STO Navigator™ Challenge…

Posted By   Posted on  May 9, 2012 Leave a comment

Take the STO Navigator™ Challenge… This quiz has 20 interesting questions worth 5 points each, which are meant to challenge you with ideas and concepts that you may find intriguing; enough to get you thinking, as well as giving us some feedback on your own ideas of STO project best-practices… please feel free to comment… [wp-simple-survey-1]

Zero Harm…

Posted By   Posted on  May 9, 2012 Leave a comment

How Can You Achieve Zero Harm on a STO Project? During the Execution Phase of a STO project the No. 1 KPI is Safety; its Target is Zero. Sounds good, right? But how realistic is it? “I’ve been on STO projects where Senior Management insists that Zero Harm is not practical, that they’d lose any chance of receiving

STOp Scheduling…

Posted By   Posted on  May 5, 2012 Leave a comment
Shutdowns-Turnarounds-Outages

STOp Scheduling, as in Traditional Project Management In the business of Shutdowns, Turnarounds and Outages, the Planning & Scheduling functions of traditional project management are not sufficient. Why? They’re too subjective–most of what is planned and scheduled is based on how someone interprets or defines the planning and scheduling methods–typically based on past experience or preference, which doesn’t allow for

Stakeholder Strategies…

Posted By   Posted on  May 3, 2012 Leave a comment

Stakeholder STRATEGIES Stakeholder Strategies - a [Strategy] is a plan of action designed to achieve a vision. It derives from the Greek “στρατηγία” (strategia), “office of general, command, generalship”.[ Perhaps the most under-utilized opportunity in preparing to execute a STO project is the establishment of Stakeholder Strategies. It seems that STO Teams tend to rely more on Tactics than they do

Primavera™ P6 Training for STO…

Posted By   Posted on  May 1, 2012 Leave a comment

Primavera™ P6 Training for STO Projects Primavera™ P6 is a common application used for Planning & Scheduling STO projects. It is, however, Project Management Software, which means it’s not designed for controlling complex projects similar to most Shutdowns, Turnarounds and Outages. Despite its short-comings, Primavera™ P6 can help you control the Execution Phase of your STO project if you

Navcon™ Dream Team®…

Posted By   Posted on  April 28, 2012 Leave a comment

The Navcon™ Dream Team® – Third-Party STO Management When companies do not have the resources, or the expertise to manage a STO project–in today’s environment–they do have a couple of options: 1) Turnkey, or 2) Third-Party Management. A number of companies are opting for option 1) Turnkey, without realizing that it’s not possible to transfer accountability. Sure, you can

Earned-Value…

Posted By   Posted on  April 26, 2012 5 comments

Creating an Earned-Value S-Curve Report As part of the STO Navigator™ series of reports the Earned-Value S-Curve is the most valuable. Unfortunately it’s also the least understood. To effectively measure STO project performance in real-time you need to establish a clear understanding of values and schedule criteria. For example, Planned-Value is the Original Estimate of each Activity Duration

Planning Team…

Posted By   Posted on  April 26, 2012 Leave a comment

STO Navigator™ Project Controls and Planning Team Organization Since publishing the post on Field Planner Role I’ve had several inquires into how, at STO Navigator™, we establish the Project Controls and Planning Team Organization, including Job Descriptions and Roles & Responsibilities. I’ve used the example here of a Refinery Turnaround Project, which includes Shutdown work (process integrity) and Outage work