Sto300 R5

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Primavera P6 for STO Planning & Scheduling STO300 Course Manual
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WORKSCOPE The approved worklist for a Shutdown, Turnaround or Outage; produced by the Asset Management Team using effective Risk/Cost Benefit Analysis P LA N N I N G The development of Planned Job Packages and the associated list of Activities in logic sequence to execute a Work Order Task safely, with quality and efficiency E S TI M A T I N G The calculated, benchmark time, tools, equipment, resources, and materials required to execute the Planned Job Package P ROGR AMM ING The entry of data into Primavera P6 and the establishment of the WBS, Activity Codes, Priorities, Resource Limits and Calendars S C H E D U L IN G The automatic calculating of Primavera P6 to produce a Dynamic Plan for each shift to match available Resources WORK MANAGE M EN T Executing according to the Plan; providing accurate and timely status from the field to produce a new Plan
Plan Estimate Program Schedule Execute Update Performance

Safety Quality Wrench-time
HE AD OFFICE 225-6450 Roberts Street | Burnaby, BC Canada |V5G 4E1 | +1-604-294-1577
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Copyright 2012 STOnavigator inc. For additional copies please contact us: STOnavigator inc. 225 6450 Roberts Street Burnaby BC Canada V5G 4E1 P 604-294-1577 F 604-294-6095 All rights reserved. No part of this manual may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without written prior permission of the creator. V1 - First printing 2007
STOnavigator inc. provides industry with Shutdown Turnaround Outage & Reliability Asset Management products, services and training. Visit our website for more information: www.stonavigator.com
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Course Agenda
Course Agenda
Day 1 Theme: Planning and Estimating The theme for this session is Planning and Estimating, where the student will learn the rules of creating a plan and estimating its resource requirements. The student will learn to use the Field Planning Form prior to creating a layout in Primavera P6 and entering the plan within a specific Work Breakdown Structure bucket. At the end of Day 1 the student will have a STO Project in Primavera P6 with several Worklist / Work Order Plans assigned to their appropriate WBS bucket, ready for the next session (Day 2) to begin Programming and Scheduling. 8:00am 8:30am 9:00am 10:00am 10:15am 8:30am 9:00am 10:00am 10:15am 10:45pm - Introductions and Course Overview - Presentation STO Project Methodology and Technology - Presentation Planning, Scheduling and Field Execution Roles - Coffee Break - Presentation Planning and Estimating Best-Practices
Worklist Management and Control Planned Job Package Development and Control Field Planning Benchmark Estimating
10:45pm 12:00pm 1:00pm 1:30pm
12:00pm 1:00pm 1:30pm 2:45pm
- Exercise Planning and Estimating Best-Practices - Lunch - Presentation - Work Breakdown Structure - Exercise Primavera P6 Lesson 1 Create a STO Project
Logging-in and Navigating Create a Project and Establish Defaults Create Work Breakdown Structure Establish Layouts (saving, import, export, customize)
2:45pm 3:00pm
3:00pm 4:30pm
- Coffee Break - Exercise Primavera P6 Lesson 2 Creating Activity Plans

Adding Activities Using Steps Creating Relationships (predecessor/successor)
- Exercise Primavera P6 Lesson 3 Creating Resources

Roles and Responsibilities Adding Resources Setting Resource Defaults and Limits
Primavera P6 for STO Planning & Scheduling STO300
www.stonavigator.com 2012
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Course Agenda Day 2 Theme: Programming and Scheduling The theme for this session is Programming and Scheduling, where the student will learn the difference between them, and learn to create programming codes and how to assign them, both manually and globally. The student will learn the various methods of scheduling; how to apply them, and when to use them. The highlight of this session will be Dynamic Schedule Management (DSM) for driving, not monitoring their STO project. At the end of Day 2 the student will have a STO Project in Primavera P6 that represents a Plan, in preparation for the next session of Execution Management and Control. 8:00am 9:00am - Presentation Dynamic Schedule Management
Programming Phasing the STO project Scheduling Methodology
9:00am
10:00am
- Exercise Primavera P6 Lesson 4 Coding the STO Project

Cost Management Creating Phase Calendars Creating Activity Codes Creating User-Defined Fields
10:00am 10:15am
10:15am 12:00pm
- Coffee Break - Exercise Primavera P6 Lesson 5 Programming the STO Project

Assigning Calendars Assigning Activity Codes Global Change / Fill Down Applying Productivity Factors
12:00pm 1:00pm
1:00pm 2:00pm
- Lunch - Presentation Execution Strategy

Shutdown / Start-up Inspection/Maintenance/Projects
2:00pm 2:45pm 3:00pm
2:45pm 3:00pm 4:00pm
- Exercise The Execution Strategy - Coffee Break - Exercise Primavera P6 Lesson 6 - Scheduling
Scheduling Levelling (Optimizing the Plan)
4:00pm
4:30pm
- Exercise Primavera P6 Lesson 7 Managing Data

Maintaining the Project Documents Library Grouping and Sorting Applying Filters Saving a Baseline
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Course Agenda Day 3 Theme: Execution Management and Control The theme for this session is Execution Management and Control, where the student will learn how to create reports for distribution (Daily Shift Reports) and analysis (Key Performance Reports) using the Primavera P6 Report Writer with Filters and Batch Printing. The student will create a new Layout for Updating while establishing the methodology for obtaining accurate and timely Field Updates. The student will learn to update and using DSM (Dynamic Schedule Management) learn to produce a new Daily Shift Report (Plan) to accommodate the Field Execution Coordinators based on resource and asset availability. At the end of this session the student will have a complete understanding of Planning, Estimating, Programming, Scheduling, Updating and Reporting to ensure an effective and efficient STO project with a combined effort of Planners, Schedulers and Field Execution Coordinators. 8:00am 9:00am - Presentation Execution Management and Control
Daily Shift Report Distribution Field Execution Update Methodology Performance Reporting (KPIs)
9:00am
10:00am
- Exercise Primavera P6 Lesson 8 Creating Reports

Creating Report Groups Creating Reports
10:00am 10:15am
10:15am 12:00pm
- Coffee Break - Exercise Primavera P6 Lesson 9 Updating and Progressing

Create an Update / Status Layout Updating and Progressing Establish a New Plan (DSM)
12:00pm 1:00pm
1:00pm 2:00pm
- Lunch - Exercise Primavera P6 Lesson 10 Performance Management Performance Management

Project Website
2:00pm 2:45pm 3:00pm 4:00pm
2:45pm 3:00pm 4:00pm 4:30pm
- Exercise Primavera P6 Lesson 11 Project Website

