Phase IV of turnaround management focuses on preparing for the final execution of the turnaround project. The key objectives are to complete pre-execution work, mobilize contractors and teams, and ensure necessary training and safety measures are in place. This phase takes inputs from previous planning and preparation phases. The expected outcomes are that all pre-execution work, training, mobilization, and safety preparations are completed so the turnaround can start efficiently and safely. Success is measured through completion rates, safety performance, and cost savings.

1. PHASE IV PRE-TURNAROUND
MANAGEMENT PLANNING FOR
SUCCESS

2. OBJECTIVE OF PHASE IV
• The objective of Phase IV is to prepare for the final execution of the turnaround by
completing pre-execution work, mobilizing contractors and teams, and ensuring that all
necessary training and safety measures are in place.
• This phase aims to minimize downtime and maximize efficiency during the turnaround by
ensuring that all necessary preparations have been made ahead of time.

3. STATE WHEN THIS PHASE BEGINS AND WHEN IT ENDS. HOW
LONG THIS PHASE SHOULD BE?
• it starts post-planning and concludes before the actual execution phase.
• Its duration varies based on project complexity, ranging from weeks to months. Emphasis lies on
pre-execution tasks, contractor mobilization, team preparation, and safety training for a smooth
shutdown commencement.
 What is the input to this phase?
• Phase IV takes inputs from the planning phase's detailed turnaround plan and updates from
the pre-execution phase. It includes the project budget, resource allocation plan, and risk
management plan. The goal is to ensure all necessary preparations are completed before the
shutdown starts.

4. WHAT IS THE EXPECTED OUTCOME OF THIS PHASE?
• The expected outcome ofPhase IV ensures all pre-execution work is completed, contractors and
teams are mobilized, necessary training and safety measures are in place, and the final
turnaround start date is agreed upon.
• The goal is to minimize downtime and maximize efficiency during the turnaround by ensuring that
all necessary preparations have been made ahead of time.
 What is the focus of phase IV?
Phase IV focuses on contractor mobilization, on-site prefabrication erection, team training, and
plant preparation for shutdown. Key areas of attention include team training and orientation,
mobilization, final turnaround execution plan, and pre-turnaround work. The ultimate objective is
to ensure thorough preparations before the actual shutdown starts.

5. WHAT STANDARDS SHOULD BE FOLLOWED TO DEVELOP THIS
PHASE?
• Encompassing project planning, scheduling, resource allocation, risk assessment, and safety
protocols.
• Adhere to relevant safety and environmental regulations set by governmental authorities to ensure
personnel safety and environmental protection.
• Implement company-specific standards and guidelines to ensure consistency, optimize workflow,
and promote a culture of safety and efficiency within the organization.

6. HOW DO WE MEASURE THE SUCCESS OF THIS PHASE?
SUGGEST THREE MEASURES BY WHICH TO MEASURE THE
SUCCESS OF THIS PHASE.
• Suggests several ways to measure the success of a turnaround project, including key performance
indicators (KPIs), targets, benchmarking, and internal audits.
• Completion Rate: This metric tracks the percentage of tasks completed within the scheduled and
budgeted timeframe for Phase IV. A high completion rate indicates efficient project management and
execution.
• Safety Performance: Safety is crucial in maintenance projects. Key Performance Indicators (KPIs) like
safety incidents, near-misses, and observations monitor safety performance during Phase IV.
• Cost Savings: Evaluating cost savings achieved in Phase IV helps measure the project's success. This
involves comparing actual costs to the budget or tracking specific cost-saving initiatives implemented.

