Turnaround Management for the Oil, Gas, and Process Industries : A Project Management Approach

The shutdown of a refinery is costly, but costs are minimized when a turnaround team performs effective plant turnaround procedures. The process industry is also coming under severe pressure to cut costs with construction of larger integrated units and increasingly stringent environmental policies, putting older operators out of business and making turnaround operations the only way to ensure the integrity and physical assets of the process plants survive and sustain the life of the investment. __Turnaround Management for the Oil, Gas, and Process Industries__ upgrades the plant manager’s project management skills to understand the importance of turnaround management in relation to the health of the whole business and be able to ensure the that the right framework, processes, and software are applied to ensure a high probability of success. The book is structured in a way so that it can be used progressively through the phases of development in preparation for a turnaround with each relevant section easily identified for quicker access. Specific to the process industry, especially oil and gas, petrochemical and power plants, this reference simplifies the entire lifecycle of a turnaround and provides specific examples of both successful and unsuccessful turnaround projects, making it more applicable than the many other generalized project management books. Identifying the most significant performance indicators and strategies to ensure that targets are met, __Turnaround Management for Oil, Gas, and Process Industries__ is the best tool for a plant manager to keep the plant safe, efficient and running successfully on effective decision making. * Aligns turnaround project management with ISO guidance and ANSI/PMI standards * Utilizes the best tools for long term planning, including instructional videos and training material * Gain practical knowledge through both good and bad turnaround management case studies along with real-world issues and challenges encountered Cover Turnaround Management for the Oil, Gas, and Process Industries: A Project Management Approach Copyright Dedication List of figures List of tables List of boxes Preface Why another book on turnarounds? Layout of the book References Acknowledgments Introduction 1 . Turnarounds and the success of the company 1.0 Outline 1.1 Definition of a turnaround 1.2 Strategic view: why effective turnaround management is critical 1.3 Why efficiently managed turnarounds are essential to the long-term sustainability of the physical assets3 1.3.1 The relationship between turnarounds and profit 1.3.2 Utilization and availability Utilization Refineries Gas plants Petrochemical plants Power plants Availability 1.3.3 Mechanical availability drilldown 1.4 Why it is essential to have asset integrity management systems covering all aspects (operation, inspection, and maintenance ... 1.4.1 Asset management system standards ISO 55000: 20148 ISO 55001 ISO 55002 Benefits of adopting the ISO 55000 suite of standards 1.4.2 Asset performance management and integrity 1.4.3 System maturity 1.5 Why sophisticated critical path modeling is indispensable for complex turnarounds 1.5.1 Critical path modeling 1.5.2 Advantages of CPM 1.6 Why it is necessary to follow a structured project management approach to managing turnarounds 1.6.1 Definition of a project 1.6.2 Standards ISO 21500 guidance on project management September 2012 A guide to Project Management Body Of Knowledge (PMBOK) ANSI 99-001-2017 1.6.3 Other definitions Project management Project stakeholders Portfolio management Project management office Project management system 1.6.4 Project integration management 1.6.5 Operating cycles and turnaround phases Definitions Operating cyclea Full cycleb Turnaround/shutdown cyclec Front-end loading Freeze date Phases 1.7 When and why a turnaround project manager should be appointed 1.7.1 Project manager definition 1.7.2 Basic requirement 1.7.3 Alternative management approaches 1.7.4 Selection and training of a TPM 1.8 Key elements of a successful turnaround 