Project Website
- Coffee Break - Presentation Milestone Schedule Lessons-Learned - Review Questions Certificates and Photos Course Evaluation Forms
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Table of Contents Course Agenda .................................................................................................................................. i Course Overview ............................................................................................................................... x Flow of Lessons ............................................................................................................................... xi Instructors.........................................................................................................................................xii Common Shutdown and Turnaround Terminology and Definitions ..................................................... xiii STO Project Methodology and Technology......................................................................................... 17 Workshop Exercise Planning and Estimating................................................................................... 19 Best-Practices - Planning ................................................................................................................ 20 Best-Practices - Estimating ............................................................................................................. 26 Equipment Network Logic (graphical) .............................................................................................. 40 Field Planning Form (example) ....................................................................................................... 41 Assigning Planners by Planned Job Package ................................................................................. 42 Field Planning Workshop Exercise .................................................................................................. 43 Planned Job Package Cover Sheet................................................................................................. 48 Planned Job Package File Contents Checklist ................................................................................ 49 Planned Job Package Inspection Plan Checklist............................................................................. 50 Lesson 1: Create your STO Project .................................................................................................... 53 Logging In........................................................................................................................................ 54 Home Window ................................................................................................................................. 55 Navigation Bar ................................................................................................................................. 56 Creating a Project ............................................................................................................................ 56 Create a New Project Wizard .......................................................................................................... 57 Entering Project Name .................................................................................................................... 58 Entering Project Start and End Dates.............................................................................................. 59 Entering Responsible Manager ....................................................................................................... 60 Selecting Assignment Rate Type .................................................................................................... 61 Running Project Architect ................................................................................................................ 62 Projects Window.............................................................................................................................. 63 Project Details ................................................................................................................................. 65 General Tab .................................................................................................................................... 66 Dates Tab ........................................................................................................................................ 67 Notebook Tab .................................................................................................................................. 68 Codes Tab....................................................................................................................................... 70 Type Ahead and Search in Dialog Boxes ........................................................................................ 71 Defaults Tab .................................................................................................................................... 72 Settings Tab .................................................................................................................................... 73 Calculations Tab.............................................................................................................................. 74 Work Breakdown Structure Best-Practices ................................................................................... 75 Work Breakdown Structure Exercise Sheet..................................................................................... 78 Viewing WBS Elements ................................................................................................................... 79 Creating the WBS Hierarchy ........................................................................................................... 80 Workshop: Creating a Work Breakdown Structure .......................................................................... 83 Workshop Results ........................................................................................................................... 84 Layouts Best-Practices ................................................................................................................. 85 Layouts in Primavera P6 ................................................................................................................. 86 iv Primavera P6 Training for Plant Shutdowns and Turnarounds STO300
www.cpmsolutions.ca
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Table of Contents Opening an Existing Activity Layout ................................................................................................ 87 Gantt Chart ...................................................................................................................................... 89 Activity Usage Spreadsheet ............................................................................................................ 90 Activity Network ............................................................................................................................... 91 Activity Table ................................................................................................................................... 92 Customizing a Layout ...................................................................................................................... 93 Selecting Columns .......................................................................................................................... 94 Using Hint Help in Columns Dialog Box .......................................................................................... 95 Displaying Activity Details................................................................................................................ 96 Selecting Details Tabs ..................................................................................................................... 97 Saving Layouts ................................................................................................................................ 98 Closing a Project ........................................................................................................................... 100 Workshop: Creating a Planning Layout ......................................................................................... 101 Lesson 2: Creating Activity Plans ...................................................................................................... 103 Tasks and Activities ....................................................................................................................... 104 Activity Components...................................................................................................................... 105 Adding Activities using a Planning Layout ..................................................................................... 106 Adding Activities to Tasks.............................................................................................................. 107 Using Activity Details Tabs ............................................................................................................ 108 Assigning Activity Type.................................................................................................................. 109 Using Steps ................................................................................................................................... 111 Best- Practices Creating Relationships ...................................................................................... 112 Network Logic Diagram ................................................................................................................. 113 Relationship Types ........................................................................................................................ 114 Relationships with Lag................................................................................................................... 115 Creating Relationships in the Gantt Chart ..................................................................................... 116 Creating Relationships using Link Activities Feature ..................................................................... 117 Creating Relationships in the Activity Network .............................................................................. 118 Using the GoTo Feature ................................................................................................................ 119 Assigning Lag ................................................................................................................................ 120 Workshop: Creating Relationships ................................................................................................ 121 Lesson 3: Creating Resources .......................................................................................................... 123 Roles and Responsibilities (OBS) Best-Practices ...................................................................... 124 Roles and Responsibilities Sheet - Example ................................................................................. 125 Resources and Roles .................................................................................................................... 126 Scheduler/Programmer (Pitcher) Clock ......................................................................................... 127 Defining Roles ............................................................................................................................... 128 Prices Tab ..................................................................................................................................... 129 Limits Tab ...................................................................................................................................... 130 Baseball Metaphor ........................................................................................................................ 131 OBS (Organizational Breakdown Structure) .................................................................................. 132 Resources Best-Practices .......................................................................................................... 133 Defining Resources ....................................................................................................................... 138 Resource Details ........................................................................................................................... 139 Details Tab .................................................................................................................................... 140 Units & Prices Tab ......................................................................................................................... 141
Primavera P6 for STO Planning & Scheduling STO300 www.stonavigator.com 2012
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Table of Contents Assigning Resources, Tools and Materials.................................................................................... 142 Workshop: Adding Resources, Tools and Materials ...................................................................... 143 Lesson 4: Coding the STO Project.................................................................................................... 145 Best- Practices - Calendars and Process Availability .................................................................... 146 Calendar Assignments .................................................................................................................. 147 Worktime Types ............................................................................................................................ 148 Global Calendars ........................................................................................................................... 149 Viewing a Global Calendar ............................................................................................................ 150 Adding a Project Calendar............................................................................................................. 151 Setting the Work Days ................................................................................................................... 152 Setting Nonworktime ..................................................................................................................... 153 Setting Exceptions ......................................................................................................................... 154 Assigning Calendars to Activities .................................................................................................. 155 Workshop: Creating Calendars ..................................................................................................... 156 Workshop Results ......................................................................................................................... 157 Activity Codes ................................................................................................................................ 158 Creating Activity Codes ................................................................................................................. 159 Workshop: Creating Activity Codes ............................................................................................... 161 User Fields Overview .................................................................................................................... 164 Defining a User Field ..................................................................................................................... 165 Assigning User Field Values.......................................................................................................... 166 Lesson 5: Programming the STO Project.......................................................................................... 168 Cost Management Best-Practices .............................................................................................. 169 Planning Costs .............................................................................................................................. 175 Expense ........................................................................................................................................ 176 Summary Tab ................................................................................................................................ 177 Stabilizer Unit Shutdown - Global Change .................................................................................... 178 Planning Tags ............................................................................................................................... 179 Global Change .............................................................................................................................. 180 Creating a New Global Change ..................................................................................................... 181 Global Change Report Dialog Box ................................................................................................ 182 Viewing Global Change Results .................................................................................................... 183 Exercise: The Execution Strategy ..................................................................................................... 185 The Execution Plan - Best-Practices ............................................................................................. 186 The Execution Plan (example) ...................................................................................................... 187 The Execution Plan OBS / WBS................................................................................................. 192 Lesson 6: Dynamic Schedule Management ...................................................................................... 195 Best-Practices - Scheduling .......................................................................................................... 196 Scheduling Step-by-Step ............................................................................................................ 197 What is the Data Date? ................................................................................................................. 198 Total Float ..................................................................................................................................... 199 Circular Relationships (Loops) ...................................................................................................... 200 Scheduling a Project ..................................................................................................................... 201 Schedule Log ................................................................................................................................ 202 Constraints .................................................................................................................................... 203 vi
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Table of Contents Commonly Use Constraints ........................................................................................................... 204 Mandatory Start ............................................................................................................................. 205 Mandatory Finish ........................................................................................................................... 206 Activity Network Logic Dependant ................................................................................................. 207 Adding Notebook Topic ................................................................................................................. 209 Levelling Overview ........................................................................................................................ 211 Front Loading the Project .............................................................................................................. 212 Handling Resource Conflicts ......................................................................................................... 213 Setting Equipment (Task) Levelling Priorities ................................................................................ 214 Setting User Preferences prior to Levelling ................................................................................... 216 Levelling ........................................................................................................................................ 217 Selecting Resources...................................................................................................................... 219 Adding Levelling Priorities ............................................................................................................. 220 Viewing the Levelling Log .............................................................................................................. 221 Analyzing the Leveled Project ....................................................................................................... 222 Workshop: Levelling (Optimizing the Plan) .................................................................................... 224 Lesson 7: Managing Data ................................................................................................................. 229 Project Documents ........................................................................................................................ 230 Creating a Document Record ........................................................................................................ 231 Files Tab........................................................................................................................................ 233 Assigning a Project Document to an Activity ................................................................................. 234 Viewing Document Details............................................................................................................. 236 Grouping Data ............................................................................................................................... 237 Group and Sort Dialog Box............................................................................................................ 238 Grouping by Date .......................................................................................................................... 240 Collapsing/Expanding Grouped Data ............................................................................................ 241 Sorting Activities ............................................................................................................................ 242 Sorting Multiple Fields ................................................................................................................... 243 Filtering Activities .......................................................................................................................... 245 Filters Dialog Box .......................................................................................................................... 246 Applying a Default Filter ................................................................................................................ 247 Creating a Filter ............................................................................................................................. 248 Using Multiple Filters ..................................................................................................................... 250 Applying the All Activities Filter ...................................................................................................... 251 Baselines ....................................................................................................................................... 252 Creating a Baseline ....................................................................................................................... 253 Categorizing the Baseline.............................................................................................................. 254 Assigning a Baseline ..................................................................................................................... 255 Viewing Baseline Bars ................................................................................................................... 256 Displaying Baseline Bars ............................................................................................................... 257 Customizing the Activity Table ...................................................................................................... 258 Saving the Layout .......................................................................................................................... 259 Bar Labels Tab .............................................................................................................................. 260 Lesson 8: Creating Reports .............................................................................................................. 263 Best-Practices - Reporting............................................................................................................ 264 Reports Window ............................................................................................................................ 265
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Table of Contents Run an Existing Report.................................................................................................................. 266 Run Report Dialog Box .................................................................................................................. 267 Print Preview ................................................................................................................................. 268 Printing Reports ............................................................................................................................. 269 Report Wizard ............................................................................................................................... 270 Create or Modify Report ................................................................................................................ 271 Select Subject Area ....................................................................................................................... 271 Select Additional Subject Areas .................................................................................................... 272 Configure Selected Subject Areas ................................................................................................. 273 Adding a Filter to the Report.......................................................................................................... 274 Adding a Report Title ..................................................................................................................... 275 Generating the Report ................................................................................................................... 276 Print Preview ................................................................................................................................. 277 Saving a Report............................................................................................................................. 278 Assigning a Report to a Report Group........................................................................................... 279 Creating a Report Using the Current Layout ................................................................................. 280 Workshop: Building Reports in Primavera ..................................................................................... 284 Lesson 9: Updating the Progressing ................................................................................................. 286 Best-Practices Updating the Plan ............................................................................................... 287 The Data Date ............................................................................................................................... 288 The Updating Layout ..................................................................................................................... 290 Workshop: Create the Updating Layout......................................................................................... 291 Progress Spotlight ......................................................................................................................... 292 Statusing Activities ........................................................................................................................ 293 The Data Date Filter for Layouts and Reports ............................................................................... 294 The Data Date Filter for Global Change ........................................................................................ 295 Updating Activity % Complete ....................................................................................................... 297 Lesson 10: Performance Management ............................................................................................. 300 Best-Practices Performance Management ................................................................................. 301 Project Controls ............................................................................................................................. 302 Trending Data................................................................................................................................ 303 Key Performance Indicators and Status Data................................................................................ 304 Lesson 11: Project Website .............................................................................................................. 306 Project Web Site............................................................................................................................ 307 Creating a Project Web Site .......................................................................................................... 308 Customizing the Project Web Site ................................................................................................. 310 Splash Tab .................................................................................................................................... 311 Topics Tab..................................................................................................................................... 312 Graphics Tab ................................................................................................................................. 313 Reports Tab................................................................................................................................... 314 Publishing the Web Site ................................................................................................................ 315 Launching the Web Site ................................................................................................................ 316 Navigating the Project Web Site .................................................................................................... 317 Publishing Activity Layouts ............................................................................................................ 319 Lesson 12: Creating a Milestone Schedule (Pre-Planning) ............................................................... 323 viii
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Table of Contents Best-practices Creating a Milestone Schedule ........................................................................... 324 Responsibilities Matrix ................................................................................................................... 325 Milestone Schedule ....................................................................................................................... 326 Milestone List ................................................................................................................................ 327 The Turnaround Management Core Team .................................................................................... 329 Getting Help ...................................................................................................................................... 331 Index ................................................................................................................................................. 332 Course Evaluation STO300 ........................................................................................................... 334
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Course Overview
Course Overview
Course Overview
This 3 day intensive training course is designed by STOnavigator Masters for the individuals responsible for the planning, scheduling and execution management and control functions associated with shutdowns, turnarounds, outages and capital projects. To maximize the effectiveness of Primavera P6 for managing these projects weve designed a course that not only focuses on the ability to use the software effectively, it focuses also on providing best-practice management tools for effective estimating, schedule development and field execution to ensure your overall project meets you key performance targets associated with safety, cost, duration, worker efficiency and quality. Attendees will learn how to properly develop a plan based on realistic estimates, how to apply productivity factors and measure performance, how to develop and manage a dynamic schedule using the Primavera P6 levelling capabilities and how to get buy-in from field execution and operations coordinators during the outage.
Objective
The objective of this course is to provide instruction on navigating and managing data in the Primavera P6 environment while teaching industry best-practices for planning, scheduling and executing an efficient shutdown, turnaround, outage or capital project.
Vision
The Planning Team will assist with establishing the Key Performance Targets and control the project to meet or exceed them. Key Performance Indicators Key Performance Targets Phase Strategic Planning Planning and Scheduling Execution Execution Execution
Budget / Workscope Based on Risk/Cost Benefit Duration Safety / Environment Quality Direct Wrench-time Based on Shutdown/Start-up and Longest-path Zero Incidents Zero rework, zero leaks 55%
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Flow of Lessons
Course Overview
Flow of Lessons
The steps (lessons) outlined below have been purposefully sequenced in the progression in which a real-life STO project should be planned, scheduled and controlled: STO Project Methodology and Technology Planning, Scheduling and Field Execution Roles Creating a STO Project and Setting Defaults Creating Layouts (saving, importing, exporting, controlling) Creating the Work Breakdown Structure Worklist Management and Control Creating a Planned Job Package Work Order (Task) Activity Sequence - Field Planning and Estimating Entering Activities and Relationships Data Using Steps Defining Resources Creating Resources and Limits Creating Phase Calendars Creating Activity Codes Managing Data (Grouping, Sorting, Filtering, Global Changes) Establish Key Performance Indicators (KPIs) Applying Productivity Factors Defining the Execution Plan Prioritizing Work Dynamic Schedule Management (DSM) What-if Scenarios Optimizing the Plan Saving a Baseline Creating Shift Reports Execution Management Updating Activities Creating Performance Reports Using Earned-Value Analysis
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Instructor
Instructors
Instructors
Ej (Ted) Lister is an internationally recognized innovative leader and soughtafter Shutdown, Turnaround and Outage Navigator and Keynote Speaker and Presenter; author of several books and manuals relevant to STO BestPractices. Gifted, patient and enthusiastic communicator and people-person; projects are not successful, the project team is. 25 years of combined experience in the field and in the war-room. Certified Red Seal Electrician and Instrumentation Technologist. Qualified Planner/Scheduler and Project Controls Specialist with HR and Change Management accreditations. Ej is the Editor of STO Navigator learning blog, contributing weekly to share knowledge and experience to more than 10,000 visitors monthly. In 2005 Ej published Successful Change Management and is currently completing a High Performance Organization book Lead, Manage or Dig. Favorite Quote: Grown-ups invented work to keep playing together Kevin Cadieux is a passionate & motivated Shutdown, Turnaround and Outage Navigator. Kevin is a professional Shutdown, Turnaround and Outage Advisor, Mentor, Keynote Speaker and Presenter and a driving force in altering the cultural aspects of STO projects. 28 years of time in the trenches and the nerve centers of the shutdown world. Certified Red Seal Instrumentation Tech, Certified Electrical Technologist. Have experienced life as a TA Manager, TA Coordinator, Logistics Liaison, Planner / Scheduler, Cost Tracker, HSE Leader, and participated in events as both Client and Contractor. The whole STO world is a dynamic and exciting environment where Kevin can instil passion and outside the box perspectives to affect positive change to your STO culture and spread the passion for these events Favorite Quote: Without change there is little growth
STOnavigator inc. #225 6450 Roberts Street | Burnaby BC Canada V5G 4E1 P: 604-294-1577 | F: 604-294-6095 | www.stonavigator.com
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STO Project Methodology and Technology
Common Shutdown and Turnaround Terminology and Definitions

Accountable e.g.; you are accountable for the overall plan, however, you are not responsible for developing it (accountability is a leadership role as compared to responsibility which is a management role) Activity a logical step in a series / parallel network which has a defined duration supported by resources. Activity Type Insulate, erect, install, clean, open, etc. (the action associated with an activity regardless of who is performing the work) Actuals the real time measured in hours to complete and activity or task Asset Integrity the condition of an asset compared to its original design; measured by material degradation. Baseline Estimate the estimate of an activity based on industry standards which does not include any friction time. Best-Practices procedures that are practiced that deliver the best results based on industry surveys, i.e., vessel cleaning, planning, hot-bolting, safety, etc. CAPEX capital expenditures Consumable materials or indirect items which are consumed during work execution, i.e., pipe dope, lubricants, tape, wipes, etc. Coordinate field management of cranes, vac trucks, people, etc. during the execution of a shutdown or turnaround. Crashdown an expected, uncontrolled, interruption in a process unit, system or equipment. Critical Job a task or activity that has run out of float and exceeded its process availability calendar. Critical Path a project management term indicating a series of activities which drive the duration of the project (not used in management shutdowns and turnarounds) Direct labour resources and costs associated with wrench-hours. Direct work is when actual hours are associated with earned hours. Earned the percentage of time in hours in which an estimated activity or task has progressed, regardless of the actual time it took to complete. Equipment Type Exchanger, Vessel, Pump, Drum, Stack, Compressor, Tank, etc. Estimating determination of what activities need to be performed to execute a task and the amount of resources, time/duration, human, tools, materials, etc.
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Common Shutdown and Turnaround Terminology and Definitions that are required to perform it; based on industry benchmark standards not including friction. Feed-out Day 1 of a shutdown or turnaround when feedstock is no longer flowing into the plant; shutdown. Field Planner an individual responsible for completing a field estimating form out in the unit to determine the activities and resources required to execute a task. Float the amount of time an activity or task can slip before it becomes a critical job (before it exceeds Process Availability) Free Issue materials or indirect items which are not consumed during work execution and do not require a Materials Traceability Record MTR, i.e., safety glasses, pipe nipples, fittings, etc. Friction Time non wrench-time, i.e., time waiting for permits, coffee, lunch, standby, etc. Guidelines (Documents/Notes) guidelines are written parameters associated with a process where strict policies or procedures are not required. Indirect support resources for direct wrench-hours; i.e., tools, materials, travel, trailers, safety equipment, scaffolding, welding rod, etc. (typically 115% of direct wrench-hours when determining the initial budget). Initial Budget a budget created for a shutdown or turnaround based on the estimates of direct wrench-hours, materials, equipment, purchase orders and indirects prior to the Worklist Cut-off Date. Key Performance Indicators the key things whose performance we wish to measure during a shutdown or turnaround; i.e., safety, duration, cost, quality, worker performance. Key Performance Targets the limits of key performance indicators. For example, 0 incidents, 18 days, $24M, 0 leaks, etc. Levelling the process of allowing Primavera P6 to schedule tasks automatically within the constraints of the programmed limits to create a schedule that meets or exceeds the key performance targets, or establishes the key performance targets by determining the shortest duration, lowest cost, least amount of resources, etc. (typically done as what-if prior to working in a live project). Longest Job the task, or series of tasks, with zero float which determine the duration of a shutdown or turnaround MOC Management of Change form required to be completed prior to any process or materials changes are executed. Network activities belonging to a network (Work Order / Task) connected by series or parallel links to form a logical sequence, i.e., strip-down rebuild procedure for an asset or piece of equipment. The Network is the lowest level of the WBS. Operator a person responsible for developing a schedule. OPEX Operating Expenditures (including maintenance and maintenance projects)
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STO Project Methodology and Technology Outage equipment taken off-line for overhaul, maintenance or project work; often done during a Shutdown or Turnaround, and does not result in a total loss of Process Availability Performance Measure of productivity Phase a timeframe duration occurring during the execution phase of a shutdown or turnaround; i.e., shutdown, decommission, purge, drain, open, clean, inspect, repair, maintain, close, deblind, etc. PJP Planned Job Package Plan an overview of all the scheduled activities for an entire project Planner a person responsible for the planning function Planner/Scheduler a person responsible for the planning and scheduling functions Policy a rule implemented by the company, i.e., no smoking in a process unit Procedure (Steps) the steps outlined in a document or in Primavera P6 required to properly execute and activity; i.e., changing the oil on a compressor. Process Availability Work Breakdown Structure with assigned start and finish times, i.e., Stabilizer System is available from Day 3 Day 13 Process Integrity the condition of an asset, system, process, or unit with respect to cleanliness; measured by differential, or production throughput, i.e., catalyst, filters, exchangers, coolers, etc. Productivity a factor applied to a benchmark estimate to account for friction time, standby time and non-productive time. QA Quality Assurance Quality Assurance is the responsibility of the owner, i.e. Engineering, Technical or Inspection determines the limits, specifications, or design parameters and verifies that they are correct, i.e., gasket type QC Quality Control Quality Control is the reasonability of the contractor, i.e., to ensure the gasket is installed correctly to ensure quality workmanship. Resource human, tool, equipment, materials, procedures (anything that is consumed or expends effort to execute an activity). Responsible when you are assigned to perform a task and you perform it as requested; if you delegate it you are still accountable, but no longer responsible (either way you are in trouble if you dont lead or manage). Risk/Cost Benefit a process of scrutinizing all worklist items to determine their validity for execution during a shutdown or turnaround. If they dont support the vision of a safe and reliable facility for a pre-determined run duration, they dont make the worklist. Schedule a list of activities to be executed in a 24 hour period Scheduler (Programmer) a person accountable for developing a schedule Shutdown an outage planned for cleaning or maintaining a facility, unit, process, system or equipment (non-inspection related) Strategy a method of determining how something will be done while considering what-if scenarios. Task Type Inspection, Mechanical, Electrical, etc. (the key resource associated with the task).
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Common Shutdown and Turnaround Terminology and Definitions Turnaround an outage planned for inspecting and cleaning a facility or unit as regulated by government policies. Turnaround Readiness Assessment the review of pre-planning effort prior to feed-out WBS Work Breakdown Structure the structure of a project to define levels of project management and control, i.e., plant, area, unit, system, process, equipment type; similar to and OBS Organizational Breakdown Structure. Work Order an approved Work Request Work Request a formal request for expenditure for equipment repair Work Type Budgeted (prior to cut-off), Late (after cut-off and before feed-out requires additional approval for expenditure), New (a task identified after feed-out as a new worklist item or Work Order, Found (an activity added to an existing network [task] due to inspection and entry findings). Worklist a controlled list of tasks (Work Orders) to be planned and executed during a shutdown or turnaround Worklist Cut-off Date A date established by the Turnaround Leader in which all worklist items (Work Orders) need to be submitted by (Typically 6 months prior to feed-out and generally coincides with the establishment of the initial budget). Workscope Optimization reducing the scope of work for any project by performing risk/cost benefit analysis and probability/consequence reasoning. Wrench Hours the time spent physically working; as opposed to waiting, breaks, travel, etc.
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Presentation

