Dynamic Scheduling

E.J. (Ted) Lister

Project Controls Specialist, CPM Solutions Ltd.

2008 Eventure Events. All rights reserved.

Dynamic Scheduling A Team Approach to Increase Worker Performance & Reduce the Risk of Cost and Schedule Over-runs Best Management Practices Presentation themes:
Establishing Key Performance Indicators and Targets Using Benchmark Estimates for Job Plans Programming versus Scheduling (Dynamic Scheduling) Receiving accurate and timely activity status from the field Maintaining Control of Shift Reports Trending and Performance Analysis The Dynamic Trio

Organization
Asset Management Team

Technical

Operations

Maintenance

Project Manager

Core Team
Operations Maintenance Safety Environment Inspection Admin Supply Chain Engineering Project Controls Materials

Project Controls
Manager Area Field Planners Programmer / Scheduler Area Operations Coordinators Area Safety Coordinators Administration

Dynamic Trios
Area Execution Coordinators Area Operations Coordinators Area Safety Coordinators

Vision Statement Operate a safe and reliable process for a predetermined run duration at design rates
Established by the Asset Management Team (Leaders Team)
Supported by effectiveness of workscope optimization Supported by a Steering Committee (Core Team) made up of Stakeholder Department Leads Approved by Senior Management / Partners

Mission Statement Plan, manage and control all aspects of the outage project using a defined process to meet or exceed Key Performance Targets
Established by the Steering Committee (Core Team) Supported by efficiency of the Project Controls Group Approved by the Asset Management Team (Leaders Team) Must be measurable (accountability, responsibility and consequences)

Key Performance Indicators Establish Key Performance Indicators

Established by the Steering Committee (Core Team)

Supports the Mission Statement

Key Performance Indicators
1 - Safety / Environment 2 - Quality 3 - Worker Performance

Key Performance Targets

Zero (nothing hits the ground) Zero rework, zero leaks 5.5 hours of direct wrench-time in a 10 hour shift Based on direct planned wrench-hours and indirect cost estimates Based on the longest job or series of jobs with zero float

4a - Budget
4b - Schedule Duration

Using Benchmark Estimates for Job Plans Detailed planning best-practices

Assemble Planned Job Plans for all approved worklist items (workscope) Assign the planning and estimating to a Field Planner Do not plan or estimate friction time, i.e., travel, permitting, coffee breaks, safety meetings, etc. Use industry standard benchmark estimates Use a Field Planning Form that is consistent with the data required by the Programmer / Scheduler

Plan activity logic networks, resources, programming logic; estimate wrench-hours and activity durations
Use consistent data codes and structure

Work Breakdown Structure / Process Availability / Phase / Dynamic Trio

Plant WBS Vertical Area Area Dynamic Trios
Area Execution Coordinators Area Operations Coordinators Area Safety Coordinators

Unit

Unit

System

Flare System Day 5 Day 12 (Process Availability)

Maintenance Pre Shutdown Decontaminate Blind Clean Open Inspect Repair Phase Horizontal Safety Valves

Programming versus Scheduling (Dynamic Scheduling) Ingredients

Detailed plans (benchmark estimated activity networks) Scheduling software A Programmer / Scheduler

Productivity Factors
Input / Information from the Project Controls Group
Process availability Resource limits, i.e., cranes, inspectors, operators Equipment priority Risk

Programming versus Scheduling (Dynamic Scheduling)

Turnaround and Maintenance 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

Construction Projects
Resource and commodity driven Level resources by trade High level planning by WBS Schedule to produce a plan that meets the engineering and procurement process by contract and/or discipline; i.e., civil, structural, mechanical, electrical, etc. Produce a Gantt Chart every week Re-schedule weekly to produce a new plan (Gantt Chart) Manage human resources Supervise work activities

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

Programming versus Scheduling (Dynamic Scheduling) Scheduling

Project Management

Resource leveling
Milestone driven Activity constraints, i.e., mandatory start / finish

Task dependent, i.e., activities from one network are dependent on activities from other networks
Developed in isolation by a Scheduler over a number of weeks to produce a level resource profile and a Gantt Chart Very difficult to make changes to a plan that took 2 months to develop

Programming versus Scheduling (Dynamic Scheduling) Scheduling (continued)

Often uses a 3 7 day look ahead

Scheduler loses credibility by Field Forces due to the lack of project control
Updates from the Field Forces are difficult to obtain

Reacting to changing conditions is almost impossible due to the constraints in logic and dependencies
Scheduling software cannot calculate a new plan due to the constraints applied by the Scheduler, or the lack of programming information

Programming versus Scheduling (Dynamic Scheduling) Programming

Project Control Responsibility

A Programmer (aka Scheduler) establishes the project parameters as defined by the Dynamic Trio and inputs the data from the Field Planning Form
Use Productivity Factors based on Key Performance Target for Wrench-time and Contracting Strategies Use the software program to produce a plan by calculating, not leveling

Optimize the plan by calculating What-if scenarios based on Productivity Factors, Calendars, WBS, Resources, etc.

Programming versus Scheduling (Dynamic Scheduling) Programming (continued)

Resource Management

Restricted Resources
Resource Calendars set to 24 Hours unless resource is restricted to one shift Resources include:
People Materials Equipment / Tools Instructions

Programming versus Scheduling (Dynamic Scheduling) Work Breakdown Structure

Process Availability

Calendar Driven

Programming versus Scheduling (Dynamic Scheduling) Planning Layout with Programming

Equipment Priority

WBS
Calendar Risk

Grid
Phase Work Type

Permit
Activity Type

Programming versus Scheduling (Dynamic Scheduling) Optimizing the Plan

Cost

Schedule
Resources Float

Programming versus Scheduling (Dynamic Scheduling) Programming (continued)

Let the computer calculate the optimum plan based on: cost, schedule duration, wrench-hours and float The Core Team will review all What-if scenarios and choose the plan that best meets their desire for: lowest cost, shortest duration, or least amount of resources (risk)

Programming versus Scheduling (Dynamic Scheduling) Programming (continued)

After saving a Baseline of the Optimum Plan the first Shift Report by Area can be generated The Shift Report is generated with enough work to match the availability of resources (Productivity Factors applied)

The Shift Report is generated with a 12 hour look ahead NO MORE

The Shift Report is printed on a different color paper each day The Shift Report can be photo-copied by the Dynamic Trio and distributed as they see fit

Receiving accurate and timely activity status from the field Best Management Practices
Each Area Execution Coordinator updates their Area Shift Report with a 0% - 50% - 100% value Update Shift Reports are brought to the Programmer (dayshift / nightshift) between 3 4 oclock Failure to update the status of all activities by their assigned Area will result in the Operations Coordinator not being able to assist the Programmer with developing a new plan The process of updating status accurately and in a timely fashion is self-controlled by the Dynamic Trio themselves

Maintaining Control of Shift Reports Best Management Practices

Once the activities in the scheduling software have been updated with a real and projected status to the end of the shift the Programmer will file the Shift Reports and calculate a new plan for the next shift Only those Shift Reports that were distributed to the Dynamic Trio (colored copies) will be used to update the computer Reason codes will be used to identify any activities that didnt get started, or completed, as planned, i.e., weather, poor estimate, no materials, asset not available, permitting, etc.

Trending and Performance Analysis Performance S-Curves

100% Or Total Planned Wrenchhours Original Wrenchhour Overrun

STATUS = % COMPLETE or MHRS

Schedule Slippage Schedule Variance New Scheduled Wrench-hours

Original Baseline Scheduled Wrench-hours

Earned Wrench-hours

New schedule affected by activities not completed as per plan plus added and extra work

Current Day History TIME

Original Target Focus on Work Ahead

New Target

The Dynamic Trio Best Management Practices

Prior to the beginning of the subsequent shift starting, the Dynamic Trio will get together with the Programmer to review the activities planned for the next shift Any programming changes will be made based on input from the Area Operations and Execution Coordinators, i.e., equipment not ready, priority changes, etc. A new plan is calculated using the information to produce a realistic Shift Report for the subsequent shift Each Dynamic Trio group will interact with their backshift for one hour during shift change

The Dynamic Trio Best Management Practices (continued)

After the Shift Report is issued the Project Controls Group will analyze the status of the project and determine if any parameters require changing, i.e., Productivity Factors, Calendars, Workscope, Overtime, Resources, etc.

The Dynamic Trio will prepare for the next shift of Wench-pullers:
Area Operations Coordinator preps permits Area Execution Coordinator preps tool, materials, equipment and prepares workforce Area Safety Coordinator preps safety equipment, safety resources, procedures, etc.

Change Management Implementation of Best-Practices

Methods, Procedures and Techniques can only be practiced if theyre established Implementation can only happen through training and coaching
Consistency in an ever-changing human

Corporate Owned
policies and procedures

resource and software environment

Measurable therefore, improvable

E.J. (Ted) Lister

Project Controls Specialist, CPM Solutions Ltd. elister@cpmsolutions.ca

2008 Eventure Events. All rights reserved.