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© 2008 Eventure Events. All rights reserved.

Dynamic Scheduling

E.J. (Ted) Lister

Project Controls Specialist, CPM Solutions Ltd.



Dynamic Scheduling— A Team Approach toIncrease Worker Performance & Reduce theRisk 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







Mission Statement

• Plan, manage and control all aspects of theoutage project using a defined process to meetor 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 - BudgetBased on direct planned wrench-hours and indirectcost estimates

4b - Schedule DurationBased on the longest job or series of jobs with zerofloat





Work Breakdown Structure / ProcessAvailability / Phase / Dynamic Trio

Plant

Area Area

Unit Unit

SystemFlare

System

WBS

Vertical

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 MaintenanceProjects 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 riskand optimizes cost, duration and resources

Schedule to produce a plan that meets theengineering 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 basedon 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 aredependent on activities from other networks

– Developed in isolation by a Scheduler over a number of weeks to produce a level resource profile and aGantt Chart

– Very difficult to make changes to a plan that took 2months to develop




• Scheduling (continued)

– Often uses a 3 – 7 day look ahead

– Scheduler loses credibility by Field Forces due to thelack 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 thelack of programming information




• Programming

– Project Control Responsibility

– A Programmer (aka Scheduler) establishes theproject parameters as defined by the Dynamic Trioand inputs the data from the Field Planning Form

– Use Productivity Factors based on Key PerformanceTarget for Wrench-time and Contracting Strategies

– Use the software program to produce a plan bycalculating, not leveling

– Optimize the plan by calculating ‘What-if’ scenariosbased on Productivity Factors, Calendars, WBS,Resources, etc.




• Programming (continued)

– Resource Management

– Restricted Resources

– Resource Calendars set

to 24 Hours unlessresource is restricted toone 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





– Let the computer calculate the optimum plan basedon: cost, schedule duration, wrench-hours and float

– The Core Team will review all ‘What-if’ scenarios andchoose the plan that best meets their desire for:lowest cost, shortest duration, or least amount of resources (risk)





– After saving a Baseline of the Optimum Plan the firstShift Report by Area can be generated

– The Shift Report is generated with enough work tomatch the availability of resources (ProductivityFactors applied)

– The Shift Report is generated with a 12 hour lookahead… NO MORE…

– The Shift Report is printed on a different color paper

each day

– The Shift Report can be photo-copied by the DynamicTrio and distributed as they see fit



Receiving accurate and timely activity statusfrom the field

• Best Management Practices

– Each Area Execution Coordinator updates their AreaShift 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 OperationsCoordinator not being able to assist the Programmer with developing a new plan

– The process of updating status accurately and in atimely fashion is self-controlled by the Dynamic Triothemselves



Maintaining Control of Shift Reports


– Once the activities in the scheduling software havebeen updated with a real and projected status to theend of the shift the Programmer will file the ShiftReports and calculate a new plan for the next shift

– Only those Shift Reports that were distributed to theDynamic Trio (colored copies) will be used to updatethe 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 notavailable, permitting, etc.



Trending and Performance Analysis

• Performance S-Curves

History Focus on Work Ahead Current Day

S T A T U S

= % C

O M P L E T E o r M H R S

100%

Or Total

Planned

Wrench-

hours

Original

Wrench-

hour

Overrun

Original

Baseline

ScheduledWrench-hours

Schedule

Variance New

Scheduled

Wrench-hours

New schedule

affected by activities

not completed as per

plan plus added andextra work

Schedule

Slippage

Earned

Wrench-hours

Original Target New Target

TIME



The Dynamic Trio


– Prior to the beginning of the subsequent shift starting,the Dynamic Trio will get together with theProgrammer to review the activities planned for thenext shift

– Any programming changes will be made based oninput from the Area Operations and ExecutionCoordinators, i.e., equipment not ready, prioritychanges, etc.

– A new plan is calculated using the information toproduce a realistic Shift Report for the subsequentshift

– 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 ControlsGroup will analyze the status of the project anddetermine 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, equipmentand prepares workforce

• Area Safety Coordinator preps safety equipment, safetyresources, procedures, etc.



Change Management

• Implementation of Best-Practices

– Methods, Procedures and Techniques can only bepracticed if they’re established

– Implementation can only happen through training andcoaching

Measurable – therefore, improvable

Consistency – in an ever-changing human

resource and software

environmentCorporate

Owned – policies and

procedures



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