dynamic schedule management
DESCRIPTION
Learn to Program instead of Scheduling...TRANSCRIPT
© 2008 Eventure Events. All rights reserved.
Dynamic Scheduling
E.J. (Ted) ListerProject Controls Specialist, CPM Solutions Ltd.
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
Operations
Asset Management
Team
MaintenanceTechnical
Project Manager
• Operations• Maintenance• Safety• Environment• Inspection• Admin• Supply Chain• Engineering• Project Controls• Materials
Core TeamProject
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 pre-determined 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 Key Performance Targets
1 - Safety / Environment Zero (nothing hits the ground)
2 - Quality Zero rework, zero leaks
3 - Worker Performance 5.5 hours of direct wrench-time in a 10 hour shift
Key Performance Indicators
• Establish Key Performance Indicators– Established by the Steering Committee (Core Team)
– Supports the Mission Statement
4a - Budget Based on direct planned wrench-hours and indirect cost estimates
4b - Schedule Duration Based on the longest job or series of jobs with zero float
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
Area Area
Unit Unit
SystemFlare
System
WBSVertical
Phase Horizontal
Day 5 Day 12 (Process Availability)
DecontaminatePre Shutdown Blind Clean Open Inspect
Maintenance
Repair
Safety Valves
Dynamic Trios
• Area Execution Coordinators
• Area Operations Coordinators
• Area Safety Coordinators
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
Construction Projects
Duration driven Resource and commodity driven
Level work activities by Work Order Level resources by trade
Detailed planning by Work Order High level planning by WBS
Schedule to produce a plan that reduces risk and optimizes cost, duration and resources
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 tabular shift report every 12 hours Produce a Gantt Chart every week
Re-schedule every 12 hours during the Execution Phase to produce a new plan based on current conditions (Shift Report)
Re-schedule weekly to produce a new plan (Gantt Chart)
Manage work activities not human resources Manage human resources
Supervise human resources Supervise work activities
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 o’clock
– 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 didn’t 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
History Focus on Work Ahead
Current Day
ST
AT
US
= %
CO
MP
LE
TE
or
MH
RS
100%Or Total Planned Wrench-hours
OriginalWrench-hour
Overrun
OriginalBaselineScheduledWrench-hours
ScheduleVariance New
ScheduledWrench-hours
New schedule affected by activities not completed as per plan plus added and extra work
Schedule Slippage
EarnedWrench-hours
Original Target New Target
TIME
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 back-shift 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 they’re established
– Implementation can only happen through training and coaching
Measurable – therefore, improvable
Consistency – in an ever-changing human resource and software environment
Corporate Owned –
policies and procedures
© 2008 Eventure Events. All rights reserved.
E.J. (Ted) ListerProject Controls Specialist, CPM Solutions Ltd.