How to Manage & Control T/A Schedule

Satrya Prastawa Shell

Project Planner Indonesia

Agenda

Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
 Manage Integrated Schedule
Purpose & Scope
T/A, Shutdown, Outage
 Turnaround (T/A) (planned)
A scheduled event wherein an entire process unit of an industrial plant (refinery, petrochemical plant, power plant, pulp
and paper mill, etc.) is taken offstream for certain period for revamp/renewal/maintenance

 Shutdown (not always planned)

Simply mean plant/equipment emergency stop and mostly is unplanned event or rarely planned. Always related to
inside process integrity and equipment failure for any reason including external reason

 Outage (not planned)

Unplanned events causing the operation or equipment to stop. They may be equipment breakdowns or disruption of
services, like utility power supply loss or unavailability of raw materials
Purpose & Scope

 Purpose
The primary purpose of the schedule is to establish the T/A duration and sequence of activities. The schedule
supports the T/A with data to:
 identify critical activities
 guide the work in the field during execution
 allow the execution team to make timely decisions
 feed planned and earned labour units or worklist or Jobcard (JC) - DFL (Direct Field Labour) to the reporting
system, i.e. including foreman, hands on tools and first line of supervision (planned/earned)
 identify areas of difficulty
 assist with job package quality control
 generate progress reports
 historical database with ‘as-built’ information
Purpose & Scope
Key Area

Safety Time Cost Logistic Quality

Purpose & Scope
Process Flow
 Scope
The scope of T/A Schedule supports phases 4 to 7 of the Perform Turnarounds process as shown in Figure below:

Overall T/A

T/A Schedule & Control

Process Activity Description

 The schedule should be fully integrated. That is, it should include all work to be executed pre, during, and post the
T/A including maintenance, project scope and operational maintenance. The scope of T/A Schedule supports
phases 4 to 7 of the Perform Turnarounds process as shown in Figure below:
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
 Manage Integrated Schedule
Basis of Schedule
Tools for T/A Scheduling
 The recommended scheduling tool used for preparation and execution of T/As is Oracle Primavera (P6)
 The schedule should be built based on the planning process steps and the scope to be integrated into the schedule
comes from various sources.
 CMMS, i.e. SAP, Maximo, etc.
 T/A Planning systems, i.e. Roser Consys.
 Projects’ team schedules.
 Historical execution schedules (Primavera, Safran, Microsoft Projects or else).
 Contractor submissions (may vary from Primavera, MSP, XLS to other agreed formats).
Basis of Schedule
T/A Basis of Schedule Documents
 The T/A basis of schedule on which the schedule will be built should be clear, documented and agreed upon for
each event. Therefore, a basis of schedule document should define the basis for how the schedule is built:
 Scope, Method of Statement (worklist or Job Card (JC) is the output)
 Execution plan
 Key risks.
 Key assumptions.
 Key milestones
 Key resources (constraints, limitations).
 Reporting structure.
 All Project, Operations and Maintenance activities that will be executed during the T/A
 Basis of Schedule
Float Management
 Total float is the amount of time the activity can be delayed without delaying the T/A finish date. Float is the major mechanism
to control and direct progress during T/A execution.
 ‘What-if’ analysis exercises can be performed as required to forecast the impact of numerous options and then consequences
compared and contrasted to achieve optimum performance (monte carlo, PRA “if” the scope is large)
 Critical Path doesn’t have float, Near Critical Path have float. T/A schedule shall have float management controlling sheet.
Basis of Schedule 1.Baseline: P50 Schedule
Schedule Contingency 2.Target: P10 Schedule
3.Contractor(s) Submission
4.Contractor(s) Target

 Contingency vs float: Float is a result of CPM

calculations, whereas contingency is explicit
duration(s) assigned to the schedule.
 Although a SRA or Monte Carlo analysis is not
commonly performed for T/A schedules, the
terminology P10, P50, P90 is commonly used
when talking about T/A durations and dates
Basis of Schedule
Adding Contingency

 Contingency built into schedule:

 Contingency as discrete activity:

 Basis of Schedule
Critical Path & Near Critical Path
 It is recommended to use the ‘longest path’ option during schedule development, so that there is always a critical path, even if the
T/A finishes early.
 Definitions for critical and near critical activities are as follows (can vary as per the size of the T/A):
 Activities with <= 24h float: Critical
 Activities with less than 72h float (i.e. 60h on a 2x 10h calendar) : Near Critical

