Advanced Work Packaging - Real Life Implementation

Advanced Work Packaging
Real Life Implementation
The information in this presentation is Confidential and Proprietary to Computers & Communication Technology (CCT). Reproduction or distribution is prohibited.

About The Speaker
• BE in mechanical engineer with over 17 years of experience in the
construction of mega oil and gas and power plants projects.
• Worked as a piping design engineer in the Engineering division of
CCC.
• Worked as a project controls manager (PCM) on projects in KSA,
UAE, Kazakhstan, Bahrain, Qatar, Equatorial Guinea and Oman.
• An expert in project controls and has extensive experience in the
implementation of lean construction and workface planning
• A subject matter expert in piping field engineering.
• Leader of the FIATECH’s PIF project, an initiative to expand ISO
15926 standard to cater for construction requirements.
• Currently working in CCT International on consulting assignments
to implement advanced project control systems.

About US
• CCT is the technology arm of Consolidated
Contractors Company (CCC) since 1998.
• Focused on Construction Management and
Optimization Solutions and Services.
• CCT resources are based in Athens, Beirut and
Dubai.
• With a growing install base outside of CCC, CCT
has a full enabled marketing team and partnership
network focused on selling customers throughout
the world.
• Recognized in Europe as a Leading CM Solutions
Provider by ENCORD 5Di

Recognitions
• CETI Award from Fiatech in 2010
“Optimization of Resources for Optimum
Construction Timing”
• Encord 5Di
“As the sole software company for fully-integrated
5D solutions for digital construction around the
globe”

It is only natural that EPC sub-optimize
their scope
Project Life Cycle
Unforeseen Cost
Car Tuning
Legacy 2D 3D WFP AWP Ultimate
Project
Owner
Project Management
Construction Management
Supply Chaing Management
Engineering
Construction
Operation
Project Over-All Cost

History
• Before 2004
– CPM, Lean
Construction, Last
planner, etc…
2004
2012
• 2004
– Workface planning
formalized Did not
Provide Promised
Improvements
• 2012
– Advanced Work
Packaging Introduced to
eliminate bottlenecks
from activities prior to
Installation.
Bottleneck
• Planning
• Design
• Engineering
(EWP)
(CWP)
• Construction
(FIWP)
• Hand over
• Operation
?
Source: COAA – CII May 16, 2012 Presentation by Glen Warren

History with Work-packaging - 1
• CCC 7 level WBS standard where:
– level 4 represent the CWP.
– Level 5 is normally managed in
scheduling application.
– Level 6 and 7 allows comprehensive
IWP management by simplifying
detail planning.
• Focus was on Drawing and
Material availability. This led to
shifting of the bottleneck to testing
and commissioning (90%
Syndrome).
Level 1
Fabricate Equipment Pipework
23.83%
Fabricate Pipework
56.2%
Fab Erec. P.Support
8.2%
Level 5
Level 6
Level 4
Level 3
Level 2
Payment Evaluation
Weekly Schedule Update
Master Planning
Senior Management Reports
Level 7
Cut
20%
Assemble/Tack
45%
Shop Weld
35%
Fabricate
60%
Install
40%
Fabricate Rack Pipework
7.64%
Pipe Fabrication
23%
Pipe Installation
26%
Equipment Erection
7%
Process Areas
44.7%
Offsites & Utilities
20.4%
Comm Building and Shelters
5.9%
Main Plant
86%
Area B
6%
Pipelines
8%
Project

• In 2008, CCC Implemented an
advanced workface planning method
on piping only in a project in
Kazakhstan.
• Achievements:
– 7.2% monthly progress achieved as
opposed to 6.1 CCC Max in similar
projects.
– Smooth Insulation subcontract activity.
– Piping System punch items were
decreased by 16%.

• In 2010, CCC improved the
process by adding all
disciplines starting by
underground packages with
the introduction of FEL in UAE:
• Achievements:
– started paving activity 3 months
ahead of schedule.
– Piping site welding achieved
30% improvement.
– 60% reduction in punch list
numbers.

• Previous implementation showed substantial
improvement in productivity with the
following drawbacks:
– Work prioritization.
– Balancing of work between resources.
– Bottleneck creation in downstream activities.
– Sub-optimization.