3-Day Primavera P6 Planning & Scheduling for Shutdowns, Turnarounds and Outages
Methodology A formal process designed for efficient navigation and effective control of the activities required to produce a defined deliverable Has inputs (data/information) and outputs (products or services) Has suppliers and customers (Stakeholders) Multiple Methodologies make up the overall STO Management Process Managed by policies, guidelines and procedures (best-practices) Supported by: Technology
ERP/CMMS Methodology Management System (web-based application) Project Management Software
Resources Infrastructure Finances
STOnavigator inc. Management Process Summary
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Presentation
STO Project Methodology and Technology contd

STOnavigator inc. Procedure (Best-Practice) Example
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Planning and Estimating Best-Practices
Workshop
Workshop Exercise Planning and Estimating

Objectives
This lesson describes the Field Planning and Estimating effort and tools that need to be implemented to effectively field plan all the activities steps and associated resources required to create an Activity Network for each Task (Work Order) as well as Best-Practice Planned Job Packages: Estimating Best-Practices Field Planning Tasks and Work Orders Activity Networks Planned Job Packages Benchmark Industry Standards and Productivity Factors
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Best-Practices
Best-Practices - Planning
Purpose Understand how to effectively plan and estimate approved Worklist Items to decrease the risks associated with executing the work and increase worker efficiency. Best-Practices Work packages should include all the required manpower, services, materials, tools, rental equipment, special procedures and any related documentation. Develop detailed Equipment / Asset Network Libraries for all process unit equipment activities. Equipment networks should be developed within the Turnaround scheduling software. Data is then exported to other maintenance management software (i.e., CMMS), if required. The Planning and Scheduling software should be dynamic and capable of reacting to changing conditions quickly. Interfaces should be designed and developed to upload or download only the specific information required. The Equipment / Asset Networks should include all the activities that can be performed on a specific piece of equipment, i.e., maintenance, operations and support activities, e.g., scaffolding, safety, etc. Assign qualified individuals to plan work packages. Use Critical Path Method (CPM) when developing Equipment / Asset Networks rather than Precedence Analysis (PA). Equipment network activities should be: No less than one hour duration No more than one shift duration New activity for change in key resource New activity for change in equipment component New activity for change in scheduling logic Work packages should be identified by a sequential number tied to the equipment identifier Develop one equipment network that contains all the work activities that must be executed on a piece of equipment. Networks must be equipment driven by Equipment / Asset Tag Number. Work Orders are only a mechanism to distribute costs. Assign sort codes at the equipment or activity level during work package development to facilitate filtering the data by a specific sort query. Operations must define the shutdown and startup activities that will be included in the Turnaround plan. Execution Workbooks that contain Equipment / Asset Networks must be assembled and provided to each supervisor who is responsible for the execution of the activities as per the WBS and OBS.
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Best-Practices
Best-Practices - Planning (continued)

Establish Planned Job Packages and Equipment Specific Network library files to limit the planning effort required for each Turnaround. Establish a Planning Department and the required facilities to support the Planning Methodology. Ensure Planners are trained, certified and qualified to perform all Maintenance Planning functions, i.e., Turnaround, Routine, Materials and Projects. Guideline a) Overview Each facility should establish a Planning Department that is responsible for managing the planning function required for Turnaround and Routine Maintenance. The Planning Department Manager should report to the Maintenance Manager and must be independent from the Execution Manager. Personnel from the Planning Department should be assigned to specific Process Units 365 days per year. They are responsible for planning all Maintenance activities that will be conducted in their assigned Process Unit. The Planning Department will contain 3 or 4 levels of planning skill. The facility must also ensure that a suitable planning office and a controlled records storage room (Data Library) is used to file and store historical equipment information. Studies show that a minimum of 38% of the labour costs in a Turnaround can be directly attributed to travel of one form or another, e.g. not identifying blind sizes, locations, gasket specifications, wrench sizes, etc. Identifying all the resource requirements in a Planned Job Package (PJP) can significantly reduce this percentage. Planning is the effort of developing detailed plans (PJPs) for executing work associated with the maintenance and upkeep of equipment assets. For Turnaround related maintenance work, the development of Planned Job Packages and Equipment Specific Network library files will significantly improve the outcome of Turnaround execution while reducing the future planning effort. The primary function of planning is the identification of all the resources and the duration that is required to execute the Turnaround scope of work. Focus should be on accurate identification based on planning and estimating resources at the activity level of each Planned Job Package.
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Best-Practices

b) Identification of Resources Establish descriptive standard codes across the Corporation for all resources, i.e. planning codes, materials codes, permit codes, trade codes, equipment codes, contractor codes, etc., to ensure consistent application (e.g. INST = Instrumentation). Establish sort codes, report queries and report structure to identify and control resource requirements during the execution phase. Use Planning and Scheduling software that is capable of identifying, compiling and reporting support resource / service requirements along with the manpower requirements on the Daily Shift Report. Human Resources Assign unique codes based on the corporate standard to identify all crafts, specialities and support personnel as follows: Work teams if the work activity requires a unique combination of craftspersons identify it in the plan (e.g. exchanger crew scaffolder, mechanic, rigger, crane operator) Individual craftsperson match the resource to the work, i.e. if the activity requires a special skill or physical characteristic, then identify it in the plan (e.g. speciality welder, confined space entry, training for breathing air, firewatch, manwatch) Supervision provide reports filtered in a manner that allows the Management Team to determine the correct level and quantity of supervision required to supervise and control the workforce (e.g. sorted by process area / unit, equipment type, craft, etc.) Direct Support Services stress relieving, x-ray, high pressure wash, etc. are direct support services that must be identified at the activity level of each Planned Job Package. Indirect Support Services based on the planned hours of direct labour a percentage of indirect hours will be required, i.e., orientation and training, small tools, safety equipment, cleaners Materials Identify all materials at the activity level using the identification codes specified in the corporate standard. Coding, material description, quantity and unit cost must be defined in sufficient detail to ensure that: Material can be ordered, expedited, delivered, stored, issued, returned and tracked for cost and quantity effectively during the Execution Phase The material description data entered into the Planning and Scheduling software and the Planned Job Packages must be correctly identified at the activity level, i.e., catalogue number, quantity required.
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Best-Practices

Equipment Major equipment such as cranes, bundle pullers, manlifts, vacuum trucks, highpressure washers, etc must be identified in the Planned Job Packages to optimize utilization and establish the quantities required. Description, size, quantity and rental rates must be specified at the activity level Specify major equipment as a Trade Code in the Resource Table of the Planning and Scheduling software Any special procedures, safe work plans or restricted access should be noted in the Planned Job Package at the activity level Tools Tools such as impact guns, sockets, wrenches, grinders, etc must be identified in the Planned Job Packages to optimize utilization and establish the quantities required. Description, size, quantity and type must be specified at the activity level All tools should be identified in the Tool Table of the Planning and Scheduling software Inspect and certify hoisting equipment cables, slings, hoses, etc. Develop a policy for on / off site delivery and storage Tool by equipment not workforce. Strategically place tool trailers and gang boxes to minimize travel and waiting time Ensure adequate supply of tool consumables, i.e., grinding disks. Off Site Services The activities that must be executed off-site by speciality services must be identified at the activity level of the Planned Job Packages. Assign a unique Sort or Trade code for each off-site service. This will ensure each work activity that is performed off-site is properly scheduled and managed by the Execution Forces. The Off-Site Service Contractor must supply a plan of the activities to be performed, as well as provide feedback on completed or partially completed activities. This will allow the Planner to update and manage the Turnaround work schedule. In some cases, the Planner may have to provide the Off-Site Service Contractor with a Planned Job Package. When developing the Planned Job Package for off-site services, the Planner must consider: Preparation, removal, crating, shipping and receiving Delivery, pickup, equipment requirements; i.e., cranes, flatbeds, rail, WHMIS, safety procedures, etc. to allow efficient delivery and repair of the assets Safety warnings / tags and special procedures must accompany each asset requiring off-site service
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Best-Practices

Permits When developing the Planned Job Package, the Planner must identify the permit requirements at the activity level of each Planned Job Package as follows: Assign Standard Corporate Permit Codes (e.g. Hot, Cold, Confined Space Entry, Excavation, Vehicle Entry, etc) Procedures When developing the Planned Job Package, the Planner must identify the procedures and supplemental information at the activity level of each Planned Job Package as follows: Procedures included in the Planned Job Package can be electronically attached at the activity or equipment level in the Planning and Scheduling Software, i.e., Safe Work Procedures, Job Hazard Analysis, etc. Work Instructions, Critical Lift Studies, etc. Drawings, sketches, specifications, procedures, etc. c) Planning Checklists by Equipment Type Planning checklists assist the Planner when developing the Planned Job Packages and Equipment Networks and identifying the resources required to effectively execute the Workscope by itemizing all the activities that must be considered when planning maintenance work activities for specific types of equipment. d) The Planning and Scheduling Plan The Senior Planner responsible for the Process Unit outage must develop the Planning and Scheduling Plan that considers the following issues: Planners Responsibilities Equipment Library Database Management Turnaround File Management Labour and Cost Estimating Planned Job Package (PJP) Document Control Planned Job Package (PJP) Guidelines Routine Maintenance Work Integration Work Order Management Scheduling Methodology Report Methodology / Generation / Distribution
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Best-Practices
Best-Practices - Planning (continued) Planning Checklist Example Heat Exchangers

Types of exchange bundles: a) Removable straight tube, b) Removable u-tube, c) Fixed tubesheet, d) Integral T.S. drilled, e) Removable straight tube with expansion joint tail pipe, f) Air cooler, g) Bundles with full face T.S. (drilled). Determine bundles to be re-tubed: a) Where to send bundles? b) Order replacement bundles where to ship? c) Determine ship out and receive dates? Determine the bundles that require sample tube removal and tube size. Order replacement tubes for samples. Determine bundles that require IRIS inspection. Fill out forms on gasket requirements. Order gaskets. Have test pumps checked and available for hydro-test of exchangers. Arrange for any high-pressure tests to be conducted. Arrange to have blind flanges and test blinds available for hydro-test of shells and bundles. Have condensate tank truck available for cleaning and hydro-test of stainless steel bundles and shells. If chemical cleaning of exchangers is required, locate suitable contractor. Have Technical Group involved to prepare procedure and discuss with contractor. Determine the site for pulling sample tubes from bundles and doing the IRIS inspection. Establish bundle washing area.
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Best-Practices
Best-Practices - Estimating
Purpose Establish a consistent methodology for preparing direct labour estimates that are used by the Turnaround Planner to determine the man-hours, duration and work crew composition for each Planned Job Package. The estimated cost for direct labour, indirect labour, materials, rentals and other costs associated with the infrastructure that is necessary to support the planned work activities determines the Cost Estimate. The Turnaround Management Team assesses the financial risks associated with executing the defined Workscope and applies a contingency allowance to the Cost Estimate. Establish the Control Budget that will be used to control the Turnaround expenditures. Best-Practices The Corporation must establish a Glossary of Terms that contains standard definitions and terminology associated with Maintenance Planning, Estimating and Scheduling. The Corporation must establish a common reference manual of Standard Estimating Man-hour Units and a common Benchmarked Equipment Network Library for all direct and indirect work activities associated with maintenance repairs and project work throughout the corporation to enable benchmarking of cost and labour productivity. All Maintenance Planners should be trained to apply the Corporate Estimating Methodology, gain practical field experience in the strip-down and repair of process equipment and have a working knowledge of the construction methods used to dismantle and install equipment and asset class components. The Maintenance Planning Department must establish a set of standard checklists to assist the planners in preparing complete labour and cost estimates. The Maintenance Planning Department must establish a consistent method of estimating work activities based on the type of work involved, e.g. strip down / overhaul of equipment, dismantle / replace existing equipment or asset classifications (pipe, wiring, steel) and new installation of equipment / asset classifications. The estimating method should be based on a step by step procedure that uses the standard estimating units and / or the benchmarked standards to create a baseline estimate for direct labour activities. The baseline estimate should then be conditioned with the appropriate productivity factors to compensate for environmental, plant and geographical conditions to improve the accuracy and practicality of the man-hour estimate.
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Best-Practices
Best-Practices Estimating (continued)

