© 2015, fiatech preconference panel session bridging gaps between front end project planning and...
TRANSCRIPT
© 2015, Fiatech
Preconference Panel Session
Bridging gaps between front end project
planning and execution
© 2015, Fiatech
Capital Project Expenditures (US Dollars)
2014 Revenue: $ 1.416 Trillion International (Outside the US): $ 544 B Domestic (Inside the US): $ 872 B Total: $ 1,416 B
2015 New Contractors Awarded: $1.800 Trillion International (Outside the US): $ 629 B Domestic (Inside the US): $ 1,171 B Total: $ 1,800 B
These figures are taken from the 2014 Top International Contractors ENR issue.
© 2015, Fiatech
Owners
Procurement
Quality & Compliance
Suppliers & Fabricators
Logistics
Project Planning
Operations & Maintenance
Construction
Standards & Regulations
Enabling Systems & Technologies
Handover & Commissioning
Analysis & Design
A World of Worlds
© 2015, Fiatech
© 2015, Fiatech
A C
hang
e in
Per
spec
tive
Sto
ry
© 2015, Fiatech
© 2015, Fiatech
© 2015, Fiatech
The takeaway is….“You can’t always get what You want… You can’t always get what You want… You can’t always get what You want… but…
If you try sometime… You might find… You get what you NEED ” Mick Jagger Process Improvement Engineer & Singer
© 2015, Fiatech
Discussion Flow
Challenge
Vision/Approach
Status
Owner Example & Discussion
Contact & More Information
Dis
cuss
ion
Flow
© 2015, Fiatech
Safe
ty M
omen
t
Safety Moment
© 2015, Fiatech
The
Chal
leng
e
Relative Life Cycle Costs
Reported by Fiatech Member on their facilities
Planning 0.1%Design 0.9%
Construction 8.7%
Transition 3.1%
Operations 87%
Other 13%
© 2015, Fiatech
Visi
on/A
ppro
ach
Vision/Approach
Topic Tiger Team (T3)
Fiatech Roadmap Elements
Industry Adoption
© 2015, Fiatech
VoO
Dis
cuss
ion
Out
reac
h80+ Owner Organizations Invited to VoO Discussions
3MAdmworldAera Energy LLCAir ProductsAirLiquideAnheueser-BushAramcoArevaArkemaAscendAxiallBPCaterpillarCelaneseChemturaChevronCitgoCompanyCompass MineralsConocoPhillipsCrossrail
DAK AmericasDevonDirect EnergyDivision of the State Architect CalfDowDuPontEastmanEvonik IndustriesExxonMobilFBDFlint Hills ResourcesFMCGEGoogle Inc.HalliburtonHessHolly FrontierHoneywellHuntsmanIneos
IntelInvistaKaiser PermanenteLockheed MartinLubrizolLyondellbaseIIMaine DOTMallinckrodMarriottMerckMonentiveMonsantoMosaiccoNASANetwork RailOxypasadenarefiningPetrobrasPhiladelpha Energy SolutionsPhillips66Pioneer Natural Resources
RECSiLICONReskaidiRockTennSABICSasolSecundaSekisuiSellafield LtdShellSouthernSuncorTargetTotal E&P Canada Ltd.TSOROTVAVAVALE SAZEONDow Chemical
© 2015, Fiatech
VoO
Dis
cuss
ion
Topi
cs
1) Kickoff Discussion Fiatech Scenario-Based Project Planning
2) Handover Asset Management Conversion & Integration Challenges
3) Southern Company Approach to Asset Life Cycle Information Management
4) DuPont Balancing Owner Deliverables with Contract Execution
5) Owner Stimulated Paradigm Shifts Needed to Realize Integrated Materials Management
6) Dow’s Plans for Improving Project Performance
7) Eastman’s Approach to Bridging Boundaries through Integrated Project Controls
8) Interactive Planning Practice, Bridging Gaps In Project Definition and Execution
9) Phillips 66, Fraudulent Materials Impacting Project Integrity
Previous VoO Discussion Topics
© 2015, Fiatech
T3 O
utpu
t Exa
mpl
e
Topic Tiger Team (T3) VoO Output Example
Purpose: Early and formal owner/EPC engagement to ensure project understanding and optimal performance
Supporting Research Uncovered: Planning in Construction: Longitudinal Study of Pre-Contract Planning Model Demonstrates Reduction in Project Cost and Schedule Growth*
Research Indication: “Analysis revealed that the pre-contract planning model reduced cost and schedule growth by as much as 54% and 70% percent, respectively…”