The “Because” when things go wrong
• Project Controls Version
– Implementation started late.
– Sub-Optimization of Piping
– Slow cultural change in
construction.
– Reasons beyond project
controls.
– Site felt threatened and did
not demobilize according to
new figures.
• Site Staff Version
– Budget is incorrect based on
old data.
– Harsh weather.
– Coordination issues with
other subcontractors.
– Unforeseen constraints
– Bottleneck moved to testing.
• Shared Views
– No Control over design.
– Lack of transparency from EP partner on material deliveries.
– Better coordination with EP and avoid starting an activity before all
its pre-requisites are ready.

Ongoing Implementation
• Project Status at the start of implementation.
• Challenges
• Mitigation
• Rooms for improvement
• Epilogue

The Project
• Oil and Gas Project in UAE
– C Value: Around USD 200 M
– Contruction Duration: 19 Months
– Main Areas:
• 24 Oil Wells
• 24 Water Wells
• 3 Injection Clusters
• Remote degassing Station
• Compressor Station
• Pipelines

Status at Mobilization
• Material Discrepancies
14X10 Miles
Areas
• Engineering Delays
• Scattered Areas
• Many Parallel Activities
• Infrastructure to access site locations is critical
issue.

Preliminary Actions
• Management Intervention
– The project nature represented an opportunity as well as high risk of
failure.
– AWP was identified as a critical process to mitigate the foreseen risks.
– CCT consultants were mobilized to kick start the implementation of
AWP using C3D solutions.
– Additional budget was secured from the corporate.
• Involved resources.
– Project construction manager
– Controls manager
– Field engineer(s) per discipline.
– Work-packaging engineer(s) per discipline.
– IT systems support engineers.

Advanced Work Packaging Challenges
– EWPs were defined by EP without C involvements
– CWPs definition proven to be difficult.
– CWP were extended to be multidiscipline (work-fronts)
to prevent sub-optimization.
– Defining IWPs with the current state of
Engineering is a challenge.
– Creating and managing the front end loading list.
– Managing The IWP priorities thru work orders.

Project WBS
Project
Phase
Precomissioning,
Construction,
Handover
Main Functions
Flowlines, WICs, EMPD, RDS9,
RDS10,BCDS, Transferlines, Oil
Wells, Water Wells
Areas
BB778,BB835,BB923...Oil Wells
Discipline
Civil, Concrete, Structure, Equipment, Piping, Electrical,
Instrumentation, Telecom, Painting

Identification of EWP’s
• Most engineering deliverables
are at level 3 of the WBS.
• Meaningful EWP’s need to be at
level 4 and 5.
• the plot was used as the basis of
demarcation.
• Extensive work by field
engineering team was carried
out to build list of deliverables by
meaningful EWPs.

Propagation Into CWP’s
• With many repeatable areas the
BOQ detailing was left at level 3
of the WBS.
• 3D Models used to detail the
BOQ when possible.
• Estimate Data complemented
the Detail providing resource
requirements per CWP.
• CWP requirements definition
depended largely on CM
experience.

IWP Creation - 1
• At Start
– Model Complete
• Has Piping and Equipment tags
• Structural, electrical and civil are not
tagged.
• Only pipe support foundation had tags.
• Piping have different datum than rest
of the model
– Construction Drawings Status
• Piping material code need mapping to
delivered material.
• Civil drawings lacked tagging.
• Electrical sables were tagged.
• Structural drawing had tags but were
late.

IWP Creation - 2
• Preparation Activities
– Civil drawings were tagged
manually and their tags were added
into 3D models.
– Electrical trenches and trays were
tagged with the corresponding
routing detail.
– Piping material was changed based
on material dictionary, Translated
and uploaded to 3D Models using
Solinas.
– Structural steel models were
grouped by bay and tagged
accordingly.
Civil Tagging In C3D
Piping Drawing from Solinas
Structural Tagging
by Bay With C3D

IWP Creation - 3
• Preparation Activities
– The site material system (Talisman) was
populated with all the tags and
maintained.
– Project schedule was expanded 2 more
levels to contain the tags and the
corresponding operations.
– Corresponding BOQs linked to Tags
– Budget cost codes linked to operation
level.
– Safety training status was linked to IWPs.
– All Coordination meeting actions were
linked to IWPs.
Last Level Template
in Talisman
BOQ attachment
with C3D Interactive
C3D OBS linked to
HR for safety record

IWP Creation - 4
• Scope Definition in C3D
– Tags in 3D models were
aggregated into IWPs using 2D
maps function in C3D.
– Non modeled tags were
aggregated by attaching them to
the IWPs.
– The IWPs were discipline
oriented.
IWP by C3D
Interactive volume
The full IWP layout
in C3D Planners

