CMMS.


Maintenance Planning Checklist Work Request/ Order Documentation
- Is the correct equipment number assigned?
- Is there enough information to understand the scope of work required?
- Are key words used such as Inspect, Replace, Rebuild, Calibrate, etc.?
- Does this Work Order duplicate another already in the system?
- Is the location of the work clearly identified?
- Is the Work Order coding such as Priority and Work Type appropriate?

Job Research
- Has this work been done before? If so, does a reusable job plan already exist?
- If no job plan exists, can parts of other job plans be applied to create a new one if needed?
- Is this job so frequent that a reusable job plan is warranted?
- Is a trip to the job site required to accurately plan materials, task steps and safety requirements?
- Will a picture or sketch help move the work execution along?

Job Planning
Basic (utilizes a continuous improvement feedback loop to capture and improve job plan)

- If a comprehensive job plan is not required or timing prohibits development, have the crafts, parts and consumables, and estimated times been determined for a minimum job plan?
- If multiple crafts are required, have child Work Orders been established?
- If the parts are staged and kitted, is that location identified in the plan?

Intermediate (Thorough planning or use of a continuous improvement feedback loop on repetitive jobs to capture and improve task steps/ materials on each execution)

- Is a separate child Work Order in place as needed to clean/ empty the equipment, purge, blind, isolate, remove insulation, etc. prior to commencing work activities?
- Are the work tasks/ steps clearly described in the job plan?
- Are specifications defined?
- Are all environmental issues and permits properly addressed in the job plan?
- Are any special tools/fixtures/ equipment required to execute the job?
- Have the safety procedures and permits been noted on the plan?
- Is any special technical documentation such as manuals, pictures, or drawings required? If so, have they been noted on the job plan?
- Is Engineering assistance required?
- Is housekeeping/ cleanup identified in the plan as a task step?
- Do any special contact personnel require notification before or on job completion?
- Have other craft planners, as required; been notified of upcoming work to leverage downtime?
- Are there any special disposal requirements for removed equipment components?
- Are any special activities to be done on work completion prior to releasing the equipment to ensure safe operation (NDT, Hydrotesting etc.)?

Job Package
- Job Plan
- Safety and Environmental Forms (Completed if prior approval required)
- Complete Bill of Materials listing
- Pick list of necessary materials and consumables required for this work
- Technical specifications, manuals, pictures, and drawings as required

Expectations of the Turnaround Planner

Unfortunately the reality is... operating units must shutdown periodically to perform inspections, clean, perform repairs, upgrade assets and/or systems, install tie-ins etc... Most often a Turnaround involves many or all of these activities. As all of us in the Turnaround business know, many times these events present more challenges because experienced personnel may be limited. This leads me to a rather interesting comment posted on the "Shutdowns & Turnaround Management Professionals" group site; which reads:

Why are TA Planners hard to find?

A few people from the group commented, the consensus seems to include:

1. Turnaround planning is a difficult and stressful job
2. Not many people understand what turnaround planning is hence is not valued
3. Extensive multi disciplined experience is required
4. The Planner & Scheduler roles are not the same
5. The scheduler is one of the most influential people on the TA

I suggest a bigger question of, what capabilities do we want from the Planner and what are the clearly defined deliverables the role must be accountable to complete. With this said planning must be based on actual known scope identified and approved through a CMMS system. Once the scope of work has been clearly defined, the next step is determining the resources and a schedule developed needed to complete the overall execution plan. This is followed by allocating the parts, materials, labor, and inspection and repair equipment required to complete the turnaround. It is imperative the Planner be responsible for management of and completion of the plans and work packages required for each deliverable. It is also relevant to develop a manageable "span of control" for the Planner.

Through all this preamble a good planner should possess the following skillset at a minimum:

1. Extensive Turnaround execution and discipline experience
2. Qualified Trade/ discipline education
3. Proficient skill in managing scope within the given timeline
4. Proficient skill managing CMMS and approved office systems
5. Excellent written and communication skills
6. Able to provide measurable results

Finally...if we constrain ourselves by not supporting and recognizing the value of this role we ultimately undermine of true mandate of supporting the business need.