© 2015, Fiatech
VoO
Dis
cuss
ion
Topi
cs
1) Challenges and Strategies in Bridging Design Practices Between Owner and EPC
2) Challenges and Strategies in Cultivating Productivity Improvement
3) Shifting from Handover to Seamless Rollover
4) Integrated Requirement Compliance Monitoring Framework
5) Driving Consolidated Project Status Awareness
6) Use Case Methods to Identify and Organize Project Requirements
7) Achieving and Maintaining Complete Product Information
8) Mapping and Understanding Complex Materials Flows
9) Oil & Gas Challenges and Strategies
10) Commercial Building Industry Challenges and Strategies
11) Characterizing Surplus Construction Materials (follow up)
12) Interactive Planning Practice Guide (follow up)
Future VoO Discussion Topics TBD
© 2015, Fiatech
Thank You…
For More Information Please Contact: Reg Hunter Sr. Program Director Fiatech [email protected] Skype: hunter.reg
Cont
act &
Mor
e In
form
ation
Voice of the OwnerBridging Gaps Between Front
End Project Planning And Execution
© 2015, Fiatech
VoO
Dis
cuss
ion
Pane
lVoO Preconference Panel Discussion
Tedd Weitzman Project Manager - Performance Improvement Team Southern Company - Engineering & Construction Services
Deborah McNeil Project Productivity Program Manager The Dow Chemical Company
Scott Bell Executive Director, Facilities Planning and Design National Facilities Services Kaiser Permanente
Chris Schwander Project Manager – Engineering Systems & Interoperability Engineering Center of Excellence DuPont
PLN001-1FPLN001-1FAC
PLN001-1FAC-AAPLN0001-1FAC-AAAA
PLN01C-FA-TU-3001
Materials Management Solution
Hierarchy Management Solution
PLN001-1FPLN0001-1FAC
PLN001-1FAC-AAPLN0001-1FAC-AAAA
PLN01C-FA-TU-3001 Hierarchy Management Solution
Materials Management Solution
Documents
Documents
Documents
Documents
Engineering Data
Engineering Data
WBS
Vendor
Vendor
Manufacturer
Manufacturer
Turnover Code
Related Equipment
PLN001-1FA HIGH PRESSURE
PLN001-1FB INTERMEDIATE PRESSURE
PLN001-1FC LOW PRESSURE
PLN001-1FD TURBINE HYDRAULIC CONTROLS
PLN001-1FE TURBINE STEAM SEAL
PLN001-1FF TURBINE LUBE
PLN001-1FG FRONT STANDARD
PLN001-1FH TURBINE TURNING GEAR
PLN001-1FJ TURBINE STEAM VALVES
PLN001-1FK EXTRACTIONS
PLN001-1FPLN001-1F TURBINE SYSTEM
PLN001-1FA HIGH PRESSURE
PLN001-1FB INTERMEDIATE PRESSURE
PLN001-1FC LOW PRESSURE
PLN001-1FD TURBINE HYDRAULIC CONTROLS
PLN001-1FE TURBINE STEAM SEAL
PLN001-1FF TURBINE LUBE
PLN001-1FG FRONT STANDARD
PLN001-1FH TURBINE TURNING GEAR
PLN001-1FJ TURBINE STEAM VALVES
PLN001-1FK EXTRACTIONS
PLN001-1FPLN001-1F TURBINE SYSTEM
PLN001-1FAC TRAIN COMMON, STEAM TURBINE, HIGH PRESSURE
PLN001-1FAC-AA STEAM TURBINE; HP
PLN001-1FAC-AB HIGH PRESSURE
PLN001-1FA HIGH PRESSURE
PLN001-1FPLN001-1F TURBINE SYSTEM
PLN001-1FAC TRAIN COMMON, STEAM TURBINE, HIGH PRESSURE
PLN001-1FAC-AA STEAM TURBINE; HP
PLN001-1FAC-AB HIGH PRESSUREPLN001-1FAC-AAAA STEAM TURBINE (01C-FA-TU-3001) PLN01C-FA-TU-3001PLN001-1FAC-AAAB BEARING #1
PLN001-1FA HIGH PRESSURE
PLN001-1FPLN001-1F TURBINE SYSTEM
PLN001-1FAC TRAIN COMMON, STEAM TURBINE, HIGH PRESSURE
PLN001-1FAC-AA STEAM TURBINE; HP
PLN001-1FAC-AB HIGH PRESSURE
PLN001-1FAC-AAAA STEAM TURBINE (01C-FA-TU-3001) PLN01C-FA-TU-3001PLN001-1FAC-AAAB BEARING #1
PLN01C-FA-TU-3001
© 2015, Fiatech
VoO
Dis
cuss
ion
Pane
lVoO Preconference Panel Discussion
Tedd Weitzman Project Manager - Performance Improvement Team Southern Company - Engineering & Construction Services
Deborah McNeil Project Productivity Program Manager The Dow Chemical Company
Scott Bell Executive Director, Facilities Planning and Design National Facilities Services Kaiser Permanente
Chris Schwander Project Manager – Engineering Systems & Interoperability Engineering Center of Excellence DuPont