IWP Creation - 5
• Front End Loading Definition
– An FEL was defined with the following Templates.
• Header
• Scope
• Safety
• Quality
• EWP
• CWP
• Resources
• Coordination

IWP Implementation - 1
• FELs were added to the 3D site planning
Application (C3D Planner).
• Every IWP Template type was linked to its
relevant records in various control
applications.
– Scope to Talisman complemented with 3D.
– Safety to HRMS and VBC
– Quality to Atlas handover system.
– Machinery resources to fleet management
system
– Craftsmen actual working hours to Time
Sheet System.
– Material Resources to Talisman.
Actions
2D
Maps
3D
WBS
Time
Sheet
Machinery
Shop
Drawing
VBC

IWP Implementation - 2
• Management steps of IWPs.
1. Relations between various
IWPs created.
2. Build relations between
Tags and P6, IWPs required
start and finish dates were
established.
3. Build relations between
budget and tags – required
resources established/IWP.
4. Issuance and follow-up of
IWPs is carried using C3D
planner.

IWP Workflow
IWP Issued
P6 Dictate
Start and End
Time
Budget Defines
planned
Resources
FEL Ensure no
Constraints
System Gets
Updated
Work Is
Carried
• Such workflow normally
entails usage of many
software applications.
• It is extremely important
to have all of these
applications integrated.
• Having one application
taking care of all steps is a
key challenge.
• The next slide shows the
applications used to
execute this workflow

List of Applications Used by CCC
Activity Application Used
Civil Drawing Tagging and Logging Pencil and Talisman
3D Model Tagging All Discipline C3D Interactive
Piping Material Change, Translate, 3D Solinas
Structural Steel Grouping C3D Interactive
Project ERP Talisman
Project Schedule up to Activity Primavera P6
Project Schedule Tag and Operation C3D Planner
BOQ to Tag Attachment C3D Interactive
Budget to BOQ Attachment C3D Interactive
Safety Training Logging HRMS
Coordination MOM VBC
FEL Management and 3D Linking C3D Interactive
Quality and Handover System Atlas
Resource Management TimeSheet and Maximo

In a perfect world
• IF
– EWP were in line with Construction WBS
– No Material discrepancies existed
– Engineering Delays were shared with contractor.
• Then
– Many manual data entry and accompanied human
errors would be avoided.
– Contractor would have 3 to 6 months early
identification of bottlenecks
– Schedule would have been updated to mitigate
engineering delays.

Practical Approach to Create IWPs
• CCC relies on C3D system to achieve the following
objectives:
– Easy WBS re-organization.
– Reflect shop drawings information in 3D model.
– Rule Based Packaging.
– Establish integration with various applications (P6, VBC, Atlas,
Talisman, HRMS …).
– Fast addition of Site information and tags into the 3D model.
– Leverage C3D flexible creation of hierarchies to manage IWPs by
System/Sub-system rather than by WBS.
– View all workpackage information in one portal.
– Flexible detail planning and progress measurement for both
modeled and non modeled objects.

Key Challenges
• Having construction teams buy into the process.
• Convince management on the benefits of AWP
approach.
• Cultural changes to align controls and site points of
views.
• KPI mechanism to measure performance
improvements in numbers, how to show ROI?
• Secure Hybrid team formation:
– To accelerate the IWPs creation.
– To properly communicate the information to site.
– Initially mobilize a specialized team to expedite the
creation of IWPs.

Epilogue - 1
• There are practical challenges in building
IWPs.
– Information silos.
– Scope and requirements
– Data Gathering.
– Data Interoperability.
– Lack of easy tools and in most cases multiple tools
are required.

Epilogue - 2
• ROI needs more marketing (internal .
• More successful case studies highlighting real
improvements need to be shared globally .
• It is highly recommended that owners come
on board because:
– Project Cost is not only EPC.
– O and M is a big part of the cost.

Videos If Time Permits
• Plan
– Work Packaging
– Assignment of Work Order
– Available Piping work
– Steel Delivery Effect
– How steel was received and built.
– Spool fabrication Sequence effect on erection
• Hand Over and Quality
– Digital Pen Integration
– QC Progress Report
– Punch List tracking
– Raising Inspection Request

THANK YOU

Advanced Work Packaging - Real Life Implementation

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