Critical Path
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
 Manage Integrated Schedule
Schedule Structure
Systemization
 Systemization is the process of breaking down, or separating activities into logical, structured, groupings or
arrangements in order to support the execution of all the operational and maintenance activities in the T/A,
ensuring that all activities are considered (by process integrity system)
 Benefit of Systemization:
 Allows start of activities by systems that are already available while still performing operational in other system
 Increased focus on unit shutdown, decommissioning, commissioning and start-up
 Resource levelling based on system turn over
 A better understanding of the T/A event
 Better T/A control by system
 Creates a common language between Operations, Planning and Execution teams.
 Schedule Structure
T/A Execution Structure
 The schedule should be
based on the T/A execution
structure. The structure has
associated milestones that
will be used to track
progress during execution.

Heuristic T/A Execution Structure

 Schedule Structure
T/A Work Breakdown Structure (WBS)
 Each T/A has a unique WBS hierarchy. Planner/scheduler
have to ensure that it corresponds completely to the current T/A
Execution Structure, T/A Systemization, T/A Worklist.
 Not proper WBS will jeopardize the granularity of T/A
worklist/workpakcage

Observation:
 The level 2 may be split into subsystems (if any).
 A good practice is to split the level 2 into the T/A phases (Shutdown,
Decommissioning, Execution and Pre-commissioning, Commissioning
and Start-up).
 Activity coding will often be used to create the schedule structure,
providing a lot of flexibility to then ‘slice and dice’ the schedule for
analysis.
 Schedule Structure
Schedule Level
 Level 1: High level schedule (typically in days) for the entire T/A window. Level of detail only shows Pre- SD/Decon – Mechanical
Window – SU for the shutdown - Post. This is an overview typical for business planning/top management.

 Level 2: High level schedule (typically in days) for the entire T/A window. Level of detail only shows Pre - SD/Decon –
Mechanical Window – SU - Post by Area or Unit. Standard for Operations planning.

 Level 3: High level schedule (typically in days) for the entire T/A window. Level of detail shows Pre- SD/Decon – Mechanical
Window – SU - Post by Area/Unit by Equipment Type.

 Level 4: Detailed schedule (in hours), activity based, with detailed durations per activity for the direct crafts in the field. Standard
for worklist/JC activity assignment on P6

 Level 5: Very detailed schedule (in hours), activity based, with detailed durations per activity for the direct crafts in the field and
for supporting crafts (safety, supervision, etc.). Typical for the entire critical path.
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
 Manage Integrated Schedule
Build Schedule
Set Milestone Key Dates

Level 1: High Level Milestone Level 2: Execution Level Level 3: Planner Milestone
 RFSD – unit level Milestone  Start Piping Work

 RFO – system level  All Equipment Opened  Start Exchanger Work

 MC – system level  Critical Equipment Inspected  Start Insulation Work

 RFC – system level  Non-Critical Equipment Inspected  Finish Piping Work

 RFSU – unit level  All Relief Valves and Controls Valves  Finish Exchanger Work
removed
 T/A finish – unit level  Near-critical path Mechanical Complete  Finish Insulation Work

 etc  Start Pre-commissioning

 Operations System Mechanical Start and
Mechanical Finish  etc

 etc
Build Schedule
Working Calendar
 Activity calendars are an important piece of the schedule quality and integrity. Ensuring calendar alignment with
the execution team strategy is key to providing accurate and insightful data to the DFL. Here is an example of
typical T/A calendars:

 Pre-Shutdown 5 x 10 x 1 / 6 x 10 x 1
 Non-Critical Path T/A 6 x 10 x 2
day/week x hour/shift x shift/day
 Critical Path T/A 7 x 10 x 2
 Post-Shutdown 5 x 10 x 1 / 6 x 10 x 1
Build Schedule
Define the Activity on P6
 Job Card (JC): a card which contain everything that the team on the ground needs to complete the task. It includes
descriptions of specific tasks, the related drawings, labour, equipment, materials, and time.