The Maintenance Department assisted by the Procurement and Contracts groups should prepare supplemental reference material to support the Maintenance Planner. The information is used to prepare accurate labour and cost estimates that must be updated regularly and should include the labour cost rates, labour agreement rules for overtime compensation, working conditions, shift premiums, material, consumables and rental unit costs, etc. In conjunction with the Turnaround Cost Controller, the Maintenance Planner must periodically analyze all estimating allowances used to estimate the man-hours and cost for indirect labour, material, tools, consumables, rental equipment and miscellaneous costs to ensure the allowances reflect actual historical performance. The Turnaround Management Team should add a Contingency Allowance to the Cost to provide a financial buffer for unexpected or uncertain events that may occur during the Execution Phase.
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Best-Practices

Guideline a) Overview The equipment logic network prepared as part of the Planned Job Package describes the activities to be executed for the Workscope in the Turnaround. Benchmark standards or estimating units are applied to the work activities described in the equipment logic network to determine the man-hours and the cost of Direct Labour for each Planned Job Package. The quantity takeoff for materials and specialty services (Catalyst Loading, Stress Relieving, Repair Shops, O.E.M Reps) extended by the unit price determines the cost for Purchase Orders and Stock items. Once the Direct Man-hours and Cost is determined for the Workscope, the manhours, cost of Indirect Labour and the Associated Costs are estimated using historical costs from similar Turnarounds conducted at the Facility. The total man-hours and cost estimate broken down as per the Work Breakdown Structure, is used as the control estimate for measuring the cost and performance status and for projecting the cost and schedule trends. For the Turnaround, the direct man-hours are the basis of the plan, schedule and progress status projection. Decisions on the duration of equipment and plant outages are based on simulations of cost, resources and duration and the production targets are then adjusted to accommodate the maintenance requirements that are defined by the schedule. Inaccurate or incomplete direct man-hour estimates will have a detrimental effect on cost, schedule, duration and performance regardless of whether the estimate was high or low. For these reasons, the Turnaround Management and Cost Estimating Groups must provide the Turnaround Planners and Estimators with concise guidelines and procedures for estimating the man-hours and cost of the Turnaround. Personnel assigned the responsibility for preparing the labour and cost estimates must have the necessary experience and training to prepare a schedule and control estimate that is accurate and achievable. Labour and cost estimating is not an exact science and standards used to prepare man-hour estimates and factors for productivity, indirect and associated costs are not intended to be inflexible but rather to be used as a guide and adapted to suit the uniqueness of each Turnaround. Understanding the many complex issues that contribute to labour productivity and how the baseline estimate that must be prepared using estimating standards that can be adjusted to suit the actual conditions separates the experienced estimator / planner from the clerical type estimator.
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Best-Practices

Preparing an accurate man-hour / cost estimate involves more than applying estimating units to a quantity takeoff or using historical data from previous Turnarounds. There are many factors that will influence the quality and accuracy of the estimate and the team consisting of the Labour / Cost Estimator, Planner, Execution Supervisor and Engineer must review and agree to the technical requirements and execution strategy before the estimate is finalized. The Estimator must then consider the following variables that will influence productivity: Attitude of the workers (motivation, reward, incentive) Capability of the workers (skill, experience, training) Logistics (indoctrination, orientation, environment, resources, infrastructure) Management (vision, supervision, planning, scheduling) The ability of the Turnaround Management Team to implement an effective Turnaround Management Plan that considers all functional areas required to effectively manage the workforce and the resources required for any large project like a Turnaround is the key to successful project management. Estimates prepared using Benchmark Standards or Standard Estimating Units assume the efficient management of planning / scheduling, logistics, labour relations, technical information, worker capabilities, training, support services, etc. The experienced estimator must consider all these variables in his estimate and work with the Planner and Management to set up a Turnaround environment that will optimize workforce effectiveness. b) Definitions Order of Magnitude Estimate (+/- 40%) - this type of estimate is based on preliminary feed and recovery throughput rates, type of Process Unit and when available, block type flowsheets. Typically, this is all the information available at the conceptual stage of the Turnaround and the degree of accuracy +/- 40% reflects the incomplete information available. Order of Magnitude Estimates are not used as part of the corporate Turnaround Management Process for Planning / Scheduling because of the inherent inaccuracy in this type of estimate. Preliminary Estimate (+/-20%) A quantitative estimate based on all the Workscope items identified on the Initial Worklist. Typically, this estimate is based on historical records for the identified equipment or similar equipment repairs, vendor quotes and limited quantity takeoffs. To these costs are added estimates or factors to cover indirect and associated costs. Accuracy for this type of estimate is +/- 20%. The Preliminary Estimate is used to prepare the preliminary plan, outage duration and Initial Budget for the Turnaround. The Turnaround Management Team must add an allowance (40% to 50%) to the Initial Budget amount to allow for the lack of full and accurate information about the extent of the work on the identified assets and an incomplete Worklist.
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Best-Practices

Definitive Estimate (+/- 5%) A quantitative estimate based on all the Workscope items identified on the Worklist at the Feed / Oil-out Date. Typically, this estimate is based on a fully defined Workscope, equipment logic networks, complete material specifications, detailed takeoffs of all material quantities and fixed vendor quotes. To these costs are added definitive estimates for all major equipment rentals, facilities, logistics and allowances for all Indirect and Associated Costs. A Definitive Estimate requires the most information and is the most accurate. It is the basis for the final plan, schedule and Cost Estimate. The Turnaround Management Team must add a Contingency Allowance (20% to 25%) to the Working Budget amount that was established from the Cost Estimate to define the Control Budget. Lump Sum Estimate Comparison for Fixed Price Contracts A Lump Sum Estimate is an attempt to forecast the most likely cost of a defined Workscope within acceptable limits of risk. By adding to the Definitive Estimate, the risk allowance and the expected Contractors Overhead and Profit (based on historical information or budget estimates solicited from contractors), a Lump Sum Estimate is prepared and used to evaluate the Fixed Price Bid of the Contractors. It is important that all Fixed Price Bids be evaluated against the Lump Sum Estimate. A variance of more the 5% to 10% between Fixed Price Bids and the Lump Sum Estimate is an indication of inherent problems in the bids submitted by the contractors and the reasons for this discrepancy must be determined and resolved before the Contract is awarded. The discrepancy is usually a result of errors or omissions by the contractor or the owners Estimator or a misunderstanding of the Workscope. Failure to resolve this discrepancy prior to award will result in delays, claims and / or rework during the Execution Phase. Benchmarked Standards Equipment Logic Networks detailing each work activity with the historical information on trade composition, crew size and duration are compared to information obtained from other pacesetter facilities, which have similar processes and equipment. Over time, the Benchmark Standard for each equipment logic network will represent the best estimate of baseline man-hours required to execute the Workscope for that Process Unit under the conditions defined in the standard. Standard Estimating Units Man-hour units that combine predictable and described individual work elements constructed in a logical planned sequence into a standard operation. The time required to execute each element are developed using Methods Time Measurement (MTM), Time Study / Stopwatch Techniques and Work Sampling Studies. Standard Estimating Units are baseline units which represent the average time necessary for a qualified worker, working at a normal pace, under capable supervision and experiencing normal delays, to perform a defined amount of work of a specified quality, while following acceptable trade practices.
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Best-Practices

c) Instructions The Definitive Estimate is established based on the partitioning of the Workscope (WBS) and therefore can provide detailed information by Process Unit and Equipment Type which is used for the following: Developing the Execution Schedule, Controlling the Budget and the Cash Flow Projection, Defining the price breakdown required for Fixed Price Bids, Defining the Lump Sum Estimate which is compared to the Fixed Price Bids, Manpower and Resource planning, Performance and cost analysis / trending / forecasting. To be effective, the Definitive Estimate must be based on Benchmarked Standards or Standard Estimating Units. The Estimator must understand what the Baseline (location, time of year, process unit, etc.) is for the estimating units and how to adjust the estimate when the conditions are different than the baseline conditions. The Estimator must thoroughly understand the material and equipment specifications, strip down and overhaul procedures, maintenance and construction work techniques and standard work activity definitions used to describe the Benchmark Standards and Standard Estimating Units. Definitive man-hour and cost estimates can be prepared using either integrated computer software programs such as Primavera, Icaris, electronic spreadsheets (Excel) or manually using pre-printed forms. Regardless of what system or software is used, it is important that the Estimator / Planner understands what the basis for the man-hour units are and how the program functionality is controlled to prepare an accurate estimate.
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Best-Practices

d) Definitive Estimating Method Regardless of what system is used, the estimating method consists of a number of steps that must be followed in a defined order to prepare the Definitive Estimate: 1. Direct (Planned Man-hours) Direct Man-hours are defined as the man-hours (wrench time) involved for physically installing, repairing or maintaining installed equipment. Estimating the Direct (planned) Man-hours requires the Estimator to breakdown the Workscope into separate logical work activities (equipment logic network). The equipment logic network consists of work activities sequenced in a logical manner with the required resources defined for labour, materials, tools, permits and supplemental information related to each activity (work instructions, specifications, procedures, etc.). The Planner must then identify the optimum trade mix (crew) and define the timeline (duration) of each work activity. Large or complex activities must be separated into the individual trades that are assigned to each activity. The Planner or Estimator prepares the Direct (planned) man-hour estimate for each PJP by using one of two techniques: The quantity takeoff from Issued for Construction (IFC) drawings for each work activity multiplied by the Standard Estimating Units equals the man-hours for the activity. By determining the optimum crew to effectively execute the work, the duration of the activity can be determined. There are many sources of industrial standard estimating units available today (Page & Nations, Richardson Rapid System, Jacobs Canada Ltd., Icaris). It is important for the corporation to adopt one system or a combination of systems as the corporate standard for Labour Estimating Units and prepare a procedure describing how and when the Estimating units are to be applied. All the Estimators / Planners across the corporation should be trained in the proper use of this Standard. Over time, this will allow the corporation to benchmark productivity across various units within each facility and across all facilities as well as measure the productivity of one contractor against their peers. Man-hours = Quantity Takeoff X Estimating Unit Prepare the Benchmarked Equipment Strip Down and Overhaul Logic Networks for the Worklist Items based on historical records, industry studies, Third Party Consultants, etc. The logical sequence of activities, optimum crew and duration for each network determines the man-hours.
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Best-Practices

There are sources of industrial benchmarked equipment networks available today that can be used as a reference, however, the corporation should prepare their own Benchmark Equipment Network Standards using a standard template for each type of equipment. The corporation should prepare a procedure describing how and when the Benchmark Standards are to be applied. All the Estimators / Planners across the corporation should be trained in the proper use of this Standard. Over time this will allow the corporation to benchmark productivity across various process units within each facility, across the corporation and compare the results with other companies as well as compare the productivity of one contractor against another. Man-hours = Crew X Duration 2. Productivity Factors When Benchmark Standards or Standard Estimating Units are used to prepare the Direct Man-hour Estimate, Labour Productivity Factors may have to be applied to the baseline estimate to suit local conditions that are different from the conditions under which the baseline estimating units were developed. Accurate Labour Productivity Factors are developed from a review of past performance conducted under similar conditions and consulting various sources such as: Historical data from previous work packages, The specific process unit where the work activities are conducted, The average height at which the work will occur, The time of year when the work will occur, The proposed execution strategy. Three types of productivity factors must be considered to accurately assemble a realistic direct man-hour estimate: A. Factors based on the average trade skill, training, motivation, etc (e.g. height, complexity, environment, weather, overtime, shifting, congestion). B. Factors that adjust the man-hours to account for local geography, manpower availability, local skill level, competition, etc. C. Factors that adjust the man-hours because of the type of process unit being worked on or company policies (e.g. metallurgy, safework procedures, operating pressures and temperatures).
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Best-Practices

Productivity Factors defined as Type A are well documented and are applicable for any location and are not process unit specific and consist of two types of factors: Plant Environment Factors that deal with the scope of the work package, Productivity Loss Factors that deal with the execution strategy. Productivity Factors defined as Type B are more difficult to define and require historical information on local bidding practices and knowledge of the local labour market. Type B Factors must be monitored regularly since they will change as local market conditions change. Productivity Factors defined as Type C use historical information that was used to develop the man-hour estimate for the work packages and the company policies and procedures that existed at that time. Once established, these factors remain fairly constant unless there is a change in company policy, e.g. change in permit issue or technical specifications. When considering Productivity Factors, the Estimator should review each discipline (civil, piping, electrical, etc.) or equipment network separately. For example, it may be necessary to add a Productivity Factor to the Piping man-hours in the Crude Unit because of the height restrictions but all other work activities may not require a height factor. The Direct Man-hours for the Definitive Estimate are calculated by multiplying the baseline man-hours from Step 1 by the Productivity Factor calculated in Step 2 Direct Man-hour Estimate = Man-hours X (1+Productivity Factor) 3. Labour Cost Rates per Man-hour Trade Labour Rates including all payroll benefits, shift premiums, subsistence and travel costs are calculated in accordance with local labour collective agreements for each trade used in the Turnaround. The estimating program must be capable of calculating the cost of the trade man-hours summarized at the Work Order level. There are many ways to calculate and apply the cost of trade labour that are appropriate. The important thing is to recognize all the various cost components that exist and must be included in the Direct Labour Cost calculation.
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Best-Practices

Unit Labour Rates solicited from a contractor include Trade Labour Costs and may also include certain cost categories such as Indirect, Associated, Material, Rental, Overhead, Profit and Risk Allowance Costs depending on the requirements of the bid document. Care must be taken if Unit Labour Rates are substituted for Trade Labour Rates in preparing the Definitive Estimate. The Estimator must review the costs that are included in the Unit Labour Rate so there is no duplication in costs when applying historical factors to calculate Indirect and Associated Costs. Cost of Direct Man-hours = Direct Man-hour X Cost / Man-hour Rate (per trade) 4. Indirect Man-hours Indirect Man-hours are defined as the man-hours that are not directly related to the physical installation, repair or maintenance of installed equipment but are required for the orderly completion of the work. Indirect (Support) Man-hours and Costs generally track very closely to the Direct Man-hours and Cost. For this reason, the best practice is to determine the Indirect Man-hours / Cost as a percentage of the Direct Man-hours. By assigning Indirect allowances as a percentage of the Direct Man-hours, the cost estimate for all indirect cost categories will be automatically calculated. The Indirect Man-hour Cost will automatically be calculated each time the Change Management Process is used to adjust the plan, schedule and cost forecast as a result of Added, Extra and Cancelled Work during the Execution Phase. Historical cost information for each Process Unit should be used as the basis for the percentage applied to the direct man-hours for each Indirect Cost Category. For each Turnaround, this historical value should be reviewed and adjusted if the Turnaround Management Plan or execution strategy is different from previous Turnarounds. Indirect Man-hour Estimate (each Cost Category) = Direct Man-hours X % (for the Cost Category) Cost Estimate for Indirect Man-hours = Indirect Man-hour X Cost / Man-hour Rate (by Cost Category)
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Best-Practices