Hard on the Processes, easy on the People

As an industry we are very good at managing and complying to regulatory legislated and company mandated quality processes. Where we seem to feather the line of continuity is developing and managing maintenance processes and procedures. The fundamental results of this include inconsistent priorities, communication gaps and finally an erosion of confidence in the maintenance organization. These factors then evolve from from infancy to adolescence. During the transition to adolescence the host organization will experience some growing pains including increased asset down time, increased urgent and emergency events equalling increased overtime, risk and process interruptions.
In order to transform into mature model organization we need to first, have a plan, set of goals or deliverables and a clear path forward. Then we need the fortitude to learn and grow. This means selecting the right people, continue training and allow the system to grow with the organizational needs.
It is my understanding that the consistent goals of any organization is to increase reliability, throughput and decrease negative risks. So... is this part of the development of a mature organization.

Lean SIx Sigma

Schedule Management Planning for success

It is my experience that most of us in the Plant Turnaround and Maintenance business fail to utilize tools including a Schedule Management Plan. Understanding that I may not be in my current position for long; I decided to create a Schedule Management Plan for the somewhat complicated Joint Venture Turnaround Project that is now in the final stage of execution. The intent is to create a document that will act as a road map for the current and future Turnarounds...which in this case occur every six years.
Most organizations forgo this exercise and proceed directly from planning to the schedule. This is a logical relationship, however developing a clearly defined Schedule Management Plan will pay almost immediate as well as long lasting benefits. Essentially main purpose is to create a standardized approach to scheduling practices and requirements. This is accomplished by identifying the software and version as well as rules regarding processing, formatting, modifications, reporting and Scheduler responsibilities. The plan also includes descriptions of Gantt Charts, Work Breakdown Structure, Milestone Charts as well as some insight of schedule development logic. This is especially important when major contractors are required to provide a schedule that is to be merged into a master. When using Primavera it is important to understand the logic of relationships, activity types (LOE, WBS Summary or Task Dependant), layouts (plf. files) to ensure the migration is as seamless as possible.
The schedule process includes information on when the schedule should be baselined as well as updating frequency. Where as formatting establishes understanding of the WBS structure, relationship, duration and percent complete types to provide clean outputs.
The bottom line, in my opinion, is organizations who understand and ultilize tools such as this truely understand the value of not recreating the scheduling wheel. By providing a proven, consistent methodology for schedule management the organization will enable confidence in the tools that help develop our landscape.

The Halo Effect and Turnaround Management

For those who are not familiar with the Halo Effect; the common definition can be described simply as: An assumption that is made when a person is a subject matter expert, the expertise is transferable. This is most commonly used in the advertising industry who contract famous people to promote the products they sell. Essentially, how many models are used for selling cars. So how does this fit in with the Facility Turnaround Manager you ask. It seems that in the Turnaround business we are in the practise of promoting craft discipline subject matter experts to Coordinators or Managers. Unfortunately TA projects are typically very demanding multi disciplined events that require focus on all managing and controlling opportunities and risks of required deliverables. Although the acting TA Manager may be a competent subject matter expert and perhaps a good supervisor the tipping point often occurs when Project Management methodologies and experience are not utilized. The outputs include, confusion, lack of direction, poor communication, inability to identify triggers and subsequently manage risks. These factors result in scope creep, employee attrition, low productivity and finally budget and timeline overruns.The solution, in my opinion, is to develop a Turnaround Team of subject matter experts, train the members in Project Management and create a clear TA framework and methodology. Bottom line is that we need to bridge the gap between Management mandates and Project level needs and expectations. Only then will we start seeing some progress.

Job Plans vs Procedures vs Scheduled Activities vs Work Packages...