1.9 Summary References Further reading Section A: Strategic planning 2 . Strategic long-range business plan 2.0 Outline 2.1 Basic requirements for optimization of the turnaround 2.1.1 Critical elements 2.1.2 Establishing the framework Organizational process assets a Processes and procedures b Corporate knowledge base/historical information 2.1.3 Clear alignment of turnaround statement of commitment with the corporate vision and mission Line of sight All turnarounds Specific upcoming turnaround All turnarounds Specific upcoming turnaround 2.2 Various structures for turnaround management 2.2.1 Management and work activity alternatives 2.2.2 Transition from operations organizational structure to a project management structure Time of handover 2.2.3 Who will do the work? 2.3 Strategic planning and run length determination 2.4 Establishing the long-term rolling turnaround schedule for all turnarounds in the business unit/company 2.5 Turnaround critical success factors and key performance indicators 2.5.1 Critical success factors 2.5.2 Turnaround KPIs Categories Next turnaround Future turnarounds 2.6 Turnaround bench-marking 2.7 Summary References Further reading Section B: Turnaround project planning 3 . Phase 1 initiation: concept development 3.0 Outline 3.1 Integration 3.1.0 Introduction and relevant project management (PM) processes 3.1.1 The project charter 3.1.2 Turnaround philosophy/statement of commitment 3.1.3 Project management plan 3.2 Scope 3.2.0 Introduction and relevant PM processes 3.2.1 Scope development 1 Priority 1: legal and insurance requirements Priority 2: corporate policy requirements Priority 3: reliable run length—100% operating factor with no unplanned shutdowns Priority 4: increased profit opportunities 3.2.2 Turnaround work order listing process 3.3 Schedule 3.3.0 Introduction and relevant PM processes 3.3.1 Milestone schedule 3.3.2 Preliminary duration determination 3.4 Cost 3.4.0 Introduction and relevant PM processes 3.4.1 Cost management planning 3.4.2 Cost of a turnaround 3.4.3 Cost estimates and budget Escalation Order of magnitude estimate process 3.5 Quality 3.5.0 Introduction and relevant PM processes 3.5.1 Quality management planning 3.5.2 ISO 9000: 2015 3.5.3 Materials quality management 3.6 Resources 3.6.0 Introduction and relevant PM processes 3.6.1 Project management appointments 3.6.2 Human resource planning 3.6.3 Core team job functions Turnaround project manager (TPM)—team leader Planning engineer Operations representative Inspector Design engineer Maintenance engineer Materials specialist Process engineer Health, safety, and environmental (HSE) coordinator Logistics coordinator (initially part time and later full time) 3.6.4 Work scope review team responsibilities 3.6.5 Key attributes of a scope review team and core team member 3.6.6 Staff competence and motivation 3.6.7 Trade resource planning 3.6.8 Booking of specialist services and equipment Services Equipment 3.7 Communication 3.7.0 Introduction and relevant PM processes 3.7.1 Communication framework 3.7.2 Problem solving 3.7.3 Meeting management: training example2 3.8 Risk (including HSE issues) 3.8.0 Introduction and relevant PM processes 3.8.1 Risk overview 3.8.2 ISO 31000 risk management3 3.8.3 Turnaround risk profile 3.8.4 Management risks to be mitigated from the onset Knowledge area 2: scope Unexpected technical problems generating extra work Uncovering work additional to the original plan Knowledge area 3: schedule Time lost due to disorganized plant shutdown Knowledge area 4: cost Poor cost control during the execution phase as a result of a flood of extra work Knowledge area 5: quality Bad workmanship Knowledge area 6: resources Control team losing direction or motivation Knowledge area 7: communication Industrial action/bad industrial relations Time lost due to disorganized plant start-up Knowledge area 8: risk HSE risks such as injuries, damage to property, or pollution Knowledge area 9: procurement Client/contractor or contractor/contractor disputes Knowledge area 10: stakeholder Change of intent by management 3.8.5 Critical and near-critical activity risk assessment 