5. Associated Costs Associated Costs include all miscellaneous cost components related to the infrastructure required to support the Direct and Indirect man-hours. Associated Cost Categories can be calculated as a percentage of the total cost of the Turnaround costs that include Direct, Indirect, Materials, Purchase Orders and Rentals. This method however can lead to discrepancies if the value of materials and Purchase Orders varies greatly from Turnaround to Turnaround because of changes in the Workscope. The recommended approach is to calculate Associated Costs as a percentage of Direct Labour only. Historical cost information compiled by Process Unit should be used as the basis for the percentage applied to the direct man-hours for each Associated Cost Category. For each Turnaround, this historical value should be reviewed and adjusted if the Turnaround Management Plan of execution strategy is different from previous Turnarounds. Cost Estimate for Associated Costs = Direct Cost X % (for the Cost Category) 6. Material Costs Material Costs are calculated by multiplying the quantity takeoff from drawings, sketches, etc by the unit rate per component. There should be wastage factors applied to certain types of material because some materials come in standard units, e.g. ready mix concrete, pipe, conduit, etc. that require an increased material quantity from that shown on the drawings. Other items such as heavy or multi-conductor electrical cable must be very carefully estimated to allow for bends and terminations so that no field splice is required. Specialty items such as NDE Inspections, Fabricated Components, Nonstock materials, etc., required specifically for the Workscope are procured using Purchase Orders and must be identified separately in the Turnaround Cost Estimate. Material / P.O. Cost = Quantity X Unit Price 7. Major Rental Equipment Major Equipment is calculated either by estimating the rental cost of the equipment for a specified duration or as a percentage of the direct Labour Cost based on historical records. Rental Cost = Unit Price X Duration + Mob / Demob Cost and / or Direct Labour Cost X % (Rental Cost Category)
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Best-Practices

8. The Definitive Estimate is the sum of the man-hours and cost for the following categories: Direct Labour Indirect Labour Associated Costs Material Costs Rental Equipment Costs 9. Contractors Overheads The Contractor will include in his rates an amount to cover his Overhead and Profit regardless of the type of contract executed (fixed price, unit rate, cost plus). Current information on the local market conditions, historical information on the bidding strategy of various contractors and the requirements for corporate support specified in the bid documents are used by the Estimator to determine what percentage to include in the total cost estimate for Overheads. The Contractors Overhead may consist of items such as: Project Overhead: Personal Protective Equipment Small Tools Consumables Site Facilities (Offices / Lunchrooms, etc.) Vehicles Supervision, Safety, QC, etc. Administration, Timekeeping, etc. Corporate Overhead: Financing Cost Insurance Cost Bonding Cost Courier, Telephones, Computer, etc. Facilities Specific Support Items
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Best-Practices

10. Contractors Profit The Profit the contractor will apply to his cost will vary depending on market conditions, his backlog of secured work and how motivated he is to secure the work. Current information on the local market conditions and historical information on the bidding strategy of various contractors will help the Estimator decide what percentage to apply to the total cost estimate for Profit. 11. Contractors Risk Allowance The contractor in preparing to bid either Unit Rate or Fixed Price Work will assess the financial risks that exist in executing the Workscope. Items the contractor will consider when determining the financial risk include: Cash flow problems, Need for excessive corporate involvement, Excessive tools and consumable required, The amount of unbillable overtime for staff, Poor workforce performance, Unclear Workscope definition, Inclement weather, Unbillable rework, Potential warranty claims. The estimator using techniques such as the Monte Carlo technique will determine a low and high cost range for the Lump Sum Estimate based on past experience. Through analysis, an assessment of the contractors risk and confidence levels can be evaluated and the resulting risk allowance determined. 12. The Lump Sum Estimate, which is an attempt to forecast the most likely cost of a defined Workscope that will be executed by a contractor under a unit rate or fixed price contract, is the sum of the: The Definitive Estimate The Contractors Overhead The Contractors Profit The Risk Allowance 13. After completing the man-hour and cost estimate, the Estimator must review the Cost Estimate for content, check for unrealistic quantities and record and file all backup data
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Best-Practices

14. The Cost Estimate is the final estimate that is used to prepare the Working and Control Budget. The Cost Estimate may be a combination of definitive estimates for the part of the Workscope executed by in-plant personnel and lump sum estimates for the part of the Workscope executed by contractors using fixed price or unit rate contracts. Control Budget = Cost Estimate + Contingency Allowance
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Exchanger
Equipment Network Logic (graphical)
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Field Planning Form (example)

FIG PE1: The Field Planning Form allows Planners to gather the data required to create activities in the Planning Layout of their Primavera project.
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Assigning Planners by Planned Job Package

1. Once the Asset Team has approved a Worklist Item the Lead Planner will assign a Field Planner to plan and estimate the Task and develop the Planned Job Package. 2. The Field Planner will then completes the contents page of the Planned Job Package to determine what information needs to be included, i.e., Operations, Safety, Environment, Inspection, etc. 3. As the Planned Job Package is completed a C is selected under the appropriate stakeholder department and the package completion percentage is updated automatically. 4. When the Field Planning Form is completed it will be reviewed by the Lead Planner before being entered into the Primavera project. It will then be included in the Planned Job Package for reference.
FIG PE2: The Worklist showing Planner assignment and Planned Job Package status
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Field Planning Workshop Exercise

* You can use digital photos to add value to your Field Planning Form and insert them in the Planned Job Package.
Purpose Estimate the activities and associated resources, materials, tools, procedures and supporting documentation required to safety and efficiently execute the work required to complete the task with quality. Objective Plan a Task using the Field Planning Form. Develop a Planned Job Package. Create Activities in the Primavera project.
Steps
1. Create an Activity Code Value under Activity Code Work Order as <20194421 - OPN/CLN/INSP and CHEM WASH> . 2. Create an Activity Code Value under Activity Code Equipment as <HT-1604-A LEAN OIL / RICH OIL (TOP) EXCHANGER>. 3. Fill in the Header Section of the Field Planning Form with the following information:
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Field Planning Workshop Exercise (continued) Steps (continued)

Date Mar-15-08 Planner Your name PJP No. 01-HT-16-04-A Page No. 1 Work Order No. 20194421 Task Description OPN/CLN/INSP and CHEM WASH Task Type Insp Equip No. - HT-16-04-A Equip Description - LEAN OIL / RICH OIL (TOP) EXCHANGER Area 2 Unit Train 1 System Process Equip Type - EXCH 2. Fill in the Planning and Estimating Section of the Field Planning Form with the activities and related information required to execute the Work Order. 3. Enter the Planning and Estimating Activities and related information into Primavera Project using the Planning Layout. 4. Complete the following form to initiate the Planned Job Package and related contents.
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Field Planning Workshop Exercise (continued)
* Use the Field Plannin g Form to create the plan of activitie s (Activit y Networ k) to comple te the Work Order Task.
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Planned Job Package Cover Sheet
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EXERCISE: Check the appropriate boxes for the required Department.
Steps
1. Check the appropriate Yes or No box to indicate required Department. 2. Add any comments required by Department.
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Planned Job Package File Contents Checklist
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EXERCISE: Check the appropriate Planned Job Package contents requirements.
Steps
1. Check the appropriate Included or N/A box to indicate content requirements. 2. Write in the number of Activities in the right-hand corner box.
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Planned Job Package Inspection Plan Checklist
EXERCISE: Complete the Inspection Plan Checklist for Details Attached.
Steps
1. Complete Details Attached on the Inspection Plan Checklist as required.
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Notes
Workshop Exercise Planning and Estimating
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Lesson 1: Create your STO Project
Lesson 1

Objectives
This lesson introduces the Primavera icons located on your desktop. You will learn to: Log in to Primavera P6 Create a STO Project Establish STO Project Details and Defaults Establish the Work Breakdown Structure Create / Import the Planning Layout
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Logging In
Type a valid Login Name and Password to log in to Primavera. If you do not know your Login Name/Password, contact your system administrator.
* Password is casesensitive.
FIG 1.1: Type a Login Name and Password.
Steps
EXERCISE: Log in to Primavera as Tim Harris.
1. Click Start, Programs, Primavera, Project Management (or double-click the Primavera Project Management icon on your desktop) 2. Type a Login Name <admin> and Password <admin>. 3. Click OK.
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Home Window
The Home window is the starting point for navigating. It provides quick access to enterprise data and project data. To the left of the Home window is the Directory bar, which lists the 12 windows within Primavera. Each window provides specific functionality to help you manage projects. Click an item in the Directory bar to access it. Figure 1.2: The Home Window shows key navigation items.
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FIG 1.2: The Home Window
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Item 1.Title bar 2.Menu bar 3.Directory bar 4.Navigation bar 5.Status bar
Functionality Displays current application and name of open projects Click to perform functions in Primavera Click to display Primavera windows Move between open windows, toggle the Directory bar and open help Displays users Login Name, data date of open projects, access mode and current baseline
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Navigation Bar
Use the Navigation bar to move back and forward to previously accessed windows; return to the Home window; display and hide the Directory bar; and access Help for the current window. The Navigation bar, which is turned on by default, can be toggled on/off in the View menu by clicking Toolbars, Navigation Bar.
* Right-click in the Directory bar to toggle the bar and button text on/off.
FIG 1.3: The Navigation bar is on by default
Creating a Project
A project can be created using a variety of methods: Create a New Project wizard: Create the project Create the Work Breakdown Structure (WBS) Add Activities Assign resources and costs Import a file: Import a project using the following file formats: Primavera projects (XER) All MS Project-related extensions (MPP, MBX, MPD and MPT) Third-party projects (MPX) Primavera Project Planner projects (P3) Copy/paste: Select elements of an existing project you want to copy to a new project 56
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Create a New Project Wizard

FIG 1.4: Responsible Manager for the TA node is the Turnaround Sponsor
The Create a New Project wizard can assist you in creating a project.
EXERCISE: Add the Stabilizer Unit Shutdown to the Turnaround Projects EPS node.
Steps
1. In the File menu, click New to launch the Create a New Project wizard 2. In the Select EPS field, click . to assign your
3. Select a node, TA Turnaround Projects and then click selection. 4. Click Next.
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Entering Project Name

FIG 1.5: Type a Project ID and Project Name.
The name of the project is Stabilizer Unit Shutdown. You can shorten the name to create the Project ID, STAB S/D. Project ID Type a unique ID in this field. Project Name Type a new name in this field. (The Project Name field does not require a unique name.)
Steps
EXERCISE: Type a Project ID and Project Name for the new project.
1. Type a unique Project ID for the project <STAB S/D>. 2. Type a Project Name <Stabilizer Unit Shutdown>. 3. Click Next.
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Entering Project Start and End Dates

*Click a month name to scroll through the calendar by year.
Use the calendar to select Planned Start and Must Finish By dates for the project. The Must Finish By field is not mandatory, you can assign a project Must Finish By date at any point in the project life cycle in the Dates tab in Project Details. To navigate in the calendar: When you launch the calendar, the current month/year is displayed. To navigate to a different year, click the Month/Year section in the calendar and then use arrows to scroll to the desired year. Click the desired month and date and then click Select.
FIG 1.6: Navigate in calendar to select Planned Start Date, 6-June08
3 1 4
EXERCISE: Assign a Planned Start date for the project.
Steps
1. In the Planned Start field, click
2. Use the calendar to specify a Planned Start date <6-June-08>. 3. Click 4. Click Next. to select the date.
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Entering Responsible Manager

The Responsible Manager, selected from the Organization Breakdown Structure (OBS), is the individual responsible for the work. The OBS is a hierarchical arrangement of an organizations project management structure, either as roles or individuals. The OBS can be configured to represent a detailed organizational breakdown (with employee names) or a more general framework where departments, teams, or types of responsibility are modeled in the structure.
FIG 1.7: Responsible Manager is selected from the OBS.
EXERCISE: Select a Responsible Manager
Steps
1. In the Responsible Manager field, click .
2. Select a Responsible Manager, Tim Harris and then click selection. 3. Click Next. 60
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Selecting Assignment Rate Type

Specify the Assignment Rate Type for new resource assignments. The default rate type determines which price/unit is set on a resource assignment. Values in the Rate Type drop-down list reflect rate types defined in the Rate Types tab in Admin Preferences.
FIG 1.8: Use dropdown list to select Assignment Rate Type.
EXERCISE: Select the default Assignment Rate type.
Steps
1. In the Rate Type drop-down list, confirm Commercial. 3. Click Next.
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Running Project Architect

Project Architect helps you to create a project from an existing methodology or project template. You will create the Stabilizer Unit Shutdown project anew, without the use of a methodology.
FIG 1.9: Project Architect enables you to create a project from an existing methodology.
Steps
1. Verify No, do not run the Project Architect is selected and then click Next. The Stabilizer Unit Shutdown project has been successfully created.
FIG 1.10: Click Finish to exit the wizard.
1a
Steps
1a. Click Finish. 62
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Projects Window
The project has been created and opened. To view high-level information about the project, navigate to the Projects window, which displays the projects within the EPS that you can access. You can also: Open, create and save project layouts. Group projects by the Enterprise Project Structure, project codes, or other project-related items. Filter projects. Modify column data.
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Projects Window (continued)

