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Flawless Project Delivery

Flawless Project Delivery is discipline that merges risk management, leading edge statistical analysis, advanced people management and leadership skills. These slides from a 30 minute lecture I deliver on the subject. Flawless improves outcomes in the billions. Not for the faint hearted in execution as it required courage and out the box leadership.

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Flawless Project Delivery

  1. 1. FLAWLESS PROJECT DELIVERY Ken Ede Apr 2016 © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  2. 2. FLAWLESS OPPORTUNITY Production Time Expectation Actual Getting the actual start-up profile to match expectations 0 10 20 30 40 50 60 Publicly Announced Stage Committed / completed stage A$bn +154% +301% +121% +250% +130% +39% Flawless Opportunity From IPA, typically: • 1 in 8 offshore projects is a “disaster” • Cost growth/schedule slip > 40% vs sanction • First year operability < 50% vs plan © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  3. 3. FLAWS MATTER Loss of Containment 50% Human Error 50% Fittings incorrectly installed 31% Procedures not followed 8% Equipment/ parts defects 21% Design specifications 15% CasestudyofincidentsincommissioningandHUCphaseover30years Incidents © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com Work direction 11%
  4. 4. “ FLAWLESS IT IS ABOUT YOU AND YOUR UNDERSTANDING OF RISK “ Do you know when you are making risk decisions? Do you know the error rate in not only your decisions but also the error rate in data that you use to make decisions? Are you qualified to make the risk decisions you are making? Who is your risk decision looking after? What is motivating your risk decision making? Are you engaging those that might be impacted in the risk decision? Energy RiskAttitude Walking dead WinnersSpectators Troublemakers Risk attitude in the right quadrant?  We allow flaws to occur and then establish processes to find and fix them We work in an industry that accepts flaws as part of normal business We often fix the symptom and not the flaw Flaws are often good for business © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  5. 5. Inthiscasestudymorethan231primarycauses FLAWDIAGNOSIS © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com Datafromcasestudyofmorethan3000lessonslearned Datafromcasestudyofmorethan3000lessonslearned
  6. 6. FLAWS BY PHASE Data from case study of more than 3000 lessons learned “Commissioning: when the frisky tom cats of innovative design, value engineering and supreme optimism meet the sharpened scalpel of reality” Select/Develop (BOD) Detail Design / Procure / Construct Commissioning /Start-Up Develop (FEED) ValueofeachFLAW Time 45% 10% 40% 5% FID It goes wrong from the get go because: • Overarching strategies to support the projects intent are not set up early enough • Commitments are made which lock the work into business as usual delivery • Accountability to get overarching project arrangements right is not clear and inaction leads to business as usual delivery • Decisions makers make decisions blind to data that was available • Insufficient ‘winners’ underpin the drive for flawless delivery and are overcome by the business as usual approach • Confused message on drivers by leadership undermines a flawless approach Wholly inappropriate contract strategy © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  7. 7. TIME FLAWS Manufacturing Delivery Kick Off Meeting IRC Transport Pick Up ROS Planned Manufacturing FAT Delivery Kick Off Meeting IRC ROS Transport Pick Up Training Vendor Competency Testing Surveillance Visit Surveillance Visit FAT Typically what is planned is a plan to fail. Lessons tell us manufacturing is often delayed and FAT late. Commitments on transport and ROS sees punch list items being exported to site Flawless builds in allowances for the known risks. Storage at vendor built in to allow for vendor delay and to fix punchl ist Investing in and more interactive with the supplier to set up final inspections to be fault free and successful ROS reflects risks of flaws in the entire life cycle Flawless Plan Flawless management of time flaws requires very early consideration to avoid locking the work into a business as usual approach. The trade off on the delay is that the outcome is more predictable and overall result better but requires supportive leadership and courage to implement. Often needs demonstrating through scenario planning. © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  8. 8. COMPETENCY FLAWS Its critical you know what you do NOT know Electrical Materials Vessels EEHA Coatings Structural Mechanical Piping Communications Controls Logic Instruments Human factors Piping Operations Vibration Safety IT Lifting The required skill set to execute flawless inspection does not reside in a single ‘universal solider’ © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  9. 9. Governing Budgeting MANAGEMENT Flaw Accountab ility Front End Effort QA/QCFlawless Flawless and Quality coexist and complement each other. Flawless is a front end loaded activity. Back End Flawless is not about detecting flaws, but promoting and ensuring good practices are in place to stop the occurrence of flaws. Integrity © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com
  10. 10. • Tightness • Cleanliness • Integrity • Operability • HSE • Prototypes • Complexity • Testing • Experience • Coinciding Events • Integration • Information RESPOND Score against each flaw category Determine the impact that flaws would have on you * These determined by systematic analysis of lessons learned within your business Determine total score Select flaws treatment weight based on the score Select the treatment based on the score at each step Score 80 – 120: Heavy Exposure Score 80 – 120: Medium Exposure Score 0 – 39: Light Exposure Step 1: Secure management commitment to Flaws management & identify project level performance objectives • Significant consideration by senior management • Features in the opportunity statement and specific resource assigned to maximise opportunities at the earliest opportunity • Selection of treatments available determined and recorded by the assigned Coordinator • Appoint, or secure support from, a specialist SME EXAMPLE • Extent and style of treatment is determined by the Project Manager • Strategy is clearly stated in the opportunity statement • Future resources allocated to address © 2016 Ken Ede LinkedIn https://au.linkedin.com/in/kenede Web: www.ignite1000.com

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    Aug. 11, 2019

Flawless Project Delivery is discipline that merges risk management, leading edge statistical analysis, advanced people management and leadership skills. These slides from a 30 minute lecture I deliver on the subject. Flawless improves outcomes in the billions. Not for the faint hearted in execution as it required courage and out the box leadership.

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