In nearly every project, internal teams and parties will work towards an objective to satisfy their stakeholders and the project owner. This objective may be loosely defined by the project owner, but to accomplish the goals will require alignment of the internal teams’ objectives.
Change happens in projects, it is unavoidable. Changes on projects are often perceived as a negative, Scope Creep, Overruns, delays, poor performance, however, not all changes are negative. Read more on our site.
Join Feroz Ashraf and Michael Dubreuil for a two-part Webinar. Each 1hr session will be direct and to the point providing practical and validated examples on the Importance of Front-End Planning and Leveraging Industry Best Practices.
Click here to Register:
Globally, an increased focus on health, safety, environmental, and regulatory requirements is impacting project costs, all while the pressure to maintain project objectives to meet tighter budgets, schedules and quality requirements exists. It is becoming imperative to rigorously plan and define the projects well. The ability to do so is defining company and project teams success
Join us, as Senior PTAG practitioners walk you through practical step by step approaches and strategies covering the following topics:
Session One – 1:00 to 2:00 pm EDT, September 22nd:
Session Two – 1:00 to 2:00 pm EDT, September 29th (will build on our first session)
These sessions are part of PTAG’s ongoing webinar series on Best Practises in Project Management & Project Controls. PTAG works with sustaining and capital projects owners around the world and is passionate about ensuring the successful delivery of every project, especially in this ever growing complex and uncertain environment.
Advanced Work Packaging is the process of defining project scope into manageable work packages early in the project lifecycle to ensure efficient execution of the project.
Company – Iron Ore Client
Industry – Mining – and Pellet Preparation
Category – Shutdown Planning and Construction
Project Budget – $35 million
Goal – Improved Detailed Planning, Shutdown Preparation, Outage Management, and Construction Productivity while meeting all safety requirements.
Obstacles – Brown field site, Old plant, Machine Rebuild in a tight fifty-seven-day shutdown (with 3 rounds the clock shifts) with Commissioning going on simultaneously while constructions continues.
Solutions – Subject Matter Expert assigned, assessed, and developed a compliant PCO processes, procedures, and supporting software. Additional staff assigned for implementation, administration, and transition for long-term support.
Results – Project Completed on time and budget vs 30% cost over-run and 2 weeks of delay costing the company significant lost production. Safety was good with no lost time.
To complete the Machine Rebuild within budget and time with no safety incidents
Management of Change and Implementation of Best Practices and Lessons Learned to Achieve the goals of the project
Developed and Implemented streamed lined processes for Project Controls and Contracts Admin Program to minimize and correct for Outage delays on a shift by shift basis to eliminate Outage schedule delays and cost overruns
PTAG’s Advisory Team was engaged in May 2017 to provide a complete assessment of past Outage programs to determine gaps and the develop improvements to achieve more reliable and certain cost and schedule outcomes. The team developed an improved execution plan with real-time project controls to execute the project on budget and time with no lost time accidents.
The Team developed and implemented the PCO processes and procedure (see slide 6) and developed a detailed list of deliverables and milestones to monitor and track the progress and state of preparedness of the Project before the shutdown.
There were 3 critical areas (1) list of items that needed to be addressed as shown in slide # 3 under “ Goals” (2) overall work flow processes were developed including RACI charts to ensure that everyone was aligned (3) implement a Field Management system so that daily progress data could be compiled, reviewed and analyzed on real time basis, allowing for corrective and timely actions to be taken on a shift-by-shift basis as opposed to typical weekly project reviews.
Improved timely decision making using detailed Organization RACI charts communicating who is responsible for change management and scope management, amongst other project functions.
Improved site communication and overcame the requirement for full face masks and a work environment with high-ambient noise levels by providing 2 positive pressure shacks located on each floor where masks could be removed, and where issues could be easily and openly discussed
To improve Contractor performance and acceptance of new control processes and feed back loops – A “Great Save” program that identified weekly the “best safety behavior” was implemented with rewards to the contractor for the best save.
A real-time QA/QC application was implemented to ensure seamless transition from construction to pre-com to commissioning to operation on a system by system basis.
SMEs Delivered, Implemented, Administered and Monitored the Program
Project Controls (PCO) and Contract Admin(CA) team members Delivered and Implemented the Project based on the overall process as shown below:
PTAG TEAM of SMEs developed and implemented new streamlined Project Control and Contract Admin processes from May 2019 to completion of the Project Dec 2019 to improve contractor feedback, corrective action, decision making and scheduling. The Program was tailored to work within site constraints and training over 200 workers in a congested area at site.
“At the end of every shift we knew where we stood … and we could take timely and necessary corrective steps?”
Client Project Manager and Construction Coordinators
PTAG provides leading firms in the Power, Oil & Gas, Petrochemical, Mining, and Capital Infrastructure markets with qualified People, efficient Business Processes, and Information Management Systems that ensure consistently successful delivery and efficient operation of major capital projects.
Construction Delays are unplanned events that happen during both work planning and execution that result in a cost and/or schedule variance to the original project plan. Delays can impact your project cost and extend your project delivery schedule.