The icon in the Projects window indicates that the project is open.
The table below lists key navigation items in the Projects window. Numbers in the table correspond to those in the screenshot.
FIG 1.11: The Projects Window
1 2 4 6 5 3
Steps
1. In the Directory bar, click Projects .
TABLE 1a: The Projects Window
Item 1. Toolbar
Functionality Click icons to change the look of the window.
2. Layout Options bar Options to format data, open layouts. 3. Command bar 4. Bar area 5. Project Table 6. Vertical Split bar Options to add, edit project data. Graphical display of project progress over time. Displays project information in spreadsheet format. Drag bar between the Project Table and the Gantt Chart to hide/show more information in each pane.
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Project Details
Project Details is located in the bottom layout of the Projects window. It can be used to define the project properties and defaults that are applied to the selected project.
FIG 1.12: The General tab is selected in Project Details.
Steps
EXERCISE: Open a layout.
1. In the Layout Options bar, click Layout, Open. 2. If prompted to save changes made to the layout, click No. 3. Select a layout, Selected Tabs. 4. Click Open. 5. Select a project, STAB S/D Stabilizer Unit Shutdown. 6. Verify the General Tab is selected.
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General Tab
The General tab enables you to view or modify general information about the selected project. Project ID, Project Name and Responsible Manager can be set when you create the project, or you can change them here. The remaining fields are set by default. Fields in the General tab: Project ID Short, unique identifier for the project. Project Name Name of the project. Status Indicates project status based on the table below:
TABLE 1.b: Project Status
Status Planned Active Inactive What-if
Indicates project is Being analyzed before establishing permanent plan. Currently being worked on. Completed or on hold. Used as test scenario.
Responsible Manager Individual, selected from the OBS, who is responsible for the project. Risk Level Indicates the overall risk in executing the project. You can use the risk level to organize, filter and report on projects within the project structure. You can enter a value between Very High and Very Low; the default is Medium. Levelling Priority User-defined rank of the project against all other projects, based on its importance to the organization. You can enter a value between 1 and 100. The highest rank is 1; the default is 10. Check-out Status Indicates whether the project is checked in or checked out. Checked Out By Displays the user that checked out the project. Date Checked Out Indicates the date and time the user checked out the project. Project Web Site URL Displays the projects Web Site address.
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Dates Tab
The Dates tab enables you to edit date information for the selected project. The Planned Start and Must Finish By dates can be set when you create the project, or you can change them here. Fields in the Dates tab: Planned Start Planned start date of the project. Data Date Date used as the starting point for schedule calculations. Must Finish By Date indicating the desired project end date. Finish Non-editable field indicating the latest early finish date calculated when the project was last scheduled. Actual Start and Actual Finish Non-editable field indicating the actual start and finish dates of the project. Anticipated Start and Anticipated Finish Expected dates that can be entered while planning the project at a high level.
FIG 3.9: Planned Start date and Data date are the same.
1 1 2
EXERCISE: View data date.
Steps
1. Click the Dates tab. 2. In the Data Date field, confirm 06-Jun-08.
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Notebook Tab
* Notebook topics can also be added to WBS elements and activities.
The Notebook tab enables you to write, view, or edit project notes such as the projects purpose, core requirements, or other project specific details.
Fields in the Dates tab: Notebook Topic List of topics assigned to the selected node/project. Detail User-defined description of the selected topic. You can use HTML editing features, including formatting text, inserting pictures, copying, pasting and adding hyperlinks.
FIG 3.10: Click Add to assign a Notebook topic.
EXERCISE: Use Notebook topic to define the scope of the project.
Steps
1. Click the Notebook tab. 2. In the Notebook Topic section, click Add.
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Notebook Tab (continued)

FIG 3.11: Hyperlinks can be added to the Notebook topic description
8
* Test hyperlinks by right-clicking in the detail section and selecting Browse. Right-clicking or pressing F2 in browse mode allows you to return to edit mode.
Steps (continued)
3. Scroll down and highlight the Notebook topic, Scope. 4. Click to assign the topic.
5. Close the Assign Notebook Topic dialog box. 6. In the Scope section, type <3 year inspection turnaround to overhaul PSV's, inspect pressure vessels, conduct process cleaning and maintenance work on equipment that cannot be executed on-stream.> 7. Press Enter on your keyboard. 8. Type < Click www.cpmsolutions.ca for additional information.>. 9. Press Enter on your keyboard.
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Codes Tab
The Codes tab enables you to assign project code values to the selected project. Project codes allow you to group the projects in the EPS to specific categories, such as location or division. Unlimited hierarchical project codes are supported. Allows for summarization of large amounts of information across projects.
FIG 3.12: Click Assign to display the Assign Project Codes dialog box where you can assign a project code value
3b
3 3a
EXERCISE: Use Notebook topic to define the scope of the project.
Steps
1. Click the Codes tab. 2. Click Assign. 3. Scroll down in the Assign Project Code dialog box and find Project Code: Business Unit, select a project code value, NatGas and then click assign the selection. to
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Type Ahead and Search in Dialog Boxes

The Search field in dialog boxes throughout Primavera offers a faster alternative to scrolling through a long list of values: Search Type in the Search field and then press Enter to search for a value. Type ahead Type in the Search field and, as you type, values that match begin with the letters you have typed are displayed in the dialog box. Below you will type ahead to find the project code value Comm-Commercial.
FIG 3.13: In Search field, type first few letters of the value you are seeking.
1 2
EXERCISE: Use type ahead to find a project code value in the Assign Project Codes dialog box.
Steps
1. In the Search field in the Assign Project Codes dialog box, type <co> . 2. Close the dialog box.
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Defaults Tab
The Defaults tab is divided into two sections: Defaults for New Activities Indicates the settings that will be used when new activities are added to the project. Note that changing these setting will not affect existing activities. Auto-numbering Defaults Sets how new activities will be numbered in your project. When the Increment Activity ID based on selected activity field is marked, the prefix or suffix of the selected activity is applied to the activity that is being added. For the activities in the Stabilizer Unit Shutdown project, you will set the prefix to BA and verify the suffix as 1000 and the increment as 10. When adding activities, the first activity ID will be numbered BA1000, the second activity ID will be BA1010, etc. This numbering structure relates activities to the project, which is especially helpful when viewing activities from different projects.
FIG 3.14: Activity ID Prefix is among default setting that can be assigned in the Defaults tab.
2 3
EXERCISE: Set an Activity ID prefix.
Steps
1. Click the Defaults tab. 2. In the Activity ID Prefix field, type <BA>. 3. Verify an Activity ID Suffix, 1000 and an Increment, 10.
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Settings Tab
The Settings tab consists of three sections: Summarized Data Identifies the date and the level to which the project was last summarized. Project Settings Sets the character used to separate WBS levels; indentifies the month in which the fiscal year begins; and specified the baseline used in earned value calculations. Define Critical Activities - Identifies which activities are displayed as critical, either longest path or a value of Total Float.
FIG 3.15: Settings tab is divided into three sections.
EXERCISE: View the Settings tab.
Steps
1. Click the Settings tab.
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Calculations Tab
* This setting enables Primavera to calculate only the actual units or costs when Duration % Complete is updated.
Use this tab to specify how to calculate cost and resource use when you update activities. Two fields of note: Recalculate Actual Units and Cost when Duration % Complete Changes Mark to calculate actual units and costs as Actual (units or costs) = Budgeted (units or costs) * Duration % Complete Primavera performs these calculations whenever you update the Duration % Complete. Values you specify override the applications calculated values. If you clear the checkbox, the application does not estimate actuals and the actual fields remain blank unless you specify values. Link Actual and Actual This Period Units and Cost Mark this checkbox to recalculate actual or actual this period units and costs when one of these values is updated. This option is selected by default.
FIG 3.16: Use the Calculations tab to specify how to calculate costs and estimate resource use when you update activities.
1 2
EXERCISE: Enter a default price/unit for activities.
Steps
1. Click the Calculations tab. 2. In the Default price/unit for activities without resource or role price/units field in the Activities section, type <68.00> and then press Enter.
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Best-Practices
Work Breakdown Structure Best-Practices

Purpose The Work Breakdown Structure defines how the Turnaround Management Team intends to partition the Workscope for the Turnaround into manageable sections that can be effectively planned and executed. Best-Practices Develop a Work Breakdown Structure that is consistent with how you intend to execute the Workscope. Define the Work Breakdown Structure that integrates with the Organizational Breakdown Structure. Define the Work Breakdown Structure before initiating the Workscope Development Phase for: The Planned Job Package preparation The Equipment Networks (Sort, Trade and Company Codes) The Process Availability (Process Area and Equipment Type) The Contracting Strategy and Request for Quotation Packages (RFQ) Schedule Development (Manpower Planning by Process Area and Equipment Type) Report Generation (Process Area, Equipment Type and Supervisor) The Work Breakdown Structure serves as the basis for partitioning the work into packages as part of the Contracting Strategy. If the size and complexity of the Workscope or the contracting philosophy of the Facility dictates the maximum amount of work that will be given to one Contractor then the work must be partitioned into separate RFQs according to the WBS as follows: Establish Prime Contracts for all work by Area / Process Unit except Rotating Equipment and Electrical / Instrumentation which should be awarded as a separate package by System, If it is necessary or advantageous to subdivide the work under the Prime Contractor, ensure the Prime Contractor is held accountable for the day to day direction of all support sub contractors in the area regardless of who ultimately pays the Subcontractors invoices. The reasons why subcontractors may be required include: The Prime Contractor may not be financially capable of handling the entire Workscope A portion of the Workscope involves special skills or equipment that the Prime Contractor is not capable of supplying The Facility has an existing contract with a Specialty Contractor who they want to use to execute part of the Workscope.
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Best-Practices
Work Breakdown Structure Best-Practices (continued)

Best-Practices The WBS is an important management tool to: 1. Partition the Turnaround Workscope into smaller components to improve the accuracy of planning, budgeting, scheduling and control 2. Assign responsibility and accountability to individuals in the Turnaround Organization to execute the Workscope 3. Provide a mechanism that allows the Planning / Scheduling software to optimize the utilization of resources 4. Sort reports, e.g. Daily Shift Report, Progress / Cost Status Reports, Permit Report, etc. for work distribution and data collection Utilize the Work Breakdown Structure (WBS) to partition the total Turnaround into component elements. The WBS represents the hierarchy of the Turnaround broken down by level into manageable areas, equipment types, work packages, equipment networks and finally into activities. It serves to organize the Turnaround by grouping all the activities that must be performed in the identification, planning, scheduling, execution and management of the Turnaround. As the levels of the WBS become more detailed, the scope, complexity and the cost of each level becomes smaller, until the individual activities are defined, quantified and measured. At the lowest level, the logical sequence of activities, grouped as Equipment Networks and organized into Planned Job Packages, are identified as manageable components which can be planned, budgeted, scheduled and controlled. Fig 4.1: on the following page illustrates a Facility Breakdown Structure provides a graphical representation of the Work Breakdown Structure that describes a typical WBS for a Turnaround as follows: Level 1 Summary - the top box represents the total Turnaround, Level 2 - Area / Process Unit - this level provides more detail and would typically be assigned to one Execution Co-ordinator and Area Planner to manage, Level 3 Equipment Type / Asset Classification - this level separates the Area / Process Units into the Types of Equipment or Systems that form part of the Turnaround Workscope, Level 4 Planned Job Packages - this level defines the individual Planned Job Packages that make up the approved Worklist for the Turnaround, Level 5 Activity / Task in Logical Sequence - this level defines the Equipment Network for the Workscope within each Planned Job Package.
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Work Breakdown Structure (continued)

* The Work Breakdown Structure has no time constraints. By adding a calendar in the next lesson we will learn about Process Availability.
The Work Breakdown Structure (WBS) provides a visual representation of a facility (Plant) down to the lowest level of activities.
Level 1 - Plant
Middle Lake Gas Plant
Level 2 - Area
Inlet Separation
Compression / Process
Utilities / Sulphur Plants
Refrigeration / Dehy
Flare / Waste Water
Level 3 - Unit
Stabilizer Unit No. 1
Stabilizer Unit No. 2
Level 4 - System
Process
Utilities
FIG 4.1: The Work Breakdown Structure (WBS)
Level 5 Equip Type
Towers
Exchangers
Level 6 Equip ID
E-101
E-102
Level 7 Work Orders (Task Open/Clean/Inspect) Level 8 Activity Networks (Blind, Open, Clean, Inspect, etc.)
2314567
231474
Blind Open Clean
Steps
EXERCISE: Sketch a Work Breakdown Structure.
1. On the following page, sketch a Work Breakdown Structure that represents your facility / turnaround project.
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Work Breakdown Structure Exercise Sheet
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Viewing WBS Elements

When a project is created, a root level WBS element is added with the same ID and name as the project.
FIG 4.2: STAB S/D1-01 is the root level of the WBS.
4 3
Steps
EXERCISE: View the WBS element that is created for the STAB S/D101project.
1. In the Projects window, select a project, STAB S/D1-01 2. Right-click with your mouse on project STAB S/D1-01 and then click Open Project. 3. In the Directory bar, click WBS. 4. In the General tab, note the WBS Code and WBS Name, STAB S/D 01 STABILIZER UNIT SHUTDOWN.
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Creating the WBS Hierarchy

WBS elements added to the root level element are automatically indented to form the second level of the hierarchy.
FIG 4.3: Click Add to add a WBS element.
Steps
1. In the Command bar, click, Add.
EXERCISE: Add a WBS Element.
2. In the WBS Code column, type <UTY> and then press Tab to move to the next field. 3. In the WBS Name column, type <UTILITIES> and then press Enter.
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Creating the WBS Hierarchy (continued)

When you create a new WBS element, it is indented as a child of the WBS element that is currently selected. If you add a WBS element to the wrong level or in the wrong order, you can use the indentation keys located on the Command bar to adjust the structure of the WBS hierarchy.
FIG 4.4: Use arrows to indent or outdent elements within the WBS.
2 1 3 5 4 7 6
EXERCISE: Add the Process WBS Element.
Steps
1. Select a WBS element, UTILITIES. 2. In the Command bar, click Add. 3. In the WBS Code column, type <PROC> and then press Enter. 4. In the WBS Name column, type <PROCESS> and then press Tab to move to the next field. 5. In the Responsible Manager field in the General tab in WBS Details, click . 6. Select a responsible manager, Dave Goodey and then click 7. In the Command bar, click .
to outdent the PROCESS WBS element.
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Creating the WBS Hierarchy (continued)

You can determine the level that WBS elements group to by right-clicking in the WBS window and choosing Collapse To. Right-click in the WBS window and click Expand All or Collapse All to expand or collapse elements of the WBS.
FIG 4.5: V-101 is added as a child to the PV PRESSURE VESSELS WBS.
2 1
EXERCISE: Add the next WBS Element.
Steps
1. Select a WBS element , PRESSURE VESSELS. 2. In the Command bar, click Add. 3. In the WBS Code column, type <DRUM> and then press Enter. 4. In the WBS Name column, type <DRUMS> and then press Enter.
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Workshop
Workshop: Creating a Work Breakdown Structure

