Learn how dynamic scheduling for industry shutdowns and turnarounds can help you achieve a safer, more reliable and cost-effective optimized process outage.

1. 1
Look Away from Look-Aheads
Two Key Elements of STOp Events
Key Performance Indicators
DSM (Dynamic Scheduling Methodology)
Planning, Estimating, Scheduling & Coordinating
Why Schedulers Underperform on STO Events
Programming vs. Scheduling
WBS (Work Breakdown Structure) & Phases
Productivity Factors (Programming vs. Scheduling)
Level I to Level V – Programming & Scheduling
Dayshift / Nightshift Schedulers’ Responsibilities
Strategy War Room aka The Bridge (Nightshift Scheduler)
Look-away from Look-aheads
Daily Shift Report
Measuring Performance
KPI (Key Performance Indicator) Dashboard
Dynamic Scheduling for STO – EJ (Ted) Lister

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Two Key Elements of STOp Events
Effective
• Work Scope
• Risk Management
• Strategic Planning
• Project Management
• Budget Control
• PSSR & Flawless Start-up
Efficient
• Planning & Scheduling
• Change Management
• Project Plan
• DSM (Dynamic Scheduling Methodology)
• DEM (Dynamic Execution Management)
• Project Controls
• Tool-time

3. 3
Key Performance Indicators
Budget / Workscope
• Based on RBSR (Risk-based Scope Review)
• Strategic Planning Phase
• Scope / Budget Freeze
Duration (Longest Path – Feed-in to Feed-out)
• Might be classified as Critical Path if made up of Critical Tasks
• Compliance dependent on Safety, Quality, Direct Wrench-time (Earnerd-value)
• Variance measured agains Level I Milestones
Safety / Environment
• Zero Incidents
Quality
• Zero rework, zero leaks
Direct Wrench-time
• 55% PF (Productivity Factor)

4. 4
DSM (Dynamic Scheduling Methodology)
Purpose
• Create an agile project plan capable of managing change in real-time (shift-by-shift)
• Establish a collaborative environment where the Execution Team and Project Controls Team can
work together to Drive the STO event
• Avoid chaos created when Schedulers use traditional project management methods of
scheduling and issue Look-aheads (look away from Look-aheads)
Key Components
• Contracting Strategy and Execution Strategy
• DSM (Dynamic Scheduling Methodology) and DEM (Dynamic Execution Management)
• Two-Scheduler concept: Dayshift vs. Nighshift
• Strategy War Room
• Daily Shift Reports and EvPM (Earned-value Peformance Management) Dashboards (KPIs)
Benefits
• High Earn % / Low Burn $ (ability to measure wrench-time and Indirect vs. Direct cost ratios)
• Increased safety and wrench-time efficiency (using PF – Productivity Factors)
• Reduced resources and congestion
• Ability to react quickly to changing conditions (create recovery plans each day)
• Ability to run ‘What-if’ scenarios prior to the Execution Phase

5. 5
Planning, Estimating, Scheduling & Coordination
Planning
• Right-brain logical thinking to produce Activities and Logic (Task Details)
• Must consider sequencing regarding Predesessor and Successor (Start/Finish Start/Start etc.)
Estimating
• Right-left-brain thinking to establish Activity Duration, Crew Size, Cost, Materials, Tools, etc.
• Uses norms, historical data, and experience
• Activities no less than one-hour and no more than one shift
• Direct wrench-time only (does not add indirect time or PF - a scheduling technique)
Scheduling
• Left-brain creative thinking to produce the most agile and dynamic, optimized project plan
• Lowest cost, shortest timeline, least amount of resources
• Uses DSM/DEM to Navigate and Drive the STO event (one day at a time)
• Not everything that is planned is scheduled, e.g., Safety Valves, Logistics, Indirect Support
Coordination
• We’re not landing on the moon, therefore, the Scheduler must be able to rely on Field
Execution Coordinators and Supervisors in the Field to coorinate workers and prioritize work
from the Daily Shift Report with Unit Operators, OEM/Vendors, Contractors, Logistics, etc.

6. 6
Why Schedulers Underperform on STO Events
Unrecognized as Key Player on Project Controls Team
Lack of experience navigating and driving a STO event
Attempting to use traditional project management techniques to
produce a nice-looking Gantt chart
Using Look-ahead Schedules
Lack of support by Planners (poor data)
Lack of understanding in PF (Productivity Factors)
Not supported (valued) – treated as administrative support
Can’t control their vehicle (P6 or MSP) software
Lack of buy-in by Pit Crew (Coordinators)
Poor, or late, field updates (% complete)
Failure to issue Daily Shift Reports
Failure to implement DSM with a two-Scheduler concept