3.8.6 Scope growth risk assessment 3.8.7 Procurement risks 3.8.8 Audits and reviews 3.9 Procurement 3.9.0 Introduction and relevant PM processes 3.9.1 Procurement planning overview 3.9.2 Materials management 3.9.3 Long-lead items 3.9.4 Procurement risk and performance 3.9.5 Contracting strategies Service contracts Materials purchasing contracts 3.9.6 Division of labor 3.9.7 Approaches to improve procurement performance Improved contracts system KPIs Scope definition Competence of contractors Prequalification Eliminate postbid price negotiations Contracting strategies 3.10 Stakeholder management 3.10.0 Introduction and relevant PM processes 3.10.1 Stakeholder identification and roles Definition: project stakeholders 3.10.2 Getting buy-in Decision executive Regulatory authority 3.10.3 Setting milestones 3.11 Summary: phase 1—turnaround conceptual development 3.11.1 Focus areas 3.11.2 Deliverables 3.11.3 Tools 3.11.4 Timing References 4 . Phase 2 Work development 4.0 Outline 4.1 Integration 4.1.0 Introduction and relevant project management (PM) processes 4.1.1 PM plan development 4.2 Scope 4.2.0 Introduction and relevant PM processes 4.2.1 Scope development 2 4.2.2 Review and assessment methods and tools 4.2.3 Planning electrical work for a turnaround9 4.2.4 Anticipating increased work when a vessel is opened 4.3 Schedule 4.3.0 Introduction and relevant PM processes 4.3.1 Scheduling Turnaround model Computerized maintenance management 4.3.2 Activity definition process 4.3.3 Turnaround activity categorization Work request deconstruction 1 Major tasks Criteria Examples Checklist of requirements Network diagram 2 Minor tasks Examples Checklist Network diagram 3 Bulk work Examples Network diagram 4.3.4 Planning preparation for access 4.3.5 Innovative ideas for reduction in turnaround duration 1 FCCU riser internals 1a Inspection: abseiling 1b Refractory removal 2 Spading and de-spading of flanges 2a Flange spreading tool 2b Tag/spade swapping 3 Heat exchanger bundle extraction, cleaning, and hydro-testing 3a Heat exchanger bundle puller 3b Very high pressure cleaning equipment 3c Removal of complete exchanger 4 Cleaning of hard-to-remove deposits 4a Chemical cleaning 5 Modular replacement 5a Mechanical seals 5b Gas turbines 5c Tube bundles 5d Relief valves 6 Heavy lift alternatives 7 New radiography method: Saferad5 8 Flare inspection using a drone (UAV)6 9 Corrosion under insulation inspection using OpenVision7 4.4 Cost 4.4.0 Introduction and relevant PM processes 4.4.1 Cost development 4.5 Quality 4.5.0 Introduction and relevant PM processes 4.5.1 Quality development 4.5.2 Quality records 4.6 Resources 4.6.0 Introduction and relevant PM processes 4.6.1 Resource leveling 1 4.6.2 Early ordering activities Critical equipment, tools, and services Long-lead items 4.6.3 Planning for critical resources 4.7 Communication 4.7.0 Introduction and relevant PM processes 4.7.1 Logistics 4.7.2 Review meetings 4.7.3 Temporary power9 4.8 Risk management 4.8.0 Introduction and relevant PM processes 4.8.1 Purpose of risk management 4.8.2 Project risk definition 1 Identification 2 Analysis and evaluation (assessment) 3 Response/treatment 4 Documentation 4.8.3 Hazard management 4.8.4 Audit 4.9 Procurement 4.9.0 Introduction and relevant PM processes 4.9.1 Procurement planning 4.9.2 Constructability and alternative work methods Definition of constructability8 4.9.3 Long-delivery items 4.9.4 Materials contingency planning 4.10 Stakeholder management 4.10.0 Introduction and relevant PM processes 4.10.1 Decision executive 4.10.2 Other stakeholders 4.11 Summary: phase 2—turnaround work development 4.11.1 Focus areas 4.11.2 Deliverable 4.11.3 Tools 4.11.4 Timing References 5 . Phase 3 Detailed planning 5.0 Outline 5.1 Integration 5.1.0 Introduction and relevant project management (PM) processes 5.1.1 Critical path model integration 5.1.2 Inclusion of capital projects in a turnaround 5.2 Scope 5.2.0 Introduction and relevant PM processes 5.2.1 Creating the work breakdown structure 5.2.2 Finalizing the work list (validating the scope) 5.3 Schedule 5.3.0 Introduction and relevant PM processes 5.3.1 Turnaround