During the past few years I have noticed that there is some confusion regarding the differences between a Job Plan, Work Procedure, Schedule Activities and finally the Work Package.

When together seem to be one of the same, however like many other things in our complex world... it is the subtle differences that often cause grief. Well the following are my understanding of the definitions, how each relates to one another and why we need each. First off...the definitions:

Job Plan: List of activities outlining requirements to complete a deliverable.
The job plan is created when the lead craft assigned to the deliverable reviews the scope, verifies location, defines what work is required and the magnitude of work involved. Upon investigation the risks, support, equipment (tools), material and duration estimate is compiled. The components of the plan are then entered ino the CMMS and queued for execution.

Work Procedure: Similar to a Job plan however a procedure is a more stringent approved document which includes or references an organizations policies, processes, checklists and instructions including but not limited to manufacturers instructions. The work procedure may also have an assigned expiration date as well as being subject to a process change control system. Organzations subscribing to ISO 900X may be more involved in creating and managing Work Procedures.

Work Package: From a project perspective the work package is the lowest level of the projects WBS. The work package is the group of documents that includes items such as the Job Plan, Work Procedure, P&ID, Detailed Safety Plan, Engineering Documentation, Blindsheets, Material Details, QA/QC Documentation etc...

Schedule Activities: Represents the sequencing, timing and duration of activites to be performed within a specified period. These activities relate to the scheduled completion of the deliverable of which the Job Plan or Work Procedure was created. With this said each planned activity does not necessarily need to be included within the schedule. The scheduled activities should, in my experience, enable clear understanding of deliverable completeness. For example, there may be 25 activities defining detailed information to clean an Exchanger; from a scheduling perspective these 25 activities often can be summarized to 5-10 schedule activities such as:

10 Blind Exchanger
20 Remove End Plates
30 Clean Exchanger
40 Inspect Exchanger
50 Install End Plates
60 Remove Blinds

Project vs. Turnaround Scheduling

The main difference between a TA and project is that you can get surprised when you open equipment and see the internal condition. Understanding how found work will be identified, communicated,planned, approved, tracked and ultimately...managed will enable success ensuring that only activities truly neccessary will be performed.

Relationships - Scope and Schedule Baselines

It may seem that I have been on my soap box lately regarding the WBS,and perhaps I have been, however... we still hear about TA and Projects in crisis. I am confident stating that we consistently focus on the Schedule Baseline and make the assumption that the Scope Baseline is mirrored. The scope baseline will consist of a WBS structure or hierarchy of major deliverables decomposed into smaller, more manageable components down to the Work Order level. The Work Orders then identify schedule activities, resources, duration and attributes neccessary for schedule development. Then once the scope has been established, the schedule developed and baselined we should be functionally ready for execution.

Primavera WBS Summary Activities

What is the need and relationship between WBS Summaries vs Activity Type WBS Summaries in Primavera P6?A project with ~1000 tasks and 10 summaries. Under the “Activities”-tab you will see both the WBS-summary without an ID-number and immediately below a schedule activity with an Activty ID defined as “WBS Summary”. Under General – Activity also has the same start / finish dates as all the schedule activities under each summary.

Question 1: How are the 2 WBS-summaries levels related? What is the purpose, benefits and/or risks?All is well, until you check the schedule log after a “Reschedule”. The log indicates there are 101 activities without a predecessor and 101 activities without a successor. When checking the project, there are no activities with out a predessessor or successor except the start date and the completion date. The activity ID’s are not present in the schedule log, now remove the filter applied above and observe that all the remaining 100+100 errors/warnings are coming from the WBS-summaries.

Question 2: Should activity type WBS summaries be linked to task dependent activities?

Question 3: Will linking the activity type WBS summaries to task dependent activities remove the error / warnings from the schedule log - without predecessors / successors?

Primavera WBS

It seems that quite a few of us are not using Primavera's WBS structure. Recently I have been developing the WBS down to the WO#; the latest being 6 levels. Is anyone else doing this for TA's?