1. Agenda Ej Lister – President & CEO – STOnavigator™ inc.
Managing Contractors, Logistics and Resources while reducing risk of congestion, and meeting all 3 KPI’s for the Execution Phase: Safety, Quality, Wrench-time
7 Keys to Successful Shutdowns Turnarounds & Outages
Reliability Asset Management Team (RAMT)
Key Performance Indicators (KPI’s)
Achieving Zero Incidents
Achieving Zero Re-work
Achieving 60% wrench-time
STO Stakeholder Strategies (Steering Committee)
STO Project Controls (Cost/Planning/Scheduling/Logistics/Execution)
Receiving accurate field updates
Using Shift-Reports and not Look-a-heads
Measuring Success
Ej Lister – President & CEO – STOnavigator™ inc.

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. The Reliability Asset Management Team
Production Operations
Technical/Engineering
Maintenance
Assigns the STO Project Manager
STO Project Controls Coordinator
STO Stakeholder Steering Committee
STO Planning/Scheduling/Logistics Manager
STO Planning/Scheduling/Logistics Team 3

4. Key Performance Indicators
Key Performance Indicators and Targets are established by the STO Stakeholder Steering Committee with the STO Project Manager’s support
Strategic Planning and Planning & Scheduling efforts must all focus on achieving the KPI Targets
If you focus on Safety, Quality and Wrench-time, you’ll have the lowest cost, shortest duration STO project

5. STO Stakeholder Strategies (Steering Committee)
Purpose
Establish Stakeholder Strategies to achieve KPI Targets
Establish Orientation/Communication Documents
Tools/Information
Stakeholder Strategy Document
Best-practices
Lessons-learned
Procedure
Schedule a Stakeholder Strategy Workshop
Complete the Strategy Document Template
Issue for review and approval
Schedule Tasks on the Milestone Schedule (as applicable)
Add items to the Action Items List (as applicable)
Add items to the SWOT Report (as required)
Orientation/communication
Add all applicable policies, procedures, guidelines and information to the Orientation Package
It does not good to create a Permit Strategy if you don’t inform Contractors where to receive a Permit… 5

6. STO Project Controls (Cost/Planning/Scheduling/Logistics/Execution/Dashboards)
War Room
Functional Team Representatives work together in a War Room setting
Data Management and Document Control
Communication Centre
Cost
Budget Control and Cost Management
Planning
Planned Job Package (PJP) Development
Scheduling
Dynamic Schedule Management (DSM)
Weekly Milestone Schedule
Daily Shift Reports
Logistics
Logistics Management
Execution
Contractor and Resource Management
Work Management
Dashboards
Performance Dashboards report in Real-Time 6

7. Dynamic Schedule Management (DSM)
Programming
Programming is a function of establishing codes and parameters for the Scheduling Software to Schedule (verb) to produce a Plan (noun)
Programming is done during the Strategic Planning Phase
Scheduling
Primarily done by the Scheduling Software, not by a Scheduler
Majority of Scheduling is done during the Execution Phase
Producing a Plan
The Scheduling Software generates a Plan based on Programming, Priority, Resource Availability, Time-constraints by Work Breakdown Structure and Activity Codes 7

8. Dynamic Schedule Management (DSM)
Activity Code Example
Risk
Grid 8

9. Shift Reports versus Look-a-head Schedules
The Shift Report is generated by WBS after a new plan has been scheduled by Project Controls using Dynamic Schedule Management
The Shift Report is printed on a different color paper each day
The Shift Report can be copied in black& white for distribution to Contractors, Vendors, Coordinators, etc.
Only the colored copy of the Shift Report is returned to the War Room for updating and progressing
Updates are done, and new Shift Reports are created, between the hours of 03h h00 each day
The Shift Report is generated with a 12-hour look-a-head – NO MORE
Using look-a-head schedules (bar charts) is a dangerous method, resulting in congestion, high risk, inefficiencies, etc. 9

10. Measuring Success
Data
Dashboards
Reports 10

11. Thank you for participating – Questions?
End of Session 5 Managing Contractors, Logistics and Resources while reducing risk of congestion, and meeting all 3 KPI’s for the Execution Phase (Safety, Quality, Wrench-time)
Thank you for participating – Questions? 11