model Critical path method Resource leveling Activity prioritization 5.3.2 Contingencies Schedule contingency 5.3.3 Schedule optimization 5.3.4 Detailed planning of major maintenance projects 5.3.5 Freeze date and baselining 5.4 Cost 5.4.0 Introduction and relevant PM processes 5.4.1 Cost estimating 5.4.2 The cost model 5.4.3 Cost contingency 5.5 Quality 5.5.0 Introduction and relevant PM processes 5.5.1 Quality control 5.6 Resources 5.6.0 Introduction and relevant PM processes 5.6.1 Development of the organization breakdown structure 5.6.2 Detailed planning team 5.6.3 Resource leveling 2 5.6.4 Equipment and tools 5.6.5 Productivity 5.7 Communication 5.7.0 Introduction and relevant PM processes 5.7.1 Key procedures 5.7.2 Flawless turnaround awareness program 5.7.3 The plot plan 5.7.4 Meetings 5.7.5 Sponsor communication 5.8 Risk (including HSE issues) 5.8.0 Introduction and relevant PM processes 5.8.1 Work list contingency review 5.8.2 Risk register 5.8.3 Audits and reviews Front-end loading (FEL) Area A: scope definition Area B: execution strategy Area C: planning status Readiness reviews 5.8.4 Incident management Definition 5.9 Procurement 5.9.0 Introduction and relevant PM processes 5.9.1 Contract management 5.9.2 Contractor resource requirements 5.9.3 Model tendering (bidding) process 5.9.4 Award of contracts and placing of orders 5.9.5 Delivery of major equipment to site 5.10 Managing stakeholders 5.10.0 Introduction and relevant PM processes 5.10.1 Final turnaround proposal 5.11 Summary: phase 3—turnaround detailed planning 5.11.1 Focus areas 5.11.2 Deliverables 5.11.3 Tools 5.11.4 Timing References Further reading Section C: Turnaround project execution 6 . Phase 4: Pre-turnaround execution 6.0 Outline 6.1 Integration 6.1.0 Introduction and relevant project management (PM) processes 6.1.1 Overall management of the pre-execution phase 6.2 Scope 6.2.0 Introduction and relevant PM processes 6.2.1 Required preliminary work 6.3 Schedule 6.3.0 Introduction and relevant PM processes 6.3.1 Pre-turnaround execution activities 6.3.2 Pre-turnaround work completion 6.4 Cost 6.4.0 Introduction and relevant PM processes 6.4.1 Testing the cost management systems 6.5 Quality 6.5.0 Introduction and relevant PM processes 6.5.1 Pre-turnaround quality activities 6.5.2 Resourcing for quality control 6.5.3 Receipt of materials on-site 6.6 Resources 6.6.0 Introduction and relevant PM processes 6.6.1 Team training 6.6.2 Team building 6.6.3 Equipment and tools 6.6.4 Receipt of major equipment on-site 6.6.5 Resourcing the safety team 6.7 Communication 6.7.0 Introduction and relevant PM processes 6.7.1 Mobilization 6.7.2 Final execution plan General viewing in the shutdown activity center Top management Area supervisors 6.7.3 HSE relationships 6.7.4 Briefings and notifications General briefings Notification of major work Health, safety, and environment awareness notification Public notification 6.8 Risk (including HSE issues) 6.8.0 Introduction and relevant PM processes 6.8.1 Safety, health, environment and quality control 6.8.2 Change control 6.8.3 Hazardous substances 6.8.4 Audit 6.9 Procurement 6.9.0 Introduction and relevant PM processes 6.9.1 Prefabrication 6.9.2 Contractor mobilization 6.10 Stakeholder management 6.10.0 Introduction and relevant PM processes 6.10.1 Final approval 6.10.2 Government and other regulatory authorities Health and safety Environment Power and water 6.11 Summary: phase 4—pre-execution work 6.11.1 Focus areas 6.11.2 Deliverables 6.11.3 Tools and processes 6.11.4 Timing References 7 . Phase 5 Turnaround execution 7.0 Outline 7.1 Integration 7.1.0 Introduction and relevant project management (PM) processes 7.1.1 Overview 7.1.2 Execution process 7.1.3 Performance measurement 7.1.4 Scope change control 7.2 Scope 7.2.0 Introduction and relevant PM processes 7.2.1 Additional and new work validation 7.2.2 Control of scope 7.2.3 Scope creep 7.3 Schedule 7.3.0 Introduction and relevant PM processes 7.3.1 Progress monitoring 7.3.2 Monitoring and control activities 7.3.3 Saving a copy of the critical path model 7.4 Cost 7.4.0 Introduction and relevant PM processes 7.4.1 Cost