dynamic schedule management

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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


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


• 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


• 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– 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 (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


• Work Breakdown Structure– Process Availability

– Calendar Driven


• Planning Layout with Programming– Equipment Priority

– WBS

– Calendar

– Risk

– Grid

– Phase

– Work Type

– Permit

– Activity Type


• Optimizing the Plan– Cost

– Schedule

– Resources

– Float


• 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 (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

dynamic schedule management

Technology

team approach

resources schedule

outage project

steering committee core

performance analysis

job plans programming

mission statement plan

work order level resources