STO300-3-Day Primavera P6 Planning & Scheduling for Shutdowns, Turnarounds and Outages

Transcription

1 Course Overview Day 1 Planning and Estimating Understanding the difference between Planning and Estimating Using Field Planning Forms and the Primavera P6 Planning Layout Understanding Benchmark Estimates and Direct Wrench-time Day 2 Programming and Scheduling Establishing a realistic Work Breakdown Structure Understanding how to Phase your STO Project Using Activity Codes to Program your STO Project in Primavera Understanding Dynamic Schedule Management (who schedules?) Day 3 Execution Management and Control Understanding how Reports are created, distributed and utilized Creating a Daily Shift Report Creating Key Performance Dashboard Reports to measure Earned-value Understanding how to receive accurate and timely updates from the field

2 7 Keys to successful Shutdowns Turnarounds & Outages Asset Management Only through effective Asset Management and Risk/Cost Benefit Analysis can the Workscope and Budget for a STO project be managed and controlled Methodology Only with a formal process, supported by technology and best-practices can a STO project be planned, executed and controlled efficiently Organization A competent STO Manager, supported by a Stakeholder Steering Committee and a Project Controls Team is essential in establishing, and achieving the STO Key Performance Indicators (KPI s) Strategic Planning How each Stakeholder intends to add value to meet the STO KPI s needs to be established, communicated and practiced as an integrated strategy Planning & Scheduling Detailed Planned Job Packages (PJP s) must be created with input from all Stakeholders, prior to Dynamic Schedule Management by the Project Controls what-if Team Execution Management Executing according to the Plan to meet Safety, Quality and Wrench-time Performance Targets, while providing accurate and timely status updates from the field to produce a new Plan Lessons-Learned Continuous Improvement is the last, but not least, key to successful Shutdowns, Turnarounds & Outages by capturing Lessons-learned 2

3 STO Project Methodology and Technology 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 3

4 Programming versus Scheduling STO versus Construction Projects STO Projects Construction Projects Duration driven Level work activities by Work Order Detailed planning by Work Order Schedule to produce a plan that reduces risk and optimizes cost, duration and resources using programming and leveling Produce a tabular shift report every 12 hours Re-schedule every 12 hours during the Execution Phase to produce a new plan based on current conditions (Shift Report) Manage work activities not human resources Supervise human resources Resource and commodity driven Limited Resource Loading High level planning by WBS Schedule to produce a plan that meets the engineering and procurement process by contract and/or discipline Produce a Gantt Chart every week Re-schedule weekly to produce a new plan (Gantt Chart) Update with Field Surveyors Manage human resources Supervise work activities

5 5 Project Management versus STO Management Points to Ponder Do not use Critical Path Method (CPM); use Longest Job Use Critical Jobs and what-if scenarios Use Productivity Factors during scheduling Do not use Milestones Do not use Baselines Do not link everything to everything Do not generate Look-ahead Schedules Schedule is a verb Plan is a noun Do not create multiple same Resources Do not issue Bar Charts to the Field Do not schedule in isolation Let the program do the scheduling Program, Program, Program Level work, not Resources Do not plan from a trailer

6 STOnavigator inc. Management Process Summary 6

7 STO Project Methodology and Technology Overview 7

8 STOnavigator inc. Procedure (Best-Practice) Example 8

9 Planning, Scheduling and Field Execution Roles Planning Planning involves identifying the specific Activities required to be executed in logic sequence to achieve the deliverable (Work Order Task) Planning is a hands-on field exercise, which does not require a person responsible to possess a high degree of competence in computer applications Planning involves a specialized set of skills that only an experienced field person can perform, e.g., Tradesperson, Engineer, Estimator, Quantity Surveyor, etc. Planning involves the development of a Planned Job Package (PJP) for each approved worklist item A [field] Planner can assume the role of Field Execution Coordinator during the Execution Phase of a STO project Planning involved the combined effort of Stakeholders, e.g., Safety, Logistics, etc. Myths Planning is a best-guess estimation Potential (Found Work) cannot be planned or estimated You can plan from your chair provided you have a window in your office 9

10 Planning, Scheduling and Field Execution Roles Scheduling Scheduling involves the management and control of data provided by Stakeholders: Cost Control / Planning / Procurement / Contracting / SCM / Field Execution Coordinators / Operations / Inspection, etc. Scheduling involves programming to allow the Project Management Software to do the majority of the scheduling Scheduling is a verb, used to produce a Plan [noun] Scheduling is dynamic, as apposed to Planning, which is static The majority of scheduling is done during the Execution Phase The majority of programming is done during the Strategic Planning Phase Myths Scheduling produces a look-ahead schedule for Field Execution Coordination Scheduling for STO projects is the same as scheduling for EPC projects Scheduling is done by someone with Project Management Software experience, e.g., Primavera, MS Project, CASP, etc. 10

11 Planning, Scheduling and Field Execution Roles Field Execution Field Execution involves the coordination of work as per the Daily Shift Report Field Execution Coordinators have an operational or trade background and often assume a dual role with Planning Field Execution Coordinators are key players on the Project Controls Team Effective communication skills are necessary for a Field Execution Coordinator: Assisting with the development of the Daily Shift Report Attending Daily update sessions Coordinating with Contractors, Inspectors, Safety, Materials, Logistics, Operations, etc. This role requires working extended hours to ensure cross-over coordination Field Execution Coordination provides field progress and status updates using the Daily Shift Schedule Field Execution Coordination assist with work prioritization for subsequent shifts 11 Myths Field Execution Coordinators manage resources [workers] Field Execution Coordinators require look-ahead schedules Field Execution Coordinators sign timesheets

12 Establish Defaults prior to Planning/Scheduling/Executing Project Defaults General Dates Codes Defaults Resources Settings Calculations 12

13 Establish Defaults prior to Planning/Scheduling/Executing Project Defaults General Dates Codes Defaults Resources Settings Calculations 13

14 Establish Defaults prior to Planning/Scheduling/Executing Project Defaults General Dates Codes Defaults Resources Settings Calculations 14

15 Creating Layouts Best-Practices Create Layouts in Primavera P6 to reflect each function of STO Strategic and Work Package Management Planning Save this Layouts and do not allow anyone to make changes to them Use Filters, Group and Sort to customize the view Configure bar charts (Gantt Chart) to reflect additional information 15

16 Planning/Estimating Layouts Planning/Estimating Programming/Scheduling Performance 16

17 Work Breakdown Structure (WBS) Attributes A top-down, vertical representation of a manufacturing facility s physical process No time is assigned to the WBS Used to create buckets for budget/cost and work/activities Aligns with the Organizational Breakdown Structure (OBS) The highest level (1) of the WBS in Primavera is the Project ID The lowest level(6) of the WBS in Primavera is the Asset Tag Levels: 1 Project ID STO300 2 Facility Name STOnavigator inc. 3 Area (business unit) Primary Upgrading 4 Unit (production, ancillary or utility) Delayed Coker 5 Equipment Type - Drums 6 Asset Tag (equipment number) 41-D-01 Reflux Drum 17

18 Work Breakdown Structure (WBS) 18

19 Worklist / Work Package Management Tool Password Protected, Macro-enabled Spreadsheet with Sorting, Filtering, Importing, Exporting, Reporting and Calculating capabilities designed to link Work List with Work Packages 19

20 Benefits Data integrity ability to track the status of each Work List Item by Facility, Unit, System, Equipment Type, Category, Outage, etc. Approved Work List Items are assigned to a dedicated Planner and a Planned Job Package is developed as a controlled document The time required to plan, and the number of Planners required is automatically determined and controlled to ensure all Planned Job Packages are complete well in advance of feed-out Field Planning Tags are automatically populated, ready to be laminated and hung in the unit at the exact grid location to enhance worker performance and reduce risk Ability to track Stakeholder contribution to each Planned Job Package to ensure each package is complete; including, MSDS, Technical Specifications, Safety Procedures, Pre-work, ITP s, Planning Form, BOM s, Tools, Resource Requirements, etc. 20

21 STO Definition and Work List Categories Shutdown Category B Process Integrity Workscope Required to clean process systems Used to replace catalyst and filter mediums, plug tubes, repair leaks, replace refractory, etc. Turnaround Category A Regulatory Inspection of Safety Valves, Pressure Vessels and Asset Integrity (piping) to legally operate a facility for a pre-determined duration Outage Category C Equipment or System overhauls (maintenance or capital) that require an outage to execute Engineering projects to debottleneck, replace equipment or design change to enhance throughput and quality 21

22 Process Availability Shutdown Process Integrity Turnaround Regulatory Asset Integrity Outage Off-stream Maintenance and Project Integration Maintenance On-stream Predictive Preventive Repair/Replace 22

23 Workscope Optimization What Constitutes a Work List Item? Any inspection and test work order required to legally operate Any process integrity work order approved for an outage, which cannot be deferred to future outages Any asset integrity work order approved for an outage, which cannot be deferred to future outages Asset Management Asset Management determines the strategies and plans required to keep a plant, unit, or equipment operating to perform its designed function for a pre-determined run-length, i.e., 3 years Risk Management Risk Management is used to determine the probability and consequence of a plant, unit, or equipment failing prior to the next scheduled outage 23

24 Populating the Worklist Management Tool Data Management The Work List Management Tool is a Database of Records stored in a Table called: Work List Each Record is unique, defined by a field called: Tech ID (commonly referred to as the Equipment Number) Several other fields are incorporated into each Record: Tech Description, Category, FLOC, Work Order Number, etc. Fields can be filtered, sorted, grouped, or calculated, i.e., Budget Importing or Manual Entry The most common method of populating the Work List is to import records from your Asset Management System, i.e., SAP Records may also be copied into the Work List from existing spreadsheets Some fields in the Work List Management Tool are locked to prevent over-writing drop-down lists and macros 24

25 Using Categories, Drop-down Lists and Filters Categories Categories are used to group types of work by discipline for easy access and control Use Categories to establish filtering criteria Categories can be used to generate reports Categories can be used for budgeting purposes Like Priority (PTY) Categories help with controlling work scope by classifying information for easy tracking 25

26 Using Categories, Drop-down List and Filters Drop-down Lists Drop-down lists are used when a specific list of options is to be used to ensure data integrity, i.e., Status, Printed, etc. Lists can be filtered for viewing or reports Lists can be calculated to determine the number of records for a specific selection List can be modified to suite your business model List can be in the form of dates, numbers, or any number of formats available in Excel Lists can be mandatory, or optional Lists can be replaced globally by filtering or using the Find/Replace feature in Excel 26

27 Using Categories, Drop-down Lists and Filters Filters You can filter on each column, or multiple columns for single or multiple data choices, i.e., FLOC and Equipment Type The number of records filtered appears at the top of the description row 27

28 Establish a Realistic Cut-off Date Work List Cut-Off Date The Work List Cut-off Date should coincide with the Initial Budget Work Types STO Budgeted Work List Items approved prior to Cut-off Date Late Work List Items identified after Cut-off Date but prior to Feed-out Found / Potential Work identified during Execution of an Approved Work List Item usually identified as Potential Work during the Planning Phase New Work List Item identified during Execution Phase that was not originally Planned, i.e., leaking valve during Shutdown Phase OPEX PM Budgeted Maintenance Work Order part of normal operating and maintaining budget and scope, however, it can only be done during and outage or a reduction in production 28

29 Worklist Management Approval Process - example Empac Work Request Work Order Defer Worklist 2010 Management Bruce Grinde No Coordinator Update Work Package Status Worklist 2006 Management Bruce Grinde Risk/Cost Benefit Analysis Yes Planner Estimate Develop Work Package Estimate Accepted? Yes Coordinator Electronic File Work Package Filing Customer Phone/Radio Personal Status Routine Cancel Cut-off Date Nov 1, 2005 No Yes No Work Package Approved? Planning Team Complete Work Package Cover Sheets & File Yes Lead Planner Enter Estimate into Empac Lead Planner Create Work Orders if Required Planning Team Gather Stakeholder Data / Info 4 Weeks Prior to Decommissioning June 10, 2005 Administration Copy Work Package into Field Binders Unit Coordinator Approve Work Packages with Signatures 29

30 Establish a Realistic Cut-off Date Work List Approval Process All Work List Items must be Approved before being Planned Work List Items can be Investigated or Pre-Planned for justification prior to Approval Late Work List Items must be Approved for expenditure by Senior Management Approved Work List Items are flagged with Status Drop-down List and filtered for number of Approved in the Header of the Work List Management Tool 30

31 Worklist Items merged with Budget Direct Work (cost) Any work associated with the Planned Job Package related to executing the plan, i.e., resources, materials, equipment, etc. Estimated as hourly rate or expense (purchase order) In-Direct Work (cost) Any cost associated with supporting the Planned Job Package, i.e., logistics, security, supervision, scaffolding, accommodations, etc. Estimated as a percentage of total man-hours 31

32 Tracking Worklist Items with Work Package Planning Work List Items and Planning Approved Work List Items are assigned to a dedicated Field Planner The Field Planner will build out the Planned Job Package, completing the form that determines the contents of each package The Planner will then update the fields in the Work Package Planning cells and track progress based on the Field Planner s assembly of the physical Planned Job Package 32

33 Establish a Work Package Tracking System Manual System Before any Electronic Work Package Tracking System is developed it is necessary to establish a manual Work Package Tracking System A numbering system must be established using a unique number such as Equipment Number and/or Work Order Number with a Work Type extension, i.e., E ISP (Exchanger 101 Work Order Inspection work). Often there is more than one Work Package / Work Order for a single piece of equipment. A manual filing system must be controlled using a sign-out system Each file folder contains the contents of a single Work Package with individual records, e.g., Field Planning Form, Work Order, MSDS, P&ID s, MFD s, Photos, Inspection Records, Blinding Points, etc. Each file folder has a cover sheet and a control form Each file folder has to be signed by an Approver Each Work Package has to have its contents registered 33

34 Field Planner s Role and Responsibility Role: Assemble Planned Job Packages (PJP) for all Approved Work List Items within the assigned Unit, Area, Equipment Type or Discipline Responsibilities: Create Planned Job Package file folders for each Approved Work List Item Determine the contents for each PJP Visit the field and fill out a Field Planning Form (FPF) Estimate all activities, e.g., duration, resources, tools, materials, etc. Assemble all documents required to complete the PJP Update the Scheduler with PJP information for tracking on the Work List / Work Package Management Tool Hand Field Planning Tags when printed Assist Scheduler during Execution Phase Assist Field Execution Supervision during Execution Phase 34

35 Establish a Work Package Tracking System Assigning Field Planner and PJP Contents Each PJP will be monitored for progress until all contents are completed When 100 % of contents is complete credit is given for PJP Field Planner is assigned after Work List Approval 35

36 Establish a Work Package Tracking System Manual System Each PJP will consist of a file folder with dividers for each category The cover sheet will indicate the contents of each PJP as determined by the Field Planner (the owner of the PJP) 36

37 Establish a Work Package Tracking System Field Planning Form (FPF) 37

38 Establish Timeline for Planning Effort Rules of Thumb Each PJP has 15 Activities One Field Planner can manage 6000 Activities A good Field Planner can plan 3 PJP s/day Use the Work List Planning tool to calculate the number of PJP s to be completed prior to Feed-out 38

39 Establish Timeline for Planning Effort From the Work Scope Calculator Determine number of Work List Items Calculate the number of Planners required 39

40 PJP Review and Approval Process Review After the PJP has been assembled the Field Planner and Planning Team Lead will distribute a controlled number of PJP s to each Stakeholder for review, on a weekly basis The Primary Resource of the PJP will review first, i.e., Mechanical for Overhauls, Technical for Inspection Work, Capital for Project Work, Operations for Process Work followed by Functional Teams, such as, Logistics, Safety, Environment, Procurement, Contractors, Vendors, etc. Approve The Planning Team Lead will approve all PJP s following the review process Signing the PJP cover sheet Ensure date and revision number are completed 40

41 Establish Field Planning Tags Enhanced Worker Performance Field Planning Tags are automatically populated with Work List Tags are hung at the Work Order location in the field by the Field Planner to ensure they ve been to the exact location The team signs-off in the field and rates the risk, which is recorded by the Planner and entered into the Scheduling Software This ensure the Workers can easily locate the Work Order in the field A grid location is also recorded to help with Worker Efficiency 41

42 Establish Risk and Grid Location Risk A risk of 1 (high), 2 (med), 3 (low) is used to assist with safety and efficiency during work execution The risk is determined using probability and consequence matrix, as well as constraints (confined space), height, type of work, hot, cold, complex, etc. The risk is entered against the PJP or an Activity within the PJP Grid Location A Grid Location Map must be made of the Area/Unit based on the WBS with a suggested 3 M quadrant grid Elevations can be added for a 3 D element The Scheduler will program these coordinates into the scheduling software so limit congestion and overhead work GPS coordinates may be used in some facilities 42

43 Dynamic Scheduling Field Planner / Scheduler When all PJP data is entered into the scheduling software the Field Planner with work with the Scheduler to assign PJP priorities and Activities Codes required for Leveling Leveling Codes are used in conjunction with Phase Calendar, e.g., shutdown phase, blinding phase, open phase, inspection phase, closure phase Each Activity is assigned the appropriate Phase Calendar and Priority Example: a PRV (Pressure Relief Valve) will be removed during blinding and opening, then overhauled, then installed during closure and de-blind. This allows the scheduling software to automatically place the Activities in the correct phase so the PRV does not show up as ready to install on Day 6, after a 72 hour overhaul The Field Planner will assist the Scheduler with field updates The Schedule will produce a shift report, with 1 shift look-ahead 43

44 Benefits of PJP Development and Field Planners KPI s (Key Performance Indicators) The 3 most important KPI s are: Safety, Quality and Worker Wrench-time Cost and Scheduler are secondary; dependent on the above 3 KPI s By planning, in detail, and dynamically scheduling, and by using the Work List / Work Package Management Tool there is a significant improvement in safety, quality and efficiency Not having access to documents, procedures, correct tools, or by having congestion and overhead work commencing at the same time (risk) you can lose valuable time and increase cost exponentially With Field Planning Tags, and by using Field Planners to assist with supervising field execution you gain valuable support, since no one knows the PJP better than the person who assembled it Do not use Planner/Scheduler combinations, it is not a Best-Practice 44

45 Benefits of PJP Development and Field Planners Post After execution of the PJP the Field Planners should remain behind to update the PJP before filing away under lock-and-key for the next outage PJP s do not have to wait to be assembled; you can create a library of PJP s for each asset/equipment and for each type of job, i.e., Overhaul, R&R, Inspection, etc. Create a new Work List for the next outage immediately following the last outage 45

46 Planning Plan of Activities Logical sequence of Activities required to achieve the Work Order Task 46

47 Planning Using Steps Setting default Project Calculating codes to use Steps feature 47

48 Planning Using Steps Setting default % Complete Type to Physical 48

49 Planning Using Steps Creating Steps 49

50 Planning Using Steps Updating % Complete 50

51 Planning Defining Resources There is only 1 Resource Table (pool) Use only common Resource Codes for Direct Resources, e.g., Pipefitter, Electrician, etc. Do not create duplicate Resources, i.e., for each Contractor Set Resource limits by specialized Resources, e.g., Inspectors, Operators, Bundle-pullers, Cranes, SS Welders, etc. 51

52 Programming Creating Phase Calendars Use Phase Calendars to establish Process Availability limits, e.g., Shutdown, Open, Inspect, Repair, Close, Start-up, etc. Use a Template to create Phase Calendars (TIP: place a period [.] in front of the description of your Phase Calendar to keep them at the top of the list). Use Global to create the.template Calendar All other Phase Calendars will be Project specific 52

53 Programming Creating Phase Calendars Establish Project Phase Calendars for Process Availability. 53

54 Programming Creating Phase Calendars Set the Process Availability (days/hours) on the.template Calendar to nonworking for a period of 1-year. 54

55 Programming Creating Phase Calendars Set the Process Availability (days/hours) on the.open Phase 2x7x10 using Detailed work hours/day 55

56 Programming Creating Activity Codes Using Activity Codes to Filter, Group, Sort, Level and Analyze (what-if) Example: Grid/Risk 56

57 Programming Creating Activity Codes Using Activity Codes to Filter, Group, Sort, Level and Analyze (what-if) 57

58 Key Performance Indicators Establish Key Performance Indicators and Targets for Execution Phase Safety Zero incidents > 500 points Quality Zero rework Zero leaks Efficiency 55% Worker Wrench-time Key Performance Indicators Key Performance Targets Phase Budget / Workscope Based on Risk/Cost Benefit Strategic Planning Duration Based on Shutdown/Start-up and Longest-path Planning and Scheduling Safety / Environment Zero Incidents Execution Quality Zero rework, zero leaks Execution Direct Wrench-time 55% Execution 58

59 Productivity Factors Determine Non-Productive Time (55%) Meetings Permitting JSA Breaks/Lunch Clean-up Travel Geography Location Complexity Phase Contractor Shift Risk Height Motivation 59

60 The Execution Plan Defining the Execution Plan Project Controls / Operations / Maintenance / Inspection / Contractors Logistics Management Pre-Work Mobilization Front-loading Found Work Shifting Resources Priorities Process Availability Audits / Testing Pre-Work Shutdown Open Furnace Open Exch Open Vessels Projects Integration Inspect Repair Piping / Valves Electrical / Instrumentation Utilities / Flare Inspect Repair PSV s Inspect Repair Longest Path (Reactors) Close Furnace FMS Close Exch Close Vessels Start-up Post-Work 60

61 Dynamic Schedule Management (Leveling) Using the Leveling Feature in Primavera P6 to produce a Plan Using the Resource Profile View with Curtain showing Outage Phase 61

62 Performance Management Using Performance Reports Safety Quality Efficiency Found Work Critical Jobs 62

63 Performance Management Methodology Management System Dashboards 63