 Benefit:
 Quantify the T/A task to be reported out in T/A report or dashboard
 Scrutinize and mapping activities based on disciplines or role
 Define scope of responsibilities
 Detail and summary manpower, time, material requirement
 Easier to manage and integrate information from planner point of view (produce dashboard etc)

 JC will be assigned as the activity on P6 T/A Schedule (JC1, JC2, JC-PIPING-1, JC-ELE-3, etc)
COMPANY Project xyz
XYZ
 Build Schedule
Define Schedule Logic
 Soft vs Hard Logic: Hard logic is logic that is required for sequencing the work. For example, we cannot pull the tube bundle
before removing the exchanger head. Soft logic is logic that is not really necessary for the execution of the work. Soft logic may
be used to reflect a preference in work sequencing.

 Using Relationship Types and Lags Time based

 FS, SS, & FF…..(SF not recommended)

Build Schedule
Activity Priority
 Setting resource priority on P6 will help the P6 to schedule work based on predetermined priorities. A scale of 1-
10 is commonly used for prioritising activities.
 activities associated with disassembly should be coded as ‘1-Highest’ through ‘4-High’
 activities associated with inspect, install, & repair should be coded as ‘5-Normal’ priority
 activities associated with reassembly should be coded as ‘6-Low’ through ‘9-Lowest’
Build Schedule
Resource Management
 During the T/A, all resources doing work (Direct Labour) should be entered in Primavera and tracked. These
resources will be levelled for work management and also used to track Planned, Earned and At Completion Values
for tracking performance during the T/A.
 Resource Limits: for example, if there is a crew of 5 boilermakers, the limit would be assigned as 5 unit/h (or
500% in MSP)
 Resource Calendar/Shift: for T/As it is recommended to assign the resource calendar as 24-hour availability. This
will also help in the levelling calculations.
Build Schedule
Resource Levelling
 Typically, the resources that should be levelled are the Key Resources on the schedule that are driving the work,
such as:
 pipefitters (and welders)
 boilermakers (and welders)
 instrumentation and electrical
 scaffold
 inspectors
 cranes
 If the levelling engine (Primavera) is not utilized then soft logic would have to be created allowing the
planner/scheduler to prioritize work manually (resource smoothing)
Build Schedule
Resource Levelling
Resource Histogram before levelling P6 feature for resource levelling

Resource Histogram after levelling

 Build Schedule
Schedule & Determine Critical Path
 Some of the items to watch for at this point in schedule development are:
 open ends
 milestone activities with invalid relationships
 finish milestone and predecessors have different calendars
 critical activities
 constraints which are not being met
 Redundant relationships

 Two defining factors that can drive the T/A critical path:
 Time based (more common for onshore T/As where the longest path/sequence of work will be the driver).
 Resource based (more common for offshore T/As where resource constraints may be the determining factor of how
much work can be executed and therefore be the critical path driver).
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
 Manage Integrated Schedule
Optimise Schedule
Schedule Quality Check & Schedule Risk Analysis (SRA)
 Schedule quality check: Common tools for performing such checks would be either Excel/Acumen Fuse/PRA. This will ensure the
T/A schedule is robust, optimised and does not contain redundant logic or an excessive number of constraints or density.
Sample of schedule quality check with PRA
Optimise Schedule
Schedule Quality Check & Schedule Risk Analysis (SRA)