Objectives
1. Add WBS codes and names for items that are bold in the list below. WBS Parent
STAB S/D1-01 STAB S/D1-01.UTY STAB S/D1-01.UTY STAB S/D1-01.UTY STAB S/D1-01.UTY STAB S/D1-01.UTY.STEAM STAB S/D1-01.UTY.STEAM STAB S/D1-01.UTY.STEAM STAB S/D1-01.UTY.STEAM STAB S/D1-01 STAB S/D1-01.PROC STAB S/D1-01.PROC.PV STAB S/D1-01.PROC.PV STAB S/D1-01.PROC.PV STAB S/D1-01.PROC STAB S/D1-01.PROC
WBS Code
UTY E/I MECH AIR STEAM 55# 360# BOIL VLV PROC PV DRUM TWR SEP EXCH PSV
WBS Name
UTILITIES ELECTRICAL / INSTRUMENTATION MECHANICAL AIR SYSTEM STEAM SYSTEM 55# STEAM 360# STEAM POWER BOILERS VALVES PROCESS PRESSURE VESSELS DRUMS TOWERS SEPARATORS EXCHANGERS PRESSURE SAFETY VALVES
Responsible Manager
Tim Harris Tim Harris Tim Harris Tim Harris Jayme Eyma Jayme Eyma Jayme Eyma Jayme Eyma Jayme Eyma Dave Goodey Dave Goodey Dave Goodey Dave Goodey Dave Goodey Marti Psenicka Dave Goodey
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Workshop Results
FIG 4.6: Completed WBS for STAB S/D1-01 project.
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Best-Practices
Layouts Best-Practices
Purpose Understand how to create and save Layouts for various phases of the turnaround project for entering and managing data. A Layout is a customizable view of information, combining all the visual elements that appear on the screen. Layouts are available in the Projects, WBS, Activities, Resources Assignments and Tracking windows. There is typically more data programmed into any project that can be viewed totally on one screen display, therefore, it is necessary to establish Layouts to display certain data, i.e., Cost, Planning, Resources, Schedule, Status, Variance, etc. Before entering any activity data you should create the Layouts to be used and their associated columns, made up of standard columns, user-defined, activity codes, calendars, etc. Best-Practices Create standard Layouts for Turnaround Projects by phase, i.e., Planning, Scheduling, Updating, Cost Management, Resource Management, etc. Create standard Layouts for reports. Use standard column widths and titles. Use common colours for column data and Gantt Chart bars. Dont change a standard Layout by saving it. If you change a standard Layout and you want to save it, use the Save As feature. Layouts should be created for plotting Gantt Charts separately from data management Layouts. Create a Field Planning Sheet that is consistent with a Planning Layout to make it easier for the programmer to enter the data into Primavera, i.e., an administration or clerical person may be entering (programming) the data into Primavera from a Field Planning Sheet. If the information from the field is consistent with the columns being used on the Layout it will be easier and more effective/consistent.
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Layouts in Primavera P6
A layout is a customizable view of information and data, combining all the visual elements that appear on the screen. Layouts are available in the projects, WBS, Activities, Resource Assignments and Tracking windows.
* You do not have to display a bottom layout.
Activity Layouts
The Activities window provides the option of viewing data in top/bottom layouts. Choose one of the following to show on top: Activity Table Gantt Chart Activity Usage Spreadsheet Activity Network Choose one of the following to show on bottom: Activity Details Activity Table Gantt Chart Activity Usage Spreadsheet Resource Usage Spreadsheet Activity Usage Profile Resource Usage Profile Trace Logic
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Opening an Existing Activity Layout

A variety of layouts are available to present activity data from different perspectives. You can create user-specific layouts and project-specific layouts, or use global layouts provided by your company. Apply Displays layout but keeps Open Layout dialog box open. Open Displays layout and closes Open Layout dialog box.
FIG 9.1: Click Apply to view layout without closing the Open Layout dialog box.
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EXERCISE: Apply the Planning Layout layout.
Steps
1. In the Layout Options bar, click Layout, Open. If you make modifications to the current layout, you are prompted to save those changes, In most cases, choose No). 2. When prompted to save changes to the layout, click No. 3. Select a layout, Planning Layout. 4. Click Apply.
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Opening an Existing Activity Layout (continued)

You will select a different layout and then click Open, which displays the layout and closes the Open Layout dialog box.
FIG 9.2: Layout name is displayed next to the Layout Options bar.
EXERCISE: Apply the Classic WBS Layout.
Steps (continued)
5. Select a layout, Classic WBS Layout. 6. Click, Open.
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Gantt Chart
The Classic WBS Layout displays a Gantt Chart in the top layout and Activity Details in the bottom layout. Activity Table Displays activity data in columns. Bar Area Provides a graphical display of activity progress over the duration of the project.
FIG 9.3: The Gantt Chart is divided into two sections: Activity Table on the left and bar Area on the right.
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Activity Usage Spreadsheet

The Activity Usage Spreadsheet displays unit, cost, or earned value data by activity over time. Use this type of layout to review per period and rolled up activity resource/cost data. You can customize the timescale of the Activity Usage Spreadsheet: Move the timescale to focus on a specific time period Point in timescale until cursor displays a hand with a finger pointing and then slide cursor left or right. Expand the timescale to widen/narrow width of columns Point in minor date interval until the cursor displays a magnifying glass with crosshairs and then slide cursor left or right.
FIG 9.4: Activity Usage Spreadsheet covers top and bottom layouts.
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EXERCISE: Display the Activity Usage Spreadsheet.
Steps
1. In the Layout Options bar, click Show on Top, Activity Usage Spreadsheet. 2. In the Layout Options bar, click Show on Bottom, No Bottom Layout. 3. Expand the timescale. 4. Move the timescale to display July 2008.
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Activity Network
* Press the Alt button, click and hold the mouse button and move the mouse up/down to manually determine zoom settings.
Use the Activity Network to view the relationships between activities and the logical flow of the activities in the project: Left pane Displays the WBS hierarchy. Right pane Shows a graphical display of activities and their relationships.
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FIG 9.5: Activity Network shows a graphical display of activities and their relationships.
Steps
EXERCISE: Display the Activity Usage Spreadsheet.
1. In the Layout Options bar, click Show on Top, Activity Network. 2. In the Toolbar, click several times to get a closer look at the activities.
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Activity Table
The Activity Table enables you to see project data in spreadsheet format. You can also modify the columns displayed in the Activity Table to meet your needs. You can display the Activity Table on the entire screen if you want to analyze data solely in a tabular format.
FIG 9.6: Columns in the Activity Table can be customized.
Steps
1. In the Layout Options bar, click Show on Top, Activity Table.
EXERCISE: Display the Activity Table.
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Customizing a Layout
The Activities window can be customized and saved as a layout. Saving layouts for future use allows you to quickly retrieve information. The Layout Options bar is the centralized menu for layout customization. The following is a list of layout elements that are customizable: Bars Columns Timescale Table font and colours Row height Filters Activity grouping and sorting Top/bottom layouts
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Selecting Columns
* To remove groupings in the Available Options section, click Available Options, Group and Sort by, List.
The Columns dialog box enables you to select columns to display in the Activity Table and specify the order in which they appear: Available Options section Lists data items in groups or in list. Selected Options section Lists items you have chosen to display. Single arrows Move highlighted data items to the other section. Double arrows Move all data items to the other section. Up/down arrows Configure the order of the data items. Click Edit Column to edit the selected items title and choose its alignment in the display.
FIG 9.7: Items are arranged alphabetically when grouping and sorting the Available Options section by list.
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Steps
EXERCISE: Add a column to the Activity Table and reorder the items displayed.
1. In the Layout Options bar, click Columns. 2. In the Available Options bar, click Group and Sort by, List. 3. Select a data item to display in the Activity Table, Budgeted Labour Cost. 4. Click to move the selected data item into the Selected Options column.
5. Use the navigation arrows to configure the order of the data items as seen in the screenshot above. 6. Click Apply.
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Using Hint Help in Columns Dialog Box

You can use Hint Help to view a definition for any data item in the column list. To move Hint Help, click
FIG 9.8: Hint Help is displayed in the Columns dialog box.
and drag to a desired location.
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EXERCISE: Display Hint Help in the Columns dialog box.
Steps
1. In the Available Options bar, click Hint Help. 2. Click a column heading, Budgeted Labour Cost. 3. In the Available Options bar, click Hint Help to disable the onscreen help dialog box. 4. Click OK.
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Displaying Activity Details

Activity Details displays detailed information for the activity highlighted in the Activity Table or Activity Network. 2 Activity Details Icon on the Toolbar
FIG 9.9: Activity Details is arranged in tabs.
Steps
EXERCISE: Display Activity Details.
1. In the Layout Options bar, click Show on Bottom, Activity Details. 2. On the Toolbar, click .
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Selecting Details Tabs

The tabs displayed in Activity Details can be customized.
FIG 9.10: Feedback tab is added to the Display Tabs section.
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EXERCISE: Add a tab to Activity Details.
Steps
1. In the Layout Options bar, click Bottom Layout Options. 2. In the Available Tabs section, select Feedback. 3. Click 4. Click OK. to move the selected data item into the Display Tabs section.
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Saving Layouts
* Layouts can be global, projectspecific, or userspecific.
Layouts can be saved and shared with other users to facilitate project communication. Use the Save Layout dialog box to save a layout in the Activities, WBS, Projects, Assignments, or Tracking windows: Layout, Save Saves changes to the existing layout. Layout, Save As Prompts you to save the layout with a new name. Current User Only the user creating the layout will have access to it in the future. All Users All licensed users will have access to the layout (Global). Another User A specified user will have access to the layout. Note, however, that the current user will not have access to the layout. Project Apply the layout to any project that is currently open in Primavera. Though project-specific layouts can be applied to multiple projects, you can only select one project at a time in the Layout Save As dialog box. After a project-specific layout is saved, it can be viewed in the Project band in the Open Layout dialog box. Project-specific layout offers two advantages: Exported with the project when it is exported Enhanced organization of multi-user layouts.
FIG 9.11: After typing Layout Name, specify to whom the layout is available.
Steps
1. In the Layout Options bar, click Layout, Save As.
EXERCISE: Save the Classic WBS with Budgeted Labour Cost layout.
2. Type a Layout Name <Classic WBS with Budgeted Labour Cost>. 3. Verify Current User is selected in the Available to drop-down list. 4. Click Save.
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Saving Layouts (continued)

5. The new layout is displayed with the Budgeted Labour Cost column.
FIG 9.12:New layout is displayed.
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Closing a Project
Close the project when you are finished working with it. You are prompted to verify that you want to close the project. Closing the project takes you back to the Home window.
FIG 9.13: You are prompted to confirm that you want to close the project.
EXERCISE: Close the project that is currently open.
Steps
1. In the File menu, click Close All. 2. When prompted, click Yes.
100 Primavera P6 for STO Planning & Scheduling STO300
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Workshop
Workshop: Creating a Planning Layout

Background
Before adding activities to your project you must create a Planning Layout to ensure the appropriate data is entered.
Objectives
1. Create a Planning Layout with the data in the following table. 2. Group by WBS then by Work Order. 3. Sort by Work Order, then by Activity ID. 4. Select Show on Bottom, Activity Details. Column Group General General Durations Activity Codes (Global) Activity Codes (Project) Activity Codes (Global) Activity Codes (Project) Activity Codes (Project) Activity Codes (Project) General General Name Activity ID Activity Name Original Duration Equipment Activity Type Work Order Work Type Task Type Phase WBS Calendar Activity Description Dur Equip Act Type Rename 180 245 50 75 60 50 60 60 60 200 200 Width
www.stonavigator.com 2012 101
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Notes
Create your STO Project
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Lesson 2: Creating Activity Plans
Lesson 2

Objectives
This lesson describes the use of calendars in Primavera. Calendars define the number of available work hours in each calendar day, as well as specify holidays and nonworktime. At the completion of this lesson, you will be able to: Establish calendars for various activity types Establish Process Availability calendars to manage the Work Breakdown Structure Shifting defining worktime and nonworktime
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Tasks and Activities

Tasks
* Activities make up the network of steps required to complete a task.
Tasks are created as the second lowest level of a Work Breakdown Structure and may either be added to the Work Breakdown Structure, or created as an Activity Code. In the case of a Shutdown or Turnaround, Tasks are generally created as an Activity Code for a couple of reasons. First, Tasks are usually created as Work Orders, which in most industries are created in the CMMS (Computerized Maintenance Management System) such as Maximo, SAP, etc. Once they have been created there they can be transferred electronically to your project (if you transfer them electronically they will come over to Primavera as Activity Codes at the Global Level). Second, there are typically more than 500 Worklist Items (Work Orders) for any given turnaround. It takes too much effort to create this detailed of a Work Breakdown Structure. A Task describes the one-line header, content, of the Work Order; for example: Open, Clean, Inspect. Or, Service PSV, etc. When grouping and sorting for the purpose of planning and adding activities you should group by WBS and then by the Activity Code created for the task which will generally be called Work Order, or Task; you should sort by this Activity Code field first, then by Activity ID.
Activities
Activities are the fundamental work elements of a project. They are the lowest level of a Work Breakdown Structure and the smallest subdivision of work that directly concerns the project manager. Activities are added as steps, or operations, required to complete each task; for example: Erect Scaffold, Remove Insulation, Blind, Purge, Remove Channel Cover, Remove Channel Head, Pull Bundle, etc. Activities are linked by creating relationships to form an Activity Network (or more commonly referred to as: Equipment Logic) Building Activity Networks is part of Planning, not Scheduling. Do not link activities from one network to another (one task to another), this is Scheduling and will be explained later in the Scheduling Lesson. The Activities window provides the option of viewing data in top/bottom layouts. Most detailed work unit tracked in a project schedule. Contains all information about the work to be performed.
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Activity Components
Activities contain all the detailed requirements for completing a task. Activity ID and Description Equipment Type and Description Crew Size and Duration Equipment (cranes, vac trucks, etc) Tools Materials Calendar Activity Codes Work Procedures Relationships within the Network (FS,SS,SF,FF)
* Activities are operational steps that are executed in a logical sequence to complete a task.
OBS & WBS Expenses
Activity ID & Description Activity Type
Roles & Resources Assignments
Duration Constraints
Activity
Steps / Procedures
Dates
Calendar Assignment Notebook / Feedback Activity Codes Duration & Percent Complete Types
Logic Relationships WPs & Docs
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Adding Activities using a Planning Layout