7. WHAT ARE THE PRE-TURNAROUND ACTIVITIES?
• Installation of scaffolding for access
• Insulation removal prior to access
• Lay-down areas for new/replacement equipment ready for lifting into place
• Load-bearing plates over bridges, etc. for heavy vehicle access to areas of the turnaround
• Sand bag oily water sewers
• Preparation for isolation and cleaning
• Tagging isolation points and preparing gaskets and blinds for installation
• Temporary flushing lines, fittings, and equipment
• Tagging of valves to be replaced or repaired
• Lay/build bases for tower cranes and stands for new fluid catalytic cracking unit (FCCU) cyclones

8. WHAT ARE THE STANDARDS USED TO ESTIMATE THE COST
IN THIS PHASE?
• Historical data from past turnaround projects.
• Detailed engineering assessments based on scope and complexity.
• Current market rates for labor, equipment, materials, and services.
• Analysis of project scope and required resources.
• Contingency amount for unforeseen events or risks.
• Consideration of inflation rates and economic conditions.
• Evaluation of cost implications of new technologies or innovations.
• Obtaining vendor quotes for specific services or materials.

9. WHAT IS THE EARNED VALUE METHOD (EVM) AND HOW TO
USE IT FOR COST CONTROL?
• The Earned Value Method (EVM) is a systematic technique to manage project performance. It
compares the value of work performed (earned) with planned and actual costs.
 How it use it for cost control are given below.
• Define the planned value (PV) or budgeted cost of work scheduled (BCWS) for the project.
• Define the earned value (EV) or budgeted cost of work performed (BCWP) for the project.
• Define the actual cost (AC) or actual cost of work performed (ACWP) for the project.
• Calculate the cost variance (CV) by subtracting the actual cost (AC) from the earned value (EV).
• Calculate the schedule variance (SV) by subtracting the planned value (PV) from the earned value.

10. DESCRIBE IN DETAIL ALL THE QUALITY ACTIVITIES
IN THIS PHASE.
• Integration: Coordinate and align project elements for comon goals.
• Scope: Clearly define project boundaries and objectives.
• Schedule: Establish a timeline for timely completion.
• Cost: Manage financial resources efficiently.
• Quality: Ensure high-standard deliverables.
• Communication: Exchange information effectively with stakeholders.
• Risk: Identify and mitigate uncertainties and hazards.
• Procurement: Manage external goods and services.
• Stakeholder management: Engage and address interests of relevant parties.
• Resources: Identify, acquire, and utilize necessary resources.

11. WHAT ARE THE KEY RESOURCING ACTIVITIES IN PHASE IV?
• Plan resource management
• Estimate activity resources
• Acquire resources
• Develop team
• Manage team
• Control resources
 What is the prime communication and mobilization activities in this phase?
• Manage communications
• Monitor communications
• Mobilization

12. IN STAKEHOLDERS MANAGEMENT, IDENTIFY IMPORTANT ITEMS/ISSUES KEY
STAKEHOLDERS MUST BE MADE AWARE OF AT BY THE END OF THIS PHASE?
• Government health, safety, and environment authorities
• Suppliers of raw materials
• Customers
 Why change control is important and what type of risk it can cause?
• Change control ensures proper management of project changes, avoiding scope creep due to
inadequate documentation of productivity, scope growth, and additional work. A well-structured
critical path model helps identify problems.
• Productivity is low, i.e., planned work is taking longer than expected and/or
• Actual work for an activity is greater than planned and/or

13. WHY AN AUDIT AT THE END OF THIS PHASE IS VERY
IMPORTANT?
• The Phase 4 audit in Turnaround Management is essential to identify issues and improve project
readiness before execution. Conducted by an independent third party, it reviews key aspects like
project plan, organization, pre-execution work, training, and mobilization. This process minimizes
execution risks and enhances project success.
 List all the focus areas in this phase.
• Team training and orientation
• Mobilization
• Final turnaround execution plan
• Pre-turnaround work

14. WHAT ARE THE DELIVERABLE AT THE END OF
PHASE IV?
• Execution plan finalized (frozen) and published
• Organization chart published
• Pre-execution work completed
• Field mobilization started
• Audit report recommendations completed
• Training completed.