control 7.4.2 Earned value method 7.5 Quality 7.5.0 Introduction and relevant PM processes 7.5.1 Quality control plan recommendations 7.5.2 Tracking quality 7.5.3 Hold points 7.5.4 Pressure testing 7.5.5 Joints 7.6 Resources 7.6.0 Introduction and relevant PM processes 7.6.1 Daily resource allocation 7.6.2 Productivity 7.6.3 Fatigue monitoring 7.7 Communication 7.7.0 Introduction and relevant PM processes 7.7.1 Reporting 7.7.2 Preparation for access 7.7.3 Daily supervisor responsibilities 7.7.4 Daily activities of the turnaround project manager 7.7.5 Daily work progress meetings 7.7.6 Conflict resolution4–6 Between client and contractor Between contractors Between supervisors Elevation 7.7.7 Flawless turnaround awareness program 7.7.8 Recording of interiors of vessels and key activities 7.8 Risk (including HSE issues) 7.8.0 Introduction and relevant PM processes 7.8.1 Health, safety, and environment oversight 7.8.2 Addressing known unknowns 7.8.3 Handover and start-up Joint integrity Pre start-up safety review 7.8.4 Commissioning and start-up of new plant and equipment 7.9 Procurement 7.9.0 Introduction and relevant PM processes 7.9.1 Contract management 7.10 Stakeholder management 7.10.0 Introduction and relevant PM processes 7.10.1 Progress reporting 7.10.2 Start-up coordination 7.11 Summary: phase 6—shutdown execution 7.11.1 Focus areas 7.11.2 Deliverables 7.11.3 Tools and processes References Section D: Turnaround project closure 8 . Phase 6 Post turnaround 8.0 Outline 8.1 Integration 8.1.0 Introduction and relevant project management (PM) processes 8.1.1 Overview 8.1.2 Detailed analysis of key performance indicators 8.1.3 Overall assessment of performance 8.2 Scope 8.2.0 Introduction 8.2.1 Statistics 8.2.2 Reallocation of outstanding work 8.3 Schedule 8.3.0 Introduction 8.3.1 Statistics 8.3.2 Schedule reports 8.4 Cost 8.4.0 Introduction 8.4.1 Cost reports 8.5 Quality 8.5.0 Introduction 8.5.1 Reports 8.5.2 The value of quality records 8.6 Resources 8.6.0 Introduction 8.6.1 Performance review 8.6.2 Unit cleanup 8.6.3 Demobilization 8.6.4 Return of high-value hired equipment 8.6.5 Disposal of excess materials and equipment 8.7 Communication 8.7.0 Introduction and relevant PM process 8.7.1 Demobilization process 8.7.2 Documentation 8.7.3 Lessons learned 8.7.4 Application of lessons learned 8.7.5 Turnaround report 8.7.6 Archiving documentation 8.8 Risk (including HSE issues) 8.8.0 Introduction 8.8.1 Post-turnaround audit 8.8.2 Risk records and transfer of remaining risks 8.9 Procurement 8.9.0 Introduction 8.9.1 Contractor and supplier evaluations 8.9.2 Completion of contractual documentation 8.10 Stakeholder management 8.10.0 Introduction and relevant PM processes 8.10.1 Final discussions and project closure 8.11 Summary: phase 6—post-turnaround 8.11.1 Focus areas 8.11.2 Deliverables 8.11.3 Tools and processes 8.11.4 Timing Reference Further reading Conclusion 9 . Getting to pacesetter 9.0 Introduction 9.1 Definitions of a pacesetter Definition: generic Definition: PTAI1 Definition: Solomon Associates2 9.2 Alternative approaches 9.3 Improvement process 1 Identify, analyze, and evaluate major gaps Specific turnaround General 2 Set performance targets 3 Agree on an improvement plan 4 Implement the plans 9.4 Benchmarking 1 Project management practices 2 Project management tools and processes (procedures) 3 Maintenance and inspection tools 9.5 Conclusion References Appendix A: Project management standards A0. Overview A1. Integration management A1.0 Introduction A1.1 Develop project charter A1.2 Develop project management plan A1.3 Direct and manage project work A1.4 Manage project knowledge Lessons learned process A1.5 Monitor and control project work A1.6 Perform integrated change control A1.7 Close project or phase A2. Scope management A2.0 Introduction A2.1 Plan scope management A2.2 Collect requirements A2.3 Define scope A2.4 Create work breakdown structure A2.5 Validate scope A2.6 Control scope A3. Schedule management A3.0 Introduction A3.1 Plan schedule management A3.2 Define activities A3.3 Sequence activities A3.4 Estimate activity duration A3.5 Develop schedule A3.6 