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Project Managing Start Up and Commissioning

Max Zornada (2010)

Slide 1

Planning and Project Management

Planning Principles Work Breakdown Structures The Critical Path Method of Project Planning and Control

Max Zornada (2010)

Slide 2

Planning Principles

Max Zornada (2010)

Slide 3

Planning for Commissioning Events


Worklist Definition Task/Job Planning
Scheduling

Five key phases

Execute and Control Post Audit & Review


Max Zornada (2010)

Slide 4

Planning for Commissioning Events


Worklist Definition Task/Job Planning
Scheduling

Develop the overall work list Specify all task requirements Agree scope and specification Obtain support information

Execute and Control Post Audit & Review


Max Zornada (2010)

Slide 5

Planning for Commissioning Events


Worklist Definition Task/Job Planning
Scheduling

Develop all job methods and procedures Organise support documents Define materials and equipment requirements Define resource requirements Define other requirements

Execute and Control Post Audit & Review


Max Zornada (2010)

Slide 6

Procedure

M0352 O.K. ( ( ( ( ( ( ( Note ) ( ) ) ) ) ) ) ) ( ( ( ( ( ( ) ) ) ) ) )

Commissioning Procedure
1 Carry out flame failure test procedure. Ruston TB-6G2C-135 Item 4 2 Repack auxilliary electric motor bearings 3 Check all pumps for noisy operation 4 Inspect all couplings 5 Repack and overhaul as necessary 6 Check physical condition and carry out insulation test on 7 Ignition leads. Minimum 100 M Ohms on 500 V Megger Replace as necessay. 8 Change out ignition plugs 9 Check all solenoid valves for leakage and correct operation 9.1 Sol 1 : Igniter Gas 9.2 Sol 2: Starter engagement 9.3 Sol 31, 3B, 4A, 4B: Blow off valves 9.4 Sol 5: Main Fuel Gas 9.5 Sol 7: Pilot Slam Shut 10 Carry out end-to-end operational check of the engine air inlet duct and filtration system See Donaldson TTD information contained in LRP Mechanical Catalogue Volume 3 Section A-2 11 Carry out alignment check between engine and driven machine. Compare with required alignment readings held by Rotating Equipment Supervisor. Adjust as necessary. 12 In conjunction with combuster inpection, carry out borescope inspection. 13 Carry out in-situ visual inspection of the main gera box internals (Ruston TB-6A3-1) for wear and contamination. 14 Carry out a complete governor calibration Ruston TB-6G3B-1C Ruston TB-6G3C-94 Notes:

Unique Identifier

Detail work procedure

( ( ( ( ( ( ( (

) ) ) ) ) ) ) )

( ( ( ( ( ( ( (

) ) ) ) ) ) ) )

Step completed check

) (

( ( ( ( (

) ( ) ( ) ( ) ( ) (

) ) ) ) )

Feedback information & Notes

Procedure continued on next page

Max Zornada (2010)

Page 1 or 7

Slide 7

Planning for Commissioning Events


Worklist Definition Task/Job Planning
Scheduling

Develop all job networks and/or gantt charts depending on level of planning; Input plans into schedule; Optimise the schedule; Produce final working schedule; Produce control documentation.

Execute and Control Post Audit & Review


Max Zornada (2010)

Slide 8

Planning for Commissioning Events


Worklist Definition Task/Job Planning
Scheduling

Monitor progress and performance; Update the schedule on a regular update & report cycle; Plan and integrate emergent work; Optimise the schedule; Develop punchlists;

Execute and Control Post Audit & Review


Max Zornada (2010)

Slide 9

Planning for Commissioning Events


Worklist Definition Task/Job Planning
Scheduling

Debrief to gain learning; Review job methods and schedules; Modify for future use and file; Standardise repeatable jobs; File data and documentation.

Execute and Control Post Audit & Review


Max Zornada (2010)

Slide 10

Approaches to Estimating Work Requirements

Best Guess and Experience Historical information Standards

Max Zornada (2010)

Slide 11

Best Guess & Experience

Where the planner has had previous commissioning experience, they may be familiar with the type of work involved and draw on personal experience in order to estimate the work; Use of Experts: Refer to an expert for the type of work under consideration; Usually other managers, engineers, supervisors and operators previously involved in commissioning projects.
Max Zornada (2010)

Slide 12

Historical Data

Provides the amount of time estimated to accomplish the same or similar work; Provides the time spent to accomplish similar work; Refer to history file - computer system and hardcopy; Questions to consider: Were the working conditions the same; Did the work go as planned; Were the work requirements the same.

Max Zornada (2010)

Slide 13

Standards

Definition: A measure of comparison or acceptability used as a benchmark for measuring performance; Proprietary standards: Developed by individuals and corporations for their own use; Most are based on historical data and experience. Public domain standards:

Max Zornada (2010)

Slide 14

Work Breakdown Structures

Max Zornada (2010)

Slide 15

What is a Work Breakdown Structure (WBS)

The Work Breakdown Structure provides a basis for dividing a project level scope into manageable, definable packages of work; The WBS provides a mechanism for translating the project (shutdown) objectives into a supporting hierarchy of deliverables to be provided by the project; Is a planning tool that increases the probability that every major and minor activity will be identified; Allows for the complete project to be described in terms of the sum of all its elements; Allows for easier identification of logical work packages for work allocation and control of work execution.
Max Zornada (2010)

Slide 16

Work Breakdown Structures Example


Petrochemical Plant Commissioining
Petrochem Plant

Gas Plant

CSP

LRP

Utilities

Tower

Compressors

Reboiler A

Coolers

Compressors

Turbines

Lube Oil System

Valves

Max Zornada (2010)

Slide 17

Work Breakdown Structure


Provides a framework for ..

Developing an appropriate organisational structure required to control the project; The development of general ledger structure used for budgeting, actual cost recording and reporting, cost control; Development of an effective structure for managing and coordination of outsourcing and subcontracting the whole project or elements; Determining at what level the project should be planned to give the best control, including definition of milestones, detailed plans and reporting/feedback timeframes.

Max Zornada (2010)

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Work Breakdown as a mirror of the General Ledger Structure


Project Budget

Cost Centre 1

Cost Centre 2

Cost Centre 3

Cost Centre 4

Cost Centre 2.1

Cost Centre 2.2

Cost Centre 2.3

Cost Centre 2.4

Cost Centre 2.2.1

Cost Centre 2.2.2

Cost Centre 2.2.3

Cost Centre 2.2.4

Max Zornada (2010)

Slide 19

Developing work packages, contracting, planning and control issues


Petrochem Plant

Gas Plant

CSP

LRP

Utilities

Tower

Compressors

Reboiler A

Coolers

Compressors

Turbines

Lube Oil System

Valves

Max Zornada (2010)

Slide 20

Developing work packages, contracting, planning and control issues


Petrochem Plant

Gas Plant

CSP

LRP

Utilities

Tower

Compressors

Reboiler A

Coolers

Compressors

Turbines

Lube Oil System

Valves

Max Zornada (2010)

Slide 21

Developing work packages, contracting, planning and control issues


Petrochem Plant

Gas Plant

CSP

LRP

Utilities

Tower

Compressors

Reboiler A

Coolers

Compressors

Turbines

Lube Oil System

Valves

Max Zornada (2010)

Slide 22

The Critical Path Method


Project Planning and Control

Max Zornada (2010)

Slide 23

Project Planning

Project planning techniques emerged during the 1950s Two almost identical techniques developed: Critical Path Method (CPM): Developed by DuPont to manage plant shutdowns; Program Evaluation & Review Technique (PERT): Developed by US Navy with Booz Allen Hamilton for the Polaris Submarine Project.
Max Zornada (2010)

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The Critical Path Method

Is a management tools that allows us to: Plan Establish a logical progression of work; Establish timings (schedule); Determine resource requirements; Develop a budget; Control Control progress; Control costs.
Max Zornada (2010)

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New mini-plant commissioning


Task Description
Installation integrity check Instrument check/calibrations Pressure testing and cleaning Loop checks Run up to operation conditions Link into central control room Documentation compile/update Preparation of sign-off certs. Tie-in to existing plant header Commissioning operating trails

Task Code
A B C D E F G H I J

Analysis Start Depends on A Depends on A Depends on B Depends on C and D Depends on E Depends on A Depends on E and G Depends on E and G Depends on F, H and I

Engineering Resources (No. of people)


1 1 1 1 1 1 1 1 1 1

Task Est Duration (Days) 8 4 4 2 3 10 5 2 6 10

Max Zornada (2010)

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Doing the precedence analysis ...

For each task - identify its immediate predecessor(s) - what tasks must finish before it can start; Need to assume unlimited resources available - I.e. no resource constraints; Estimate resources and duration assuming the task will be done in the usual way;

Max Zornada (2010)

Slide 27

Precedence Analysis
Changing a Tyre
If you are on your own
Stop the car Get tools from boot

Loosen wheel nuts

Set up Jack

Jack up car

Assume unlimited resources


Stop the car Get tools from boot

Loosen wheel nuts


Set up Jack

C E
Jack up car

D
Slide 28

Max Zornada (2010)

The Network Diagram


Activity Duration F 10 B 4 D 2

E 3 Start A 8 C 4

6 J 10 Finish

G 5

H 2

Max Zornada (2010)

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Approaches to CPM Networks


Precedence Method Activity-on-Node
B A A C D C

Activity-on-Arrow
D B

Dummy task

Max Zornada (2010)

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The Critical Path


17 8 12 12 14 27

F 10
14 17 17 17 27 23

B 4
8 0 0 8 8 12 12

D
12

2
14

E 3
14 17

I
21 17

6
27 27

37

37

Start
0

A 8
0 8

C
10

4
14 8 13 19

J 10
27
37

Finish
37

G 5
16 21

H 2
25 27

Max Zornada (2010)

Slide 31

The Bar Chart Schedule (Gantt Chart)


Days
1 A B C D E F G H I J 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

Max Zornada (2010)

Slide 32

Add the resources required by each task per day ..


Days
1 A B C D E F G H I J 1 1 1 1 1 1 1 1 1 2 3 4 5 6 1 1 7 1 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 1 1 1 1 1 1 1 1

1
1 1 1 1 1 1

1 1 1

1 1

1
1

1 1 1 1 1 1

1 1 1

1 1

1 1

Max Zornada (2010)

Slide 33

Calculate the resources required by the project per day ..


Days
1 A B C D E F G H I J 1 1 1 1 1 1 1 1 3 3 3 3 2 1 1 1 1 3 3 1 1 1 1 1 1 1 1 1 2 3 4 5 6 1 1 7 1 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 1 1 1 1 1 1 1 1

1
1 1 1 1 1 1

1 1 1

1 1

1
1

1 1 1 1 1 1

1 1 1

1 1

1 1

2 2 2 2

1 1 1

1 1

1 1

1 1

1 1

1 1

Max Zornada (2010)

Slide 34

Transfer to a Labour Histogram


3.5

Number of People Required

3 2.5 2 1.5 1 0.5 0

11

13

15

17

19

21

23

25

27

29

31

33

35

37

Days
Max Zornada (2010)

Slide 35

Assume resources initially allocated to this project is 2 people .


3.5

Number of People Required

3 2.5 2 1.5 1 0.5 0

Normal resourcing level in this group

11

13

15

17

19

21

23

25

27

29

31

33

35

37

Days
Max Zornada (2010)

Slide 36

Revised Gantt Chart Schedule


Days
1 A B C D E F G H I J 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 1 1 1 1 1 2 3 4 5 6 1 1 7 1 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 1 1 1 1 1 1 1 1

1 1 1 1 1 1 1 1 1

1 1 1
1

1 1

1 1 1 1 1 1 1

1 1 1

1 1

1 1

2 2 2 2

2 2 2

2 1

1 1

1 1

1 1

1 1

Max Zornada (2010)

Slide 37

Revised Labour Histogram


3.5

Number of People Required

3 2.5 2 1.5 1 0.5 0

11

13

15

17

19

21

23

25

27

29

31

33

35

37

Days
Max Zornada (2010)

Slide 38

Revised Labour Histogram


3.5

Number of People Required

3 2.5 2 1.5 1 0.5 0

11

13

15

17

19

21

23

25

27

29

31

33

35

37

Days
Max Zornada (2010)

Slide 39

Summary of Key Steps


Define Scope of Work; Do Precedence Analysis; Construct Network; Do Forward Pass to determine earliest start date; Do Backward Pass to determine: Critical Path; Float. Transfer information to Gantt Chart to construct schedule; Add resource information and construct resource histogram; Optimise the schedule.
Max Zornada (2010)

Slide 40

The Greenfield Plant Start Up


Critical Path Planning Skills Practice Case Study

Max Zornada (2010)

Slide 41

The Greenfield Plant Commissioning


Critical Path Planning Skills Practice Case Study
The Greenfield company will be commissioning a new Fractionation Plant which they will be tie-ing into their existing gas and liquids processing plant. The high-level scope of work for the commissioning is given on the following page. An overall manager has been appointed to oversee the start up scope of work. Assume 1 person is required for each task for the full duration of the task. These people can be considered as fully multi-and-cross skilled and can do any of the tasks).

Max Zornada (2010)

Slide 42

The Greenfield Plant Commissioning S.O.W.


Code Activity Description Immediate Predecessor Time (Months)

A B C D E F G H I J K L

Selection of Plant Manager and Management Personnel Site Survey and Soil test Extension of Roads, Water, Utilities, Sewer Selection and purchase of equipment Final engineering plans for construction Employment interviews and hiring Equipment delivery Construction of facility Precise layout of plant Institution of management systems for control of production, inventory, purchasing, accounting etc. Employee training Equipment and System installation & commissioning
Max Zornada (2010)

None None None A B A D E D,E A F,G,H G,H,I,J

3 1 6 2 3 3 9 11 1 4 2 1
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The Greenfield Plant Commissioning


Critical Path Planning Skills Practice Case Study

Draw a critical path network for the start up using the information provided and identify the critical path; Draw a Gantt chart schedule. Draw a resource histogram. How would you go about optimising the schedule to develop a final working schedule.

Max Zornada (2010)

Slide 44

Short-Cut Approach to Planning

Max Zornada (2010)

Slide 45

Short Cut Approaches to Planning


List project tasks, estimate durations and resources required. Use your own judgement.

Project: Operational Reporting System Implementation


Consultants Durn in Weeks Tasks 0.5 Project Start-up 2 1 Team training & briefing 2 4.5 Set up computer system 1 1 Define input requirements 1 1 Source input requirements 1 1 Trial with manual input 1 2 Develop interfaces 1 1 Trial run thru interfaces 1 0.5 Produce draft reports 1 0.5 Business review meeting 1 4 Develop documentation 2 0.5 Handover of system 2 0.5 Debrief 2

Max Zornada (2010)

Slide 46

Layout project tasks on planning proforma


Weeks
Task Project Start-up Team training & briefing Set up computer system Define input requirements Source input requirements Trial with manual input Develop interfaces Trial run thru interfaces Produce draft reports Business review meeting Develop documentation Handover of system Debrief
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

2 2 1 1 1 1 1 1 1 1 2 2 2

Max Zornada (2010)

Slide 47

Time Phase the tasks according to logical relationships (dependencies & precendence)
Use your own judgement.
Weeks
Task Project Start-up Team training & briefing Set up computer system Define input requirements Source input requirements Trial with manual input Develop interfaces Trial run thru interfaces Produce draft reports Business review meeting Develop documentation Handover of system Debrief 2 2 1 1 1 1 1 1 1 1 2 2 2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

Max Zornada (2010)

Slide 48

Determine resources required for each planning unit (in our case - per week)
Weeks
Task Project Start-up Team training & briefing Set up computer system Define input requirements Source input requirements Trial with manual input Develop interfaces Trial run thru interfaces Produce draft reports Business review meeting Develop documentation Handover of system Debrief 2 2 1 1 1 1 1 1 1 1 2 2 2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

2 2 2 2 2 2 2 3 3 2 2 2

Max Zornada (2010)

Slide 49

Draw resource histogram


Weeks Tasks
Project Start-up Team training & briefing Set up computer system Define input requirements Source input requirements Trial with manual input Develop interfaces Trial run thru interfaces Produce draft reports Business review meeting Develop documentation Handover of system Debrief 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

2 2 1 1 1 1 1 1 1 1 2 2 2

Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

2 2 2 2 2 2 2 3 3 2 2 2

Max Zornada (2010)

Slide 50

Short cut approach planning and control tools

Gantt chart can be set up on Excel spreadsheet; Draw schedule bars using cell shade function; Add up columns and using graphing function to plot resource histogram; If labour rates and other costs are known, multiply out to calculate project budget and cashflow schedule; Use graphing function to plot cashflow profile.
Max Zornada (2010)

Slide 51

Example:Project Gantt Chart & Resource Histogram on Excel


Schedule bars are drawn using the cell pattern function Float drawn using the cell borders function.

Max Zornada (2010)

Slide 52

Short Cut Approach to Project Control


Weeks
Task Project Start-up Team training & briefing Set up computer system Define input requirements Source input requirements Trial with manual input Develop interfaces Trial run thru interfaces Produce draft reports Business review meeting Develop documentation Handover of system Debrief 2 2 1 1 1 1 1 1 1 1 2 2 2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

2 2 2 2 2 2 2 3 3 2 2 2

Max Zornada (2010)

Slide 53

Project Plan Updates and Reporting


Tricks of the Trade

For neat single page print-outs of large plans, cut and paste from Excel to PowerPoint and resize the pasted object to fit on a page. (Paste as Picture Enhanced Metafile or as Device Independent Bitmap); Use every second row for the plan, then use the other row to plot progress (shade in a different colour or using a different pattern); Changes to plan, growth in scope etc. can be accommodated by inserting rows and columns; Always keep a separate copy of the original plan for reference. Max Zornada (2010)

Slide 54

Short-Cut Method Outcomes

Gantt Chart Schedule - Timing, Delivery Date Resource Histogram - Resource Profile/Decision Options; From Resource Histogram can derive Cost Control Graph (if necessary) Very quick to set up, to update as project progresses and can easily be made to produce very user friendly reporting formats.

Max Zornada (2010)

Slide 55

Tie-in of Compressor Gas Cooler D Bank


Code Task Description A B C D E F G H I J CSP Compressor isolations Remove bolts from old header Remove old header Erect new pipe rack extensions Install new header Bolt up header to existing system Flush out new cooler Finish of pipe rack Bolt up new header to new cooler De isolate compressor Dependencies (Depends on) Start Start A,B C D E E E F,G I,H Duration (Hours) 1 2 1 3 1 1 1 3 1 1 Crew 1F 1F 2F 1F 1F 1F 1F 1F 1F 1F

Max Zornada (2010)

Slide 56

Tie-in of Compressor Gas Cooler D Bank


Exercise 1. Draw a Gantt chart schedule directly from the information given above, without drawing a critical path network first. Use your own judgement in translating the information above into a Gantt chart. 2. Use your Gantt chart to develop a labour histogram for this job.

Max Zornada (2010)

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