Sample of schedule
quality check with
PRA
Optimise Schedule
Improve Work Schedule
 Leverage experience and know-how to improve the schedule and productivity. Here are some examples:
 Workfront available in case of early finishes (look-ahead report).
 Consider incentives/penalties
 Perfect work packs are essential to eliminate missing parts/tools/services, etc.
 Use tools/parts/consumables runners (DFL specifically for tools/equipment/material logistic on site)
 Mobile restrooms and toolboxes at strategic locations close to the work sites.
 Hot-bolting – insert new bolts and nuts in campaign or pre-T/A so that removal of bolts for flanges/valves/equipment
goes faster.
 Warm-bolting and removing half of the bolts from flanges during pre-T/A will make removal of equipment even
quicker.
 Competent permit coordinator
Optimise Schedule
Schedule Optimisation Workshop
 The objectives of the T/A schedule optimisation workshop are to:
 optimise T/A execution in terms of duration and cost for the T/A without impacting safety
 review and improve the proposed work methods, safety and quality planning and conduct a risk assessment of
those activities which impose a potential threat to achieving the desired results
 provide an external perspective on the execution of the Turnaround (second eye)
 produce a clearly defined and mutually agreed action plan.
Optimise Schedule
Schedule Optimisation Workshop
Optimise Schedule
Schedule Baseline (BL)
 The Performance Measurement Baseline (PMBL). It is an approved copy of the project schedule that can be used
to analyze project performance and report schedule variances and performance. BL should never be rescheduled,
only updated with changes to labour units. This allows for an accurate comparison of current percent complete
with planned percent complete. This baseline is a component of the S-curve report. It should be assigned as the
‘Project Baseline’ within Primavera.
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
baseline established
 Manage Integrated Schedule
 Manage Integrated Schedule
Worklist & Job Card (JC)
 Worklist or JC summary:
Job# Unit In P6 JOB# /DESCRIPTION WBS Work System Needed Responsibl Planner Scope Ident Plan Sht. Dwgs Specs Tech Data MOC Pictures Tags Walked k/SAP/Estimalan Validate% Complete
EO2 WORKLIST 0%
PIPING/VALVES 0%
#001 EO2 YES #001 Replace E-EO523 shell side vent valve PBU PIPING & VALVES RX's Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#002 EO2 YES #002 Replace AEO609 CW return B/V PBU PIPING & VALVES CWT Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#003 EO2 YES #003 ACH Bottom to Light Ends manual B/V PBU PIPING & VALVES 700 Section Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#004 EO2 #004 Instrument Air QuarterTurn replace PBU PIPING & VALVES Air Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#005 EO2 YES #005 Coolant heater Snuffing Steam pipe Repair PWELD PIPING & VALVES Steam Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#007 EO2 YES #007 EO2 Absorber repair snuffing steam line PWELD PIPING & VALVES Steam Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#008 EO2 YES #008 Pretreatment prep header to Tank Car Scrubber Pump, Plugged EO2 PWELD PIPING & VALVES Water Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#010 EO2 YES #010 CAIR00020655 gasket/bolts ETF1307 PBU PIPING & VALVES Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#011 EO2 YES #011 (2) 12" B/V's replace RW supply Strainers PBU PIPING & VALVES River Water Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#012 EO2 YES #012 Replace Discharge B/V on PEO601 PBU PIPING & VALVES CO2 Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#013 EO2 YES #013 Instrumnt air tie-point for new oxidizer PWELD PIPING & VALVES Air Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#015 EO2 YES #015 3/4 bleed valve Replace U/S PV-EO621 PWELD PIPING & VALVES 600 Section Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#016 EO2 YES #016 EOTF Vent to T/C scrubber bleed PWELD PIPING & VALVES 600 Section Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#017 EO2 #017 CAIR00020390 Weld hinge on 18" manway PWELD PIPING & VALVES 700 Section Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#018 EO2 YES #018 CAIR00020686 Replace 50# stm vlv btwn Peo501/EEO521 - in pipe rack PWELD PIPING & VALVES Gas Loop Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#019 EO2 YES #019 C-EO701 into stripper. PT at mix point for thermal fatigue cracking PWELD PIPING & VALVES 700 Section Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#020 EO2 #020 MOC 36377 New XV us of PV-EO120 (O2 Piping config. Change PWELD PIPING & VALVES Gas Loop MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#021 EO2 YES #021 MOC 36378 Replace HV601with smaller valve PWELD PIPING & VALVES 600 Section MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#025 EO2 #025 MOC 35714 Add spacer with bleed to RWS and RWR PWELD PIPING & VALVES River Water MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#026 EO2 YES #026 MOC 37598 Remove Thrd connection on P-EO706/707 PWELD PIPING & VALVES 700 Section MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#027 EO2 YES #027 MOC 37605 RWR header tie-in for quench cooler backwash PWELD PIPING & VALVES River Water MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#028 EO2 YES #028 MOC 38387 Lean absorbant 610 Vortex Breaker PWELD PIPING & VALVES 600 Section MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
#029 EO2 YES #029 MOC 36110 K-EO601 permanent water wash facility PWELD PIPING & VALVES Gas Loop MOC Satrya 1 1 1 1 1 1 1 1 1 1 1 100%
EG2 WORKLIST
PIPING/VALVES 0%
#5001 EG2 YES #5001 Replace P-EG921 3" x 150 disch valve PBU PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5002 EG2 YES #5002 P-EG503 replace discharge block valve PBU PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5003 EG2 YES #5003 CAIR00020680 replace VEG711 blockvalve PBU PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5004 EG2 YES #5004 CAIR00020682 EEG504 sight glass b/v PWELD PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5005 EG2 YES #5005 CAIR00020723 Replace GBF O/H piping PWELD PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5006 EG2 YES #5006 CAIR00020835 RWR Booster pump PBU PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5007 EG2 YES #5007 Replace F-U202 14" 650# steam outlet valve UTIL PWELD PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5008 EG2 YES #5008 MOC 29218 Replace FU212 - 14" flow element (F-U202 650# steam) UTIL PWELD PIPING & VALVES MOC Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5009 EG2 YES #5009 MOC 39640 Replace FU207 - 14" flow element (F-U201 650#) UTIL PWELD PIPING & VALVES MOC Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5010 EG2 YES #5010 MOC 36134 Add DB&B on FV-U201/202 BFW bypasses UTIL PWELD PIPING & VALVES MOC Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5011 EG2 YES #5011 Replace 2 - 3" HP BFW - MBV & 3/4 bleed @ PV-U202 UTIL PWELD PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5012 EG2 YES #5012 A-EG501 EG2 Mix nozzle - Pull spool for EC inspection PBU PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5013 EG2 YES #5013 MOC 36318 FV-EG514 Modify bypass line PWELD PIPING & VALVES MOC Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5014 EG2 YES #5014 CAIR00020693 replace RWR pipe nipple/90 PBU PIPING & VALVES Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5015 EG2 #5015 MOC GBF overhead piping metallurgy upgrade (2" Piping) PWELD PIPING & VALVES EG MOC Agung 1 1 1 1 1 1 1 1 1 1 1 114%
#5016 EG2 YES #5016 MOC GBF overhead piping metallurgy upgrade (18" Piping) PWELD PIPING & VALVES EG MOC Agung 1 1 1 1 1 1 1 1 1 1 1 114%
PRESSURE RELIEF VALVES 0%
#5100 EG2 YES #5100 RV-EG501A - PULL FOR SENDOUT/TEST/OVERHAUL RV RV Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5101 EG2 YES #5101 RV-EG502A - PULL FOR SENDOUT/TEST/OVERHAUL RV RV Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5102 EG2 YES #5102 RV-EG503A - PULL FOR SENDOUT/TEST/OVERHAUL RV RV Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5103 EG2 YES #5103 RV-EG504A - PULL FOR SENDOUT/TEST/OVERHAUL RV RV Agung 1 1 1 1 1 1 1 1 1 1 1 100%
#5104 EG2 YES #5104 RV-EG506 - PULL FOR SENDOUT/TEST/OVERHAUL RV RV Agung 1 1 1 1 1 1 1 1 1 1 1 100%
Manage Integrated Schedule
Worklist & Job Card (JC)
 Worklist or JC Dashboard

COMPANY
XYZ T/A Dashboard
(SAMPLE)
Manage Integrated Schedule
Worklist & Job Card (JC)
 Worklist or JC Dashboard
Manage Integrated Schedule
P6 Schedule

See next slide

Manage Integrated Schedule
Progress Reporting
 Reports should be generated from the scheduling tool based on a set of predefined and agreed reports prior to the start
of the T/A event
 A standard report suite is used to ensure that consistent data is provided and that the format is common to any T/A
event. Minimum contains 5 reports as follows:
 Schedule Performance S-Curve  in sample 1
 Management Summary by Company  in sample 2
 Management Summary by Equipment Type  in sample 3
 Management Summary by Company > Equipment Type  in sample 4
 Milestone Variance Report: See Figure 19  in sample 5

Sample of report on next slide

Manage Integrated Schedule
Progress Reporting
 S-Curve
Manage Integrated Schedule
Progress Reporting
 Management Summary by Company
Manage Integrated Schedule
Progress Reporting
 Management Summary by Equipment Type
Manage Integrated Schedule
Progress Reporting
 Management Summary by Company > Equipment Type
Manage Integrated Schedule
Progress Reporting
 Milestone Variance
Report
Manage Integrated Schedule
Storing Historical Record
 Each site should have a well-defined method of storing historical T/A schedules. After the T/A is complete, the
schedule that will be used as the historical reference should be moved to the appropriate folder in the EPS
structure in Primavera.
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
baseline established
 Manage Integrated Schedule
Key Work Process Interfaces
Purpose & Scope Key Work Process Interfaces Q&A