7. 7
Programming vs. Scheduling
Programming
• Used to create Level IV and Level V Project Plans by allowing the computer to perform the
scheduling function based on coding:
• WBS
• WBS & Phase Calendars
• PF (Productivity Factors)
• Activity Codes (Work Types, Task Types, Risk, Grid, Permit, etc.)
• Resource profiles and limits
• Settings and defaults in Scheduling Software, e.g., Resource Leveling, Front-loading, etc.)
• Uses ‘What-if’ scenarios to allow the software to produce the most optimized Project Plan
• Lowest cost
• Shortest timeline
• Least amount of resources
• Allows for most of the Scheduling to be done during the Execution Phase (re-scheduling)
Scheduling
• Using constraints and relationships to create a rigid, static Schedule (aka Project Plan) on a
nice-looking Gantt chart
• Uses F9 feature in Primavera, for example, to refresh a Scheduler’s configuration
• Manual method of producing a Project Plan, most of which is done prior to the Execution
Phase

8. 8
WBS (Work Breakdown Structure) & Phases
Facility
Offsites Plant
Utilities FCC SRU
Steam Air
Turnaround
Shutdown
TurnaroundTurnaround
PitSTOp
Pre Shutdown Open Inspect & Repair Close Startup Post
Calendar /
PF
5x10x1
1.4 PF
7x12x2
2.0 PF
7x12x2
1.8 PF
6x10x2
1.4 PF
7x12x2
1.2 PF
7x12x2
1.0 PF
5x10x1
1.4 PF
Longest Path
7x12x2
1.4 PF
WBS – Vertical
Hierarchy – No
Time
Phase –
Horizontal
Timeline

9. 9
Productivity Factors (Programing vs. Scheduling)
PF is applied to Resources to make up for
non-productive time (safety meetings,
waiting for permits, lunch & breaks, walking,
windshield time, etc.)
PF is changed each phase as applicable
PF is customized by work type or contractors and used prior to the
Execution Phase to run ‘What-if’ scenerios to optimize the Project
Plan

10. 10
Level I to Level V – Programming & Scheduling

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Dayshift / Nightshift Schedulers’ Responsbilities
Project Controls
Dayshift
War Room (The Bridge)
Nightshift
Analyse data 
Create recovery plans 
• Field updates
• Update earned-value %
• War Room sessions
• Establish next shift
reports (24 hours)
• Batch print shift reportsIssue shift reports 
• Backup project files
• Field visit
Shift crossover 
KPI meeting 
Discovery work 
• Field visit
• Carry-over /
added work
confirmation
Recovery plan
analysis 
Shift crossover 
PILOT
NAVIGATOR

12. 12
Strategy War Room aka The Bridge (Nightshift Scheduler)
Purpose / Deliverable
• Strategic session to optimize next-day 24-hour shift report (dynamic scheduling & execution
management) – basically, to reset the clock with a new plan based on current conditions
• Create a collaborative environment to establish a joint-venture, agreed-upon Project Plan
Timing
• Nightshift 04h00 – 05h00
Attendance
• Nightshift Scheduler (facilitator)
• Execution Coordinators
• Unit Operators
• Logistics Coordinator
• Safety
Agenda
• Review current plan (status)
• Confirm / prioritise work
• Agree on resource utilization
• Establish logistics, permitting, cranes

13. 13
Look-away from Look-aheads
Look-ahead Schedules should only be used for reference and heads-up
for Logistics Team
Do not issue Look-aheads to Field Supervision or Coordinators
This nice-looking Gantt chart will be obsolete within hours, especially its
Level IV and Level V Activities, which are scheduled and controlled by
the Nightshift Scheduler and Strategy War Room Team
Look-aheads in the field result in wasted time, and in many cases,
confusion as to ‘what’ to work on
Look-aheads lead to ‘picking’ work that cannot always be performed
due to equipment availaiblity, permitting, congestion, etc.
Use a Daily Shift Report to Drive safety and efficiency one day at a
time, with DSM and DEM and the Strategy War Room methodology

14. 14
Daily Shift Report
Output from scheduling
software after Nightshift
Strategy War Room session
Issued at 06h00 each day in
preparation for Dayshift
mobilization
Batch printed by WBS and/or
Supervisors & Coordinators
Printed on different colored
paper each day for control
Updated and returned to
Nightshift Scheduler 03h00

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Measuring Performance
SPI (Schedule Performance Index)
Variance – measured by Original
Baseline
Pv (Planned-value)
Ev (Earned-value) % Complete
(does not use Baseline)
Av (Actual-value) $ Burned from
Timesheets
Pf (Performance factor) Tool-time
measured by Ev/Av against Pv (or
revised Pv)
Critical Tasks measured against consumption of Float

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KPI (Key Performance Indicator) Dashboard

17. 17
DSM & Primavera™ P6 Training for Schedulers
Specialized training is available (public and in-house)
to certify Schedulers in DSM using Primavera™ P6
(35% theory 50% hands-on 15% workshops)

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Thank you!
For FREE downloads visit: www.stonavigator.ca/downloads