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Aligning Engineering & Procurement with Construction
COAA/CII RT 310 Research Team
Joe Hobbs (Facilitator)
COAA WFP Committee Member Manager of Engineering - CoSyn Technology (WorleyParsons)
Heather Myers Project Engineer – Air Products and Chemicals, Inc.
Andy Coombes Global Construction Manager – BP America, Inc.
Wendy Sukowatey Major Project Manager – American Transmission Company LLC
RULES OF ENGAGEMENT?
Participation is expected
You are not interrupting by asking a question at the right time
You may not agree with everything said – that’s o.k.
Electronic devices
Have fun!
WHY ARE WE HERE?
WorkFace Planning (WFP) is becoming institutionalized within our industry although there is more we can do
Aligning the WFP with the Front End activities is seen as critical to realizing better project success. This was introduced as Advanced Work Packaging
RT310 was formed to provide the deep dive to understand how we can maximize the tools we have to gain a significant advantage through alignment
Provide an update
We need your participation
WHAT TO EXPECT 1. Introduction to RT310 (10 min)
a. Essential Question
b. The Team
c. The Research Objectives
2. Your Input validating our research direction (15 min)
3. Research approach and the expected deliverables (15 min)
4. PEP survey (5 min)
5. Questions/Answers (20 min)
THE JOINT VENTURE
COAA and CII have joined forces again to streamline the flow of information from the front-end of a project through to execution.
THE ESSENTIAL QUESTION
The essential Question to be answered by the RT-310 Team: ‘Which specific owner and contractor practices would facilitate engineering and procurement alignment to support an optimized construction execution plan?’
TEAM SLIDE Andy Coombes, BP
Amy Ehlert, Williams
Tom Felton, McCarthy Building/MC Industrial
Roy Forsyth, Parsons
Mark Hattersley, Bentley Systems, Inc.
Joe Hobbs, CoSyn Technology - WorleyParsons
Vikrant Joshi, ConocoPhillips
Xiaopeng Liang, The University of Texas at Austin
Andy Loftis, S&B Engineers and Constructors, Ltd.
Heather Myers, Air Products & Chemicals, Inc.
William O’Brien, The University of Texas at Austin
Robert Parish, Eli Lilly and Company
John Raad, General Motors Company
Jim Rammell, Wood Group Mustang, Inc
Barry Ringrose, Suncor Energy, Inc.
Clint Rosenbaum, Lauren Engineers & Constructors, Inc.
Karen Schenkