STO Navigator Canada Best-Practices Manual

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Angel Foster
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1 Page 1 / SCHEDULING METHODOLOGY PURPOSE The following best-practice guideline provides the STO Project Controls Team with a defined methodology for scheduling, to accurately identify the cost, timeline and resource requirements for their STO project Plan, and to establish a method of controlling the Execution Phase of the STO project with DMS (Dynamic Schedule Management) and CGS (Computer Generated Scheduling) to meet, or exceed the KPI Targets agreed upon by the STO Sponsor, STO Manager, STO Steering Committee and the STO Project Controls Team. This will provide Partners and Shareholders with the confidence that the Cost-Time-Resource-Triangle (CTRT) is optimized and controllable. te: Schedule is a verb, not a noun. The Plan, therefore, is the product of Scheduling. The phrase, Things never go according to Plan, is, for the most part correct, because we can only see the future in terms of Logic, as in, What do we do next?, not in terms of, When do we do it?. To be specific, we know that the bundle of an Exchanger cannot Logically be extracted from its Shell until the Exchanger Cover and Head have been removed. When we execute these Activities, however, is something we cannot predict; therefore, it s important to remember that Scheduling needs to be Dynamic, in order to re-calculate Plans that are realistic to the changing conditions. This principle theory forms the basis for the Scheduling Methodology. BEST PRACTICES A formalized Scheduling Methodology must be established and incorporated into the STO Management Process, supported by a Step-by-Step Phased process (see page 5) with Scheduling Software, Polices, Procedures and Checklists. Best-practice implementation requires formal training and on-going coaching to ensure consistent results. A formal QA/QC Plan Review Process, consisting of a checklist, must be incorporated into the Scheduling Methodology, with hold-points at the beginning and the end of each Phase. Dynamic Schedule Management (DSM) must be incorporated into the Scheduling Methodology, which includes Programming Parameters. Programming must be done by a designated person, allowing the computer software to do the majority of scheduling to produce a Plan. WBS (Work Breakdown Structure) must be created to reflect the hierarchy of the facility as per the following Elements: Level I Plant

2 Page 2 / GUIDELINE Level II Unit Level III System / Process Level IV Equipment Type / Discipline Level V Work Order Task (Short Description) Front-load the Plan by 10% - 15% to establish early access to equipment for Inspection and Repair, while maintaining sufficient resources should Extra Work and/or Added Work be identified during the Execution Phase. Use these Shift Schedules for best performance: 7 x 12 x 2 Longest Path Activities / Process Operators 7 x 10 x 2 Inspection Activities 7 x 13 x 2 Indirect Supervision 6 x 10 x 2 Mechanical / E/I Trades Offset Shifts to avoid congestion at the Permit Office, e.g., Maintenance 07h00, Capital Projects 08h00, and Confined-Space 07h30. Productivity Factors must be applied to each Resource, Contractor and Work Type to ensure the Plan is realistic. Do not develop a Plan in isolation. To establish a good Plan it s necessary for Stakeholders to be involved, e.g., Contractors, Inspection, Operations. Maximize Pre and Post Activities - move as much work outside the Execution Phase window as possible. Track all work by Work Types: rmal, Added, Extra, Ignored, Late and Cancelled. All work to be completed within the Execution window must be integrated into the Plan, i.e., Capital Projects, Operations Shutdown and Start-up Plan. There can only be one Plan. Establish the Execution Phase early (Longest-Path) to provide Management, Marketing and Stakeholders with an estimate of production outage duration and number of maintenance days available to schedule remaining work. Use Gantt Charts only for analysis; do not distribute to the Field for purposes of Execution. Print Shift Reports on a different color of paper each day (Sunday to Saturday) Overview Scheduling to establish a realistic Plan for the STO project Execution Phase is one of the least understood and utilized elements of STO management; and unfortunately, one of the most critical to its successful outcome. The primary reason for this is the failure to establish a Scheduling Methodology, and to implement its Best-Practices through training and coaching (Typical Project Management Scheduling Techniques are not sufficient for STO Projects). Given today s Technology, coupled with a Best-Practice Methodology, the ability to optimize a Plan, and to control the Execution Phase, with the least amount of resources at the lowest cost, has never been better.

3 Page 3 / 5 1 St Phase The objective of Phase 1 is to establish the project within the Project Management Software; to establish the WBS (Work Breakdown Structure); to establish each Phase of the STO project, and to create a Level III Plan to determine the Execution Phase duration. The Level III Plan is created using the Operation s Strategic Plans for Shutdown and Startup in conjunction with the Tasks which make up the Longest-path, based on 7 x 12 x 2 Shifting and Zero Float. During this Phase, the Programmer, a.k.a. Scheduler, will establish the Layouts, Calendars, Resources, Filters and Codes required for programming, and will begin entering the detailed Plans from each PJP (Planned Job Package) at each Level V WBS Element (Work Order Task) as logical Activities; each with estimated duration, crew, materials, information, equipment and tools. When 85% of this data is entered the Programmer will be ready to move on to Phase 2. 2 nd Phase The objective of Phase 2 is to Program, Schedule and Calculate an optimized Plan in preparation for the Pre/Execution/Post Phases of the STO project. During this Phase the Programmer will establish using a variety of What-if scenarios, in conjunction with Stakeholders input and Computer Software the most optimized Plan possible; Cost- Time-Resource-Triangle (CTRT). During this Phase, the Programmer, a.k.a. Scheduler, will create all Reports related to Execution and Earned-value Performance, in Tabular and Gantt format. Just prior to saving a Baseline to establish the Planned S-Curve Values a QA/QC review will be executed to ensure all possible scenarios have been considered (Risk Analysis) to ensure data integrity and Plan optimization. 3 rd Phase The objective of Phase 3 is to control, that is to say, to drive the Plan to meet the established KIP Targets in an ever-changing environment. The majority of scheduling is done during this Phase, which is done using the DSM (Dynamic Schedule Management) process supported by CGS (Computer Generated Scheduling) to produce a realist Plan for each Shift of the STO project. During this Phase the Project Controls Team will trend and forecast the Earned-Value Performance and make adjustments to Productivity Factors (PF) to control the outcome of the STO project.

4 Page 4 / 5 Step-by-Step 3 Phase Scheduling Methodology Phase One Strategic Planning Phase Step 1 Establish WBS and Phase Calendars in Scheduling Software / Project Step 2 Input Operations Shutdown / Start-up Logic Networks Step 3 Input WO Tasks (Level IV WBS) and Create Longest Path Network Step 4 Create Level III Schedule to Determine Feed-Out / Feed-In Step 5 Begin Programming and Entering PJP Plan Data and Assign Codes Phase Two Work Package Development Phase Step 6 Prioritize Tasks and Activities with Key Stakeholders by Equipment Type Step 7 Establish Productivity Factors and Assign Step 8 Apply Task Dependant Constraints to Related Equipment Step 9 Apply Mandatory Constraints to Activities as Required <10% Step 10 Use the Levelling Capability of the Software to Calculate a Plan Step 11 Establish What-if Scenarios using new Parameters Step 12 Establish Filters and Shift Schedule Report Criteria Step 13 Save Earned-Value Baseline and S-Curves by WBS Step 14 Print Shift Reports by Criteria for Distribution to Field Phase Three Execution Phase Step 15 Update Earned-Value Performance from Field Reports Step 16 Program / Input Cancelled, Added & Extra Work into the Project Step 17 Advance Data-Date to next Shift or next Day Step 18 Re-Calculate new Plan using Levelling (CGS) Step 19 Is Wrench-time Performance (PF) an Issue? Step 20 Adjust PF and Re-Calculate new Plan using CGS Step 21 Track PF Issues and Make Adjustments Step 22 Print Shift Schedules and Distribute SUPPORT DOCUMENTATION a Step-by-Step 3 Phase Scheduling Methodology

5 Page 5 / a Step-by-Step 3 Phase Scheduling Methodology Milestone Schedule Goals & Objectives Mission Statement / KPI s Organization Chart Roles & Responsibilities Checklist Initial Kick-Off Meeting PHASE ONE Execute Phase 1 of Schedule Execute Phase 2 of Development Schedule Worklist / Budget Cut-off Date Development 6 3 Months Days STRATEGIC PLANNING PHASE WORK PACKAGE DEVELOPMENT PHASE Execute Phase 3 of Schedule Development Day 1 Feed-Out? Duration Determined from Phase 1 Step 5 Review Schedule Compliance for Learned Opportunities Day? Feed-In Establish WBS and Phase Calendars in Scheduling Software / Project Input Operations Shutdown / Startup Plan Networks Input WO Tasks (Level IV WBS) and Create Longest Path Network Create Level III Schedule to Determine Feed- Out / Feed-In Begin Programming and Entering PJP Plan Data and Assign Codes Step 1 Step 2 Step 3 Step 4 Step 5 Prioritize Tasks and Activities with Key Stakeholders by Equipment Type Apply Task Dependant Constraints to Related Equipment Use the Levelling Capability of the Software to Calculate a Plan Establish Filters and Shift Schedule Report Criteria PHASE TWO Step 6 Step 8 Step 10 Step 12 Shift Report Criteria may be established from WBS, Organization Chart or Process Availability Table OK Establish Productivity Factors and Assign Apply Mandatory Constraints to Activities as Required <10% Establish What-if Scenarios using new Parameters Save Earned-Value Baseline and S-Curves by WBS Print Shift Reports by Criteria for Distribution to Field Step 7 Step 9 Step 11 Step 13 Step 14 EXECUTION PHASE Update Earned- Value Performance from Field Reports Advance Data-Date to next Shift or next Day Is Wrench-time Performance (PF) an Issue? PHASE THREE Step 15 Step 17 OK Step 19 Track PF Issues and Make Adjustments Step 21 CLOSURE PHASE Program / Input Cancelled, Added & Extra Work into the Project Re-Calculate new Plan using Levelling (CGS) Adjust PF and Re- Calculate new Plan using CGS Print Shift Reports & Distribute Step 16 Step 18 Step 20 Step 22

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

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