Process Activity Description Performance Indicators

 Basis of Schedule (Progress Information)
 Schedule Structure
 Build Schedule
 Optimise Schedule
baseline established
 Manage Integrated Schedule
Performance Indicators (dashboard traffic light)
 Q&A

ps: please anyone help me on this!

Backup Slides
 Purpose & Scope
Planner in T/A
T/A Planner job desc:
 Liaise directly with all focal points to obtain required information for effective plans
 Plan and integrate all work scopes into one overall logically linked turnaround plan
 Measure progress against milestone plan
 Update the pre-turnaround and turnaround schedule and produce progress reports
 Prepare performance forecasts and projections
 Prepare resource plans (material, equipment, labour)
Basis of Schedule

The deciding factors for how to organise and integrate the basis schedules are:
 Align the schedules to the teams. The schedules align to the schedulers who align to the coordinator(s) who align
to key contractor work forces. This is best for schedule ownership.
 Check that the schedules are aligned with the operational relationships. A small number of dependencies can be
managed via constraints (simplest, but manual) or schedule to schedule logic ties.
Basis of Schedule
Timeline
The timeline of developing a T/A schedule varies significantly and is driven by the milestone plan. Typical
parameters that influence schedule development include:
 time available to plan and schedule
 planning and scheduling proficiency
 anticipated shutdown period
 available craft and expertise
 Material/equipment deliveries.
Basis of Schedule
Scheduling Methodology
 Planning tools with Critical Path Method (CPM) scheduling and Precedence Diagramming Method (PDM),
(commonly Primavera P6)
 An effective schedule is a model of the T/A that includes :
 A list of all activities and its duration required to complete the T/A.
 The resource requirements by trade for each activity.
 The dependencies between activities.
 The coding structures and assignments.
 All Project, Operations and Maintenance activities that will be executed during the T/A should be integrated into
the schedule. The T/A scheduler should:
 Set activities priority
 Compress critical path of T/A by fast tracking or crunching/crashing the schedule
Build Schedule
Gather Scope
 Create a Schedule and Gather Scope
 T/A or Schedule basis document (method of statement, worklist, JC)
 CMMS work orders (automatically through interface or by manual input)
 Historical schedule from previous events’ library
 Project Team’s T/A scope
 Contractor work packs (may come in various agreed formats).
Optimise Schedule
Schedule Quality Check & Schedule Risk Analysis (SRA)
 Schedule Risk Analysis (SRA): P6 SRA may be considered when the T/A is large or of high complexity
Manage Integrated Schedule
Techniques to Gather the Information to Update the Schedule
 A number of techniques can be used to help gather information from the field:
 post a schedule on the wall for better visualization, usually in war-room.
 organise formal update conference call/meeting at an agreed time to review all jobs running. Typical questions to ask are:

Is the worklist/JC done and accepted? Are you over or under budget?
Has the material come in yet? Are the jobs running as estimated?
Are you ahead or behind schedule? Are any problems looming?
 have a scheduler call/meeting with every responsible party to find out status, and enter the data and update the schedule
(before the meeting preferably)
 critical path jobs should be physically verified
 equipment progress follow-ups.
Manage Integrated Schedule
Typical Day in the Life of a Turnaround Scheduler
Shift T of D Task

3:00 AM Meet with Field Coordinator to validate schedule update

3:30 AM Update Primavera with schedule data

5:00 AM Validate schedule update with outgoing T/A Coordinator

5:15 AM Generate schedule reports and copies

6:00 AM Attend T/A field lead shift alignment session

Morning Shift

6:30 AM Attend the T/A Coordination Meeting

7:00 AM Review Critical Path with incoming T/A Coordinator

7:30 AM Prepare management reports

9:00 AM Review management reports with Scheduler

9:45 AM Post management reports

10:00 AM Lunch/break

10:30 AM General works

1:00 PM Leave site