Control schedule A4. Cost management A4.0 Introduction A4.1 Plan cost management A4.2 Estimate costs What is the cost estimating process? What is a schedule activity cost estimate? A4.3 Determine budget A4.4 Control costs What is cost control? Earned value management The basics Schedule variance (SV) Cost variance (CV) Forecasting Cumulative CPI Estimate to completion Estimate at completion A5. Quality management A5.0 Introduction A5.1 Plan quality management ISO PDCA (Plan Do Check Act) standards Other physical asset standards Integrity Inspection Maintenance A5.2 Manage quality A5.3 Control quality A6. Resource management A6.0 Introduction A6.1 Plan resource management A6.2 Estimate activity resources A6.3 Acquire resources A6.4 Develop team A6.5 Manage team A6.6 Control resources A7. Communication management A7.0 Introduction A7.1 Plan communications management What is communication planning? A7.2 Manage communications What is information distribution? Effective meetings A7.3 Monitor communications What is performance reporting? Work performance information Performance measurements Forecasted completion Quality control measurements Approved change requests Deliverables (PMBOK definition) Information presentation tools Performance information gathering and compilation Status review meetings Time reporting systems Cost reporting systems Performance reports Earned value analysis Forecast Requested changes Recommended corrective actions Organization process assets (updates) A8. Risk management A8.0 Introduction What is project risk? Known—unknowns Unknown—unknowns A8.1 Plan risk management What is risk management planning? Definitions of risk probability and impact A8.2 Identify risks What is risk identification? Audit A8.3 Perform qualitative risk analysis What is qualitative risk analysis? Probability/impact matrix A8.4 Perform quantitative risk analysis What is quantitative risk analysis? Event potential matrix A8.5 Plan risk responses What is risk response planning? Strategies for negative risks or threats Strategies for positive risks or opportunities Strategies for both threats and opportunities Contingent response strategy Risk register Residual risks Secondary risks Contingency reserves A8.6 Implement risk responses A8.7 Monitor risks What is risk monitoring? A9. Procurement management A9.0 Introduction A9.1 Plan procurement management Buyer-seller relationship What is procurement planning? A9.2 Conduct procurements Select sellers A9.3 Control procurements What is contract administration? A10. Stakeholder management A10.0 Introduction A10.1 Identify stakeholders A10.2 Plan stakeholder management A10.3 Manage stakeholder engagement A10.4 Monitor stakeholder engagement Issue log Further reading Appendix B: Physical asset performance management B0. Overview B1. Application of asset performance management Primary focus Key elements B2. Maintenance Primary focus Standards Maintenance principles Application of the primary maintenance principles: Areas of effective maintenance Equipment criticality analysis Planned maintenance intervals RCM and CBM processes Electrical Instrument Basic equipment care B3. Inspection Basis of risk based inspection Scope of RBI Advantage of RBI Codes Processes Remaining life calculations Nondestructive testing Destructive testing Corrosion management Output of RBI processes B4. Software Computerized maintenance management Master equipment list Riskbased inspection Asset performance management Focus areas Strategy management Strategy execution Strategy evaluation Benefits of applying asset performance management software B5. Organization B6. Awards References Further reading Appendix C: Critical path method software C.0 Introduction C1. Theory of critical path method C1.1 Building a simple network diagram using the critical path method C1.1.1 Network diagrams C1.1.2 Identifying the critical path a Forward pass b Backward pass C1.1.3 Total float C1.2 Hammocks (open plan) C2. The computer model Key components of the model C3. Creating network activities What are activities? 1 Activity ID and description 2 Activity type (PrimaVera) Task dependent (default type in PrimaVera) Resource dependent Level of effort Start milestone Finish milestone 3 Duration 4 Dates and times 5 Calendar assignment 6 Duration and percent complete types 7 Work breakdown structure 8 Organization breakdown structure 9 Costs Cost reporting Planning costs Unit price Expenses Monitoring and controlling costs 10 Resource assignments 11 Constraints Benefits: Commonly used constraints Other constraints 12 Relationships Relationship types Relationships with lag 13 Activity codes Activity work packs C4. Resource scheduling and leveling What is resource scheduling? Resource scheduling methods 1 Time-limited resource scheduling 2 Resource-limited resource scheduling The results of resource scheduling calculations Resource scheduling rules Resource scheduling attributes for activities C5. Activity prioritization1 C6. Schedule optimization and risk assessment C7. Earned value C8. Model updates C9. Risk management C10. Reports C11. Critical path modeling benefits C12. Support software4–7 C13. Summary References Further reading Appendix D: New plant commissioning and start-up D0. Overview Objective Challenge D1. Phases Planning: activities Execution: sequence of events Precommissioning Mechanical completion Commissioning Flushing and dry out Dry run (mock operation) Initial start-up Product on spec D2. Knowledge areas 1 Integration Activities Management Operations Parallel preparation process 2 Scope 3 Schedule Planning levels Level 1: overall project schedule Level 2: overall operations schedule Level 3: mechanical completion and commissioning schedule Level 4: initial start-up schedule Planning tools Commissioning activities 4 Cost Start-up cost definition Start-up budget preparation 5 Quality Construction inspection Product Pressure-containing equipment and piping Instruments and controls Electrical Critical operating parameters 6 Resources Start-up team Resource levels Training Typical training programs Management and general Operations Maintenance Laboratory HSE Operator recruitment and training 7 Communication Documentation Construction completion and inspection Commissioning Start-up Procedure preparation2 Transfer of ownership 8 Risk/HSE Emergency planning Safety problem minimization Risk tools Prestart-up safety reviews Contingency planning P&ID walk-through Permit to work Potential risk issues and associated mitigation steps Typical start-up complications Mechanical equipment failures Faulty design Human errors Software problems Problem sources 1 Contract negotiations 2 Engineering contractor performance 3 Procurement specifications and pricing 4 Construction workmanship 5 Financial restraints 6 Planning deficiencies 7 Organizational weaknesses 8 Operating group performance Registers Incident-free operation 9 Procurement Commissioning spares Support personnel 10 Stakeholder Start-up management Required notifications Control room layout D3. Summary References Further reading Appendix E: Framework documents E0. Introduction E1. Turnaround management framework (the document applicable to all turnarounds) Introduction Pictorial view Strategic planning of turnarounds Vision Mission Key performance indicators and targets Benchmarking Internal audits Management review Continuous improvement Document management Alignment with ISO standards Organization and contracting philosophy Managing the corporate knowledge base E2. Turnaround manual (applied to a particular turnaround) Contents Reference Further reading Appendix F: Further reading Appendix G: Glossary of terms Appendix H: Consultants, online training and expert contractors . Consultants and trainers General: turnaround project management Asset integrity/management Software Online training . Expert contractors General Gas turbines Compressors Distillation columns and separators Temporary power Catalyst handling International North America Middle East Postweld heat treatment FCCU FCC turnarounds FCC slide valves FCC cyclones Heavy lifting Appendix I: Capability assessment . Maximum score 400 Total scoring results Appendix J: Author's comments Index A B C D E F G H I J K L M N O P Q R S T U V W Z Back Cover