Use the Activities window to create, view and modify activities for the selected project. To add an activity to a project, perform one of the following actions:. In the Command bar, click Add. In the Edit menu, click Add. Press Insert on the keyboard. Right-click and click Add.
FIG 10.1: The Planning Layout is displayed with no activities.
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EXERCISE: Open a project, STAB SD1-05 and a Planning Layout.
Steps
1. In the Layout Options bar, click Layout, Open. If you make modifications to the current layout, you are prompted to save those changes, In most cases, choose No). 2. When prompted to save changes to the layout, click No. 3. Select a layout, Planning Layout. 4. Click Apply .
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Adding Activities to Tasks

* The Task is the Work Order Header Description created as an Activity Code at the Global Level.
Before you begin adding activities you need to ensure you have Tasks (Work Orders) available within each WBS element. The Task (Work Order) header description, i.e., OPN/CLN/INSP is used in conjunction with the Equipment Number, Equipment Description and the Work Order number if applicable. The Tasks will be identified as a Global Activity Code called Work Order.
FIG 10.2: The Planning Layout is displayed with a new activity.
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Steps
EXERCISE: Add an Activity.
1. In the Command bar, click Add. 2. Fill in each column field with the information from your Field Planning Form. 3. Use the Copy feature to copy and paste an Activity. 4. Click F9 to run the scheduler and calculate the data youve entered.
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Using Activity Details Tabs

* The tabs on the Activity Details window can be customized.
You can use the Activity Details tabs to add an activity and then enter additional information about the activity. When adding an activity, first select either the WBS band in which the activity will reside, or select an existing activity in the WBS band.
FIG 10.3: The Activity Details window at the bottom of the screen showing the default tabs.
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EXERCISE: Review the Activity Details tabs and customize the layout.
Steps
1. Click on the General tab in the Activity Details window. 2. Verify the information you have entered for an Activity is correct, i.e., Activity Type <Task Dependent> (defaulted from Project Details), Duration Type <Fixed Units/Time> (defaulted from Project Details), % Complete Type <Duration>, Activity Calendar (from Scheduler/Programmer data entry), WBS (from Scheduler/Programmer data entry), Responsible Manager (from roles), Primary Resource (from Resource Dictionary). 3. Left-click in the tabs area to customize the tab layout. 4. Add the column tab, WPs & Docs. 5. Click OK.
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Assigning Activity Type

* The default Activity Type can be set in the Defaults tab in Project Details.
Activity Type controls how an activitys dates are calculated (how they are scheduled and leveled). Select the Activity Type according to the activitys function in the project and the calendar that should be used for the activity during scheduling. Start Milestone This type is typically used to mark the beginning of a phase or to communicate project deliverables. Zero-duration activity Only has a Start date You can assign constraints, steps, expenses, work products and documents. You can assign a primary resource You cannot assign roles Finish Milestone This type is typically used to mark the end of a phase or to communicate project deliverables. Zero-duration activity Only has a Finish date You can assign constraints, steps, expenses, work projects and documents. You can assign a primary resource You cannot assign roles Task Dependent This type is typically used when the work needs to be accomplished in a given timeframe, regardless of the assigned resources calendar. The activitys resources are schedule to work according to the activity calendar. Duration is determined by the assigned calendars workweek.
* Task Dependent is the default activity type.
Resource Dependent This type is typically used when multiple resources assigned to the same activity can work independently. The activitys resources are schedule according to the individual resources calendar. Duration is determined by the availability of the resources assigned to work on the activity Level of Effort This type is typically used for ongoing tasks dependent on other activities. Duration is determined by its predecessor and successor activities and its assigned calendar Examples include clerical work, a security guard and meetings You cannot assign constraints
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Assigning Activity Type (continued)

WBS Summary This type is used to summarize a WBS level. The WBS summary activity comprises a group of activities that share a common WBS level Dates calculated on a WBS summary activity are based on the earliest start date of the activities in the group and the latest finish date of these activities The WBS summary activity duration is calculated based on its assigned calendar You cannot assign constraints to WBS summary activities
FIG 10.4: Project Details window with Defaults tab.
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Steps
EXERCISE: Review the Project Details Default tab.
1. On the Directory bar, click Projects. 2. Click on Project, STAB S/D1-05. 3. In the Project Details window at the bottom of the screen select the Defaults tab. 1. Review and ensure each field is completed as follows: a. Duration Type Fixed Units/Time b. Percent Complete Type Duration c. Activity Type Task Dependent d. Cost Account N/A at this time e. Calendar 24 Hours f. Activity ID Prefix 000 g. Activity ID Suffix 1 h. Increment 10 i.
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Using Steps
* The tabs on the Activity Details window can be customized.
You can use the Activity Details tabs to add an activity and then enter additional information about the activity. When adding an activity, first select either the WBS band in which the activity will reside, or select an existing activity in the WBS band.
FIG 10.3: The Activity Details window at the bottom of the screen showing the default tabs.
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EXERCISE: Review the Activity Details tabs and customize the layout.
Steps
1. Click on the General tab in the Activity Details window. 2. Verify the information you have entered for an Activity is correct, i.e., Activity Type <Task Dependent> (defaulted from Project Details), Duration Type <Fixed Units/Time> (defaulted from Project Details), % Complete Type <Duration>, Activity Calendar (from Scheduler/Programmer data entry), WBS (from Scheduler/Programmer data entry), Responsible Manager (from roles), Primary Resource (from Resource Dictionary). 3. Left-click in the tabs area to customize the tab layout. 4. Add the column tab, WPs & Docs. 5. Click OK.
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Best-Practices
Best- Practices Creating Relationships

Purpose Understand how to create tasks and activity relationships with Network Logic. Best-Practices Create Tasks from the Worklist / Work Order Header (description of work; i.e., Open/Clean/Inspect) as Activity Codes in Primavera. Indent (group by Tasks) the activities that form the Network Logic (stripdown/re-build; i.e., Erect Scaffold, Remove Insulation, Install Blinds, Open Manways, Ventilate, Inspect, etc.) Connect Activities in a logical sequence using a Precedence Method, i.e., Predecessors and Successors. Avoid linking Tasks to Tasks unless it makes logical sense. Linking Tasks to Tasks restricts the capability of the scheduling software to build a good plan; i.e., you can link all the converter catalyst removals to each other if only one contractor and one vac truck is being used to extract the catalyst. Use Lag for scheduling resources, not activities; for example, a crane is required to remove a valve at during the last hour of a 4 hour duration The hot-bolting process will take 3 hours for 2 Pipefitters before the crane is required to lift it down. Activities that need to lag should be scheduled within a WBS calendar that forces them to a specific phase or date within the outage duration; i.e., Install PSV should be scheduled towards the end of the outage which in a sense lags the Overhaul activity sometimes by many days.
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Network Logic Diagram

A Network Logic Diagram is a logical representation of all the activities associated with a Task in a project showing their dependency relationships. Precedence Diagramming Method Precedence Diagramming Method (PDM) is a technique for creating network logic diagrams. A box or rectangle represents an activity. Lines with arrows connect the boxes and represent the logical relationships between the activities. Predecessor Controls the start or finish of another activity. Successor Depends on the start or finish of another activity. Start with either the first activity in the network and enter each successor, or start with the last activity in the network and enter each predecessor.
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Relationship Types
There are four relationship types. In the following diagrams, Activity A represents the predecessor and Acitvity B represents the successor. Finish-to-Start (FS) When A finishes, B can start.
Start-to-Start (SS) When A starts, B can start.
Finish-to-Start (FF) When A finishes, B can finish.
Start-to-Finish When A starts, B can finish
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Relationships with Lag

Lag specifies an offset or delay between an activity and its successor. It can be added to any type of relationship and have a positive or negative value. Lag is scheduled based on the calendar selected in the General tab in Schedule Options dialog box. (In the Tools menu, click Schedule then click Options to access the Schedule Options dialog box.) There are four calendar options for scheduling lag: Predecessor activity calendar Successor activity calendar 24-hour calendar Project default calendar Below are two examples of relationships with lag: Finish-to-Start with Lag The following example shows that the Leak Test activity must be finished for 72 hours before the Install Insulation activity can start. (FS72h indicates there is a finish-to-start relationship with 72 hours of lag.)
Start-to-Start with Lag The following example shows that the Hot Bolting activity can start 12 hours after the Cool-down activity starts. (SS12h indicates there is a start-to-start relationship with 12 hours of lag.)
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Creating Relationships in the Gantt Chart

* Double-click between WBS Code and WBS Name to expand the WBS Code column.
The Gantt Chart is useful when sequencing activities because it displays the activities graphically as you create relationships. Hover your mouse pointer at the end or beginning of an Activity until you get this symbol: . Right-click and drag this symbol to the next Activity to create a FF, SS, SF, or FS relationship.
FIG 11.1: The Activity Network for Work Order 000020196518-0040 showing the relationship tab and lines.
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EXERCISE: Display the Activity Network.
Steps
1. Verify project, STAB S/D1-05 is open. 2. Confirm you are in the Activities window (or in the Directory bar, click Activities.) 3. Click on the Relationship Lines icon on the Toolbar to show the Relationship Lines in the Gantt Chart. 4. Click on the Relationship tab in the Activity Details window. 5. Create the Relationships between activities to form the Activity Network. 6. Hit F9 to schedule the activities. 7. Review the logic to ensure it is correct.
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Creating Relationships using Link Activities Feature

There is an easier method of linking activities using the Link Activities Feature. This establishes a series/series relationship between activities that can be modified to create a series/parallel, or parallel/parallel relationship if desired. This method of creating relationships cannot be undone with the same action.
FIG 11.2: The Link Activities option to quickly create a FS Relationship between highlighted Activities.
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EXERCISE: Use the Link Activities option to create an Activity Network with SF Relationships.
Steps
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1. Highlight all the activities associated with your Task (Work Order) 2. Right-click to get the Activities dialog box. 3. Click on Link Activities. 4. You can double a Relationship Line in the Gantt Chart to bring up the Edit Relationship dialog box and make changes to the relationship. 5. Press F9 to schedule the activities.
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Creating Relationships in the Activity Network

The Activity Network is useful when sequencing activities because it displays the activities graphically as you create relationships. Click to enlarge the size of activities viewable in the network.
FIG 11.3: The Activity Network for Work Order 000020196518-0040
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Steps
1. Click on the Toolbar menu.
2. Confirm you are in the Activities window (or in the Directory bar, click Activities.) 3. Click to enlarge the size of activities viewable in the network.
4. Activity 0050 HIGH PRESSURE WASH TUBE INTERNALS has a SS and a FS Relationship Link as identified in the Relationship tab and in the Activity Network graphic. 5. Use your mouse to create an Activity Relationship Link between two of your Activities. 6. Press F9 to schedule the activities.
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Using the GoTo Feature

Click on the Relationships tab to change the selection in the Activity Table to the activity highlighted in the successor or predecessor pane.
FIG 11.4: When you click GoTo, the activity selected in the Relationships tab is selected in the Activity Table.
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Steps
1. Select an activity in the Predecessor pane in the Relationships tab, one of the activities that youve created as your Activity Network. 2. Click .
Note: The activity is now highlighted in the Activity Table. 3. In the Predecessor pane in the Relationships tab, click Assign. 4. Select an Activity in the Assign Predecessors dialog box and click 5. Close the Assign Predecessor dialog box 6. PressF9 to schedule the activities. . .
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Assigning Lag
* In the Relationships tab, drag the vertical split bar to expose columns in the Successor pane.
Although the default relationship type is Finish-to-Start (FS) with zero days, or hours of lag, you can use the columns on the Relationships tab to make adjustments to the relationship type or to assign lag.
FIG 11.5: Type in the Lag column.
EXERCISE: Assign lag to a relationship.
Steps
1. In the Successors pane, click in the Lag field. 2. Type the number of hours of lag <4>. 3. Press Enter. 4. Press F9 to schedule the Lag.
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Workshop
Workshop: Creating Relationships

Background
Now that the activities have been entered, relationships need to be established. The Field Planner has determined the order in which the activities should occur.
Objectives
1. Use the information on your Field Planning Form to create the relationships between activities within a Task to form an Activity Network.
2. Use the activities.
icon on the Toolbar to turn-on the relationship lines between
3. Be sure to verify your logic to confirm there are no loops and that the relationships indicate series or parallel connections with any lag required. 4. Press F9 to calculate the schedule. 5. View the Activity Network in the Gantt Chart. 6. View the Activity Network in the WBS window . .
7. View the Activity Network in the Activity Network window
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Notes
Creating Activity Plans
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Lesson 3: Creating Resources
Lesson 3
Lesson 3: Creating Resources

Objectives
This lesson introduces the Resources and Roles to your project. You will learn to: Understand Best-Practices View the roles dictionary Describe resources Identify the differences between labour, non-labour, materials and equipment resources. View the resource dictionary
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Primavera P6 for STO Planning & Scheduling STO300 Course Manual

Plan Estimate Program Schedule Execute Update Performance

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10:45pm 12:00pm 1:00pm 1:30pm

12:00pm 1:00pm 1:30pm 2:45pm

- Coffee Break - Exercise Primavera P6 Lesson 2 Creating Activity Plans

- Exercise Primavera P6 Lesson 3 Creating Resources

Primavera P6 for STO Planning & Scheduling STO300

- Exercise Primavera P6 Lesson 4 Coding the STO Project

- Coffee Break - Exercise Primavera P6 Lesson 5 Programming the STO Project

- Lunch - Presentation Execution Strategy

2:00pm 2:45pm 3:00pm

2:45pm 3:00pm 4:00pm

- Exercise Primavera P6 Lesson 7 Managing Data

Primavera P6 for STO Planning & Scheduling STO300

- Exercise Primavera P6 Lesson 8 Creating Reports

- Coffee Break - Exercise Primavera P6 Lesson 9 Updating and Progressing

- Lunch - Exercise Primavera P6 Lesson 10 Performance Management Performance Management

2:00pm 2:45pm 3:00pm 4:00pm

2:45pm 3:00pm 4:00pm 4:30pm

- Exercise Primavera P6 Lesson 11 Project Website

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

Common Shutdown and Turnaround Terminology and Definitions

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

STO Project Methodology and Technology

Resources Infrastructure Finances

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

STO Project Methodology and Technology contd

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Workshop Exercise Planning and Estimating

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices - Planning (continued)

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices - Planning (continued)

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices - Planning (continued)

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices - Planning (continued)

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices - Planning (continued) Planning Checklist Example Heat Exchangers

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices Estimating (continued)

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices