6. comm project mgmt

8/13/2019 6. Comm Project Mgmt

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Slide 1 Max Zornada (2010)

Project Managing Start Up and

Commissioning


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Planning and Project Management

Planning Principles

Work Breakdown Structures

The Critical Path Method of Project Planning andControl


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Planning Principles


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Planning for Commissioning Events

Worklist

Definition

Task/Job

Planning

Scheduling

Execute

and Control

Post Audit

& Review

Five key phases


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Worklist

Definition

Task/Job

Planning

Scheduling

Execute

and Control

Post Audit

& Review

Develop the overall work list

Specify all task requirements

Agree scope and specification

Obtain support information


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Worklist

Definition

Task/Job

Planning

Scheduling

Execute

and Control

Post Audit

& Review

Develop all job methods andprocedures

Organise support documents

Define materials and equipmentrequirements

Define resource requirements

Define other requirements


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Max Zornada (2010)

Unique

Identifier

Detail work

procedure

Feedback

information& Notes

Step

completed

check

Procedure M0352

Commissioning ProcedureO.K. Note

1Carry out flame failure test procedure. ( ) ( )

Ruston TB-6G2C-135 Item 4

2Repack auxilliary electric motor bearings ( ) ( )

3Check all pumps for noisy operation ( ) ( )

4 Inspect all couplings ( ) ( )

5Repack and overhaul as necessary ( ) ( )

6Check physical condition and carry out insulation test on ( ) ( )7 Ignition leads. ( ) ( )

Minimum 100 M Ohms on 500 V Megger

Replace as necessay.

8Change out ignition plugs ( ) ( )

9Check all solenoid valves for leakage and correct operation ( ) ( )

9.1Sol 1 : Igniter Gas ( ) ( )

9.2Sol 2: Starter engagement ( ) ( )

9.3Sol 31, 3B, 4A, 4B: Blow off valves ( ) ( )

9.4Sol 5: Main Fuel Gas ( ) ( )

9.5Sol 7: Pilot Slam Shut ( ) ( )

10Carry 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

11Carry 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.

13Carry out in-situ visual inspection of the main gera box internals ( ) ( )

(Ruston TB-6A3-1) for wear and contamination.

14Carry out a complete governor calibration ( ) ( )Ruston TB-6G3B-1C ( ) ( )

Ruston TB-6G3C-94 ( ) ( )

Notes:

Procedure continued on next page Page 1 or 7


8/57Slide 8

Max Zornada (2010)


Worklist

Definition

Task/Job

Planning

Scheduling

Execute

and Control

Post Audit

& Review

Develop all job networks and/or ganttcharts depending on level of planning;

Input plans into schedule;

Optimise the schedule; Produce final working schedule;

Produce control documentation.


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Max Zornada (2010)


Worklist

Definition

Task/Job

Planning

Scheduling

Execute

and Control

Post Audit

& Review

Monitor progress and performance;

Update the schedule on a regularupdate & report cycle;

Plan and integrate emergent work; Optimise the schedule;

Develop punchlists;


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Max Zornada (2010)


Worklist

Definition

Task/Job

Planning

Scheduling

Execute

and Control

Post Audit

& Review

Debrief to gain learning;

Review job methods and schedules;

Modify for future use and file;

Standardise repeatable jobs;

File data and documentation.


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Approaches to Estimating WorkRequirements

Best Guess and Experience

Historical information

Standards


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Best Guess & Experience

Where the planner has had previous commissioningexperience, they may be familiar with the type ofwork involved and draw on personal experience inorder to estimate the work;

Use of Experts:

Refer to an expert for the type of work underconsideration;

Usually other managers, engineers, supervisorsand operators previously involved incommissioning projects.


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Historical Data

Provides the amount of time estimated to accomplish thesame 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.


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Standards

Definition:-

A measure of comparison or acceptability used as abenchmark 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:


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Work Breakdown Structures


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What is a Work Breakdown Structure (WBS)

The Work Breakdown Structure provides a basis for dividinga project level scope into manageable, definable packages ofwork;

The WBS provides a mechanism for translating the project

(shutdown) objectives into a supporting hierarchy ofdeliverables to be provided by the project;

Is a planning tool that increases the probability that everymajor and minor activity will be identified;

Allows for the complete project to be described in terms ofthe sum of all its elements;

Allows for easier identification of logical work packages forwork allocation and control of work execution.


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Work Breakdown Structures Example

Petrochemical Plant CommissioiningPetrochem Plant

Gas Plant CSP LRP Utilities

Tower Compressors Reboiler A Coolers

Compressors Turbines Lube Oil System Valves


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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 andcoordination of outsourcing and subcontracting the whole

project or elements;

Determining at what level the project should be planned togive the best control, including definition of milestones,detailed plans and reporting/feedback timeframes.


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Work Breakdown as a mirror of the

General Ledger StructureProject 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


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Developing work packages, contracting,

planning and control issuesPetrochem Plant





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The Critical Path Method

Project Planning and Control


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Project Planning

Project planning techniques emerged during the1950s

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 BoozAllen Hamilton for the Polaris SubmarineProject.


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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.


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New mini-plant commissioning

Task

Description

Task

Code Analysis

Engineering

Resources

(No. of people)

Task Est

Duration

(Days)

Installation integrity check

Instrument check/calibrations

Pressure testing and cleaning

Loop checks

Link into central control room

Documentation compile/update

Preparation of sign-off certs.

Tie-in to existing plant header

Commissioning operating trails

A

B

C

D

E

F

G

H

I

J

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

1

1

1

1

1

1

1

1

1

1

8

4

4

2

3

10

5

2

6

10

Run up to operation conditions


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Doing the precedence analysis ...

For each task - identify its immediatepredecessor(s) - what tasks must finish before itcan start;

Need to assume unlimited resources available - I.e.no resource constraints;

Estimate resources and duration assuming the taskwill be done in the usual way;


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Precedence AnalysisChanging a Tyre

Stop the

car

Get tools

from boot

Loosen

wheel nutsSet up

JackJack up

car

I f you are on your own

Stop the

car

Get tools

from boot

Loosen

wheel nuts

Set up

Jack

Jack up

car

Assume unlimi ted resources

A B

C

D

E


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The Network Diagram

A

B

C

D

E

F

I

HG

J8

4 2

4

5

3

10

6

2

FinishStart 10

Activity Duration


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Approaches to CPM Networks

A

B

C

D

A

B

C

D

Precedence Method

Activity-on-NodeActivity-on-Arrow

Dummy

task


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The Critical Path

00 8

8

8

1212

12

14

14

8 13

17

17 27

17 23

1917

27 37 37

A

B

C

D

E

F

I

HG

J8

4 2

4

5

3

10

6

2

10Start Finish

8 1212 14

0 8 10 140

14 17 21 27

16 2125 27

27 37 37

17 27


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The Bar Chart Schedule (Gantt Chart)

A

B

C

D

E

F

G

H

I

J

Days

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 28 29 30 31 32 33 34 35 36 37 38 39 40


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Add the resources required by each taskper day ..

A

B

C

D

E

F

G

H

I

J

Days

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 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 1 1 1 1 1 1 1 1 1

1 1 1 1 1 1 1 1


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Calculate the resources required by theproject per day ..

A

B

C

D

E

F

G

H

I

J

Days

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 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 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 3 3 3 3 2 1 1 1 1 3 3 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1222


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Transfer to a Labour Histogram

0

0.5

1

1.5

2

2.5

3

3.5

Num

bero

fPeop

leReq

uire

d

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37

Days


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Assume resources initially allocated tothis project is 2 people .

Normal resourcing level in this group

0

0.5

1

1.5

2

2.5

3

3.5

Num

bero

fPeop

leReq

uire

d

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37

Days


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Revised Gantt Chart Schedule

A

B

C

D

E

F

G

H

I

J

Days

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 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 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 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1222


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Revised Labour Histogram

0

0.5

1

1.5

2

2.5

3

3.5

Num

bero

fPeop

leReq

uire

d

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37

Days


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Revised Labour Histogram

0

0.5

1

1.5

2

2.5

3

3.5

Num

bero

fPeop

leReq

uire

d

1 3 57 9

11 13 15 17 19 21 23 25 27 29 31 33 35 37

Days


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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.


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The Greenfield Plant Start UpCritical Path Planning Skills Practice Case Study


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The Greenfield Plant CommissioningCritical 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 thecommissioning 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 canbe considered as fully multi-and-cross skilled

and can do any of the tasks).


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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

A

C

D

E

F

G

H

J

K

L

B

I

The Greenfield Plant Commissioning S.O.W.

Code Activity Description

Immediate

Predecessor

Time

(Months)

None 3

None 1

None 6

A 2

B 3

A 3

D 9

E 11

D,E 1

A 4

F,G,H 2

G,H,I,J 1


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The Greenfield Plant CommissioningCritical Path Planning Skills Practice Case Study

Draw a critical path network for the start up usingthe 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.


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Short-Cut Approach to Planning


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Short Cut Approaches to Planning

Tasks

Project Start-upTeam training & briefingSet up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfaces

Trial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentationHandover of systemDebrief

2211111

111222

0.514.51112

10.50.540.50.5

Consultants Durn in Weeks

Project: Operational Reporting System ImplementationList project

tasks, estimate

durations andresources

required.

Use your own

judgement.


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Layout project tasks on planning proforma

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

Project Start-up

Team training & briefingSet up computer system

Define input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentation

Handover of systemDebrief

221

11111112

22

Task


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Time Phase the tasks according to logicalrelationships (dependencies & precendence)

Use your own judgement.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

Project Start-up

Team training & briefingSet up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reports

Business review meetingDevelop documentationHandover of systemDebrief

2

21111111

1222

Task


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Determine resources required for eachplanning unit (in our case - per week)

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

Project Start-up

Team training & briefing

Set up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentationHandover of systemDebrief

2211111111222

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

Task


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Draw resource histogramWeeks

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

Project Start-upTeam training & briefing

Define input requirements

Trial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meeting

Handover of systemDebrief

2211111111222

Tasks

Set up computer system

Source input requirements

Develop documentation

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


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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 toplot resource histogram;

If labour rates and other costs are known, multiplyout to calculate project budget and cashflow

schedule;Use graphing function to plot cashflow profile.


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Example:Project Gantt Chart & Resource Histogram on Excel

Schedule bars are drawn using thecell pattern function

Float drawn using the cell borders

function.


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Short Cut Approach to Project Control

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

Project Start-up

Team training & briefing

Set up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentationHandover of systemDebrief

2211111111222

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

Task


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Project Plan Updates and ReportingTricks of the Trade

For neat single page print-outs of large plans, cut andpaste from Excel to PowerPoint and resize the pastedobject 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 orusing a different pattern);

Changes to plan, growth in scope etc. can beaccommodated by inserting rows and columns;

Always keep a separate copy of the original plan forreference.


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Short-Cut Method Outcomes

Gantt Chart Schedule - Timing, Delivery Date

Resource Histogram - Resource Profile/DecisionOptions;

From Resource Histogram can derive Cost ControlGraph (if necessary)

Very quick to set up, to update as project

progresses and can easily be made to produce veryuser friendly reporting formats.


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Tie-in of Compressor Gas Cooler DBank

Code Task Description

Dependencies

(Depends on)

Duration

(Hours)

Crew

A CSP Compressor isolations Start 1 1F

B Remove bolts from old header Start 2 1F

C Remove old header A,B 1 2F

D Erect new pipe rack extensions C 3 1F

E Install new header D 1 1F

F Bolt up header to existing system E 1 1F

G Flush out new cooler E 1 1F

H Finish of pipe rack E 3 1F

I Bolt up new header to new cooler F,G 1 1F

J De isolate compressor I,H 1 1F


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Tie-in of Compressor Gas Cooler DBank

Exercise

1. Draw a Gantt chart schedule directly from theinformation given above, without drawing acritical path network first. Use your own

judgement in translating the information aboveinto a Gantt chart.

2. Use your Gantt chart to develop a labour histogramfor this job.

6. comm project mgmt

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