Found Work

Posted By   Posted on  September 2, 2013 Leave a comment

Regardless of whether a STO project is a Process Integrity Shutdown, Asset Integrity Turnaround, or Maintenance/OPEX/CAPEX Outage, the discovery of dirt, damage, disrepair or degradation when equipment is opened is a reality; one we must deal with, either prior to the Execution Phase, and/or during the Execution Phase. Found Work is any Activity estimated as Potential Work (see Figure

Categories: Methodology

Scope Creep

Posted By   Posted on  September 2, 2013 Leave a comment

If you’ve been following my blog posts for any length of time you’ve no doubt determined that I’m an out-of-the-box, radical thinker whose ideas, concepts and methodologies are somewhat visionary; or shall I say, strange. I’m not asking you to agree with everything I say, just that you try to escape the Project Management (world is round) Paradigm

Categories: Methodology, People

Wrench Time

Posted By   Posted on  September 1, 2013 Leave a comment

When Workers spend more than half of their daily shift performing planned work—with zero incidents and zero rework—they are said to be performing efficiently. But how much Wrench Time can you realistically expect from Workers? During my investigation into how we might increase Worker Wrench Time without compromising safety or quality, I was surprised to find that it’s

P6 Daily Shift Report

Posted By   Posted on  August 30, 2013 Leave a comment

I’ve mentioned in previous posts that using look-ahead schedules [plans] is not a best-practice when it comes to issuing work to Execution Coordinators. The primary reason for this is simple: you can’t see far enough in the future to manage changing conditions. It’s enough to issue only the amount of work that can be achieved in a 24

On Time and On Budget

Posted By   Posted on  August 29, 2013 1 comment

I agree with Ej Lister: On Time and On Budget is not that impressive. Whatever happened to: Safe, Reliable and Efficient? Do not these three very important KPI’s and their related targets mean anything to the overall success of a STO project? Are you telling us that you came in On Time and On Budget, but you killed

STO Budget Control

Posted By   Posted on  August 29, 2013 Leave a comment

You often here the term ‘Cost Control’ on major projects, including Shutdown, Turnaround and Outage projects. Although this may be a common term, it really is an oxymoron. By that I mean, you really can’t control cost; you can only [simply] manage cost. You can, however, control the budget for a STO project by using risk/cost benefit analysis methodologies, thereby controlling

P6 Phase Calendars

Posted By   Posted on  August 28, 2013 Leave a comment

Primavera™ P6 Users often try to phase their STO project using the WBS (Work Breakdown Structure), creating Pre-Work, Shutdown, Maintenance, Start-up WBS elements to manage activities within a specified time period. This method, however, is not a best-practice. The WBS for a STO project must mirror the WBS (or FLOC-Functional Location) created in the ERP/CMMS where the Asset

Strategic Planning for STO

Posted By   Posted on  August 27, 2013 Leave a comment

Strategic Planning for STO is a game we play to outmaneuver our opponent, which, in the case of STO projects = risk + time / cost. How we establish strategies to deal with our opponent, therefore, is vital to our survival in this business. We must ensure we’re prepared for the expected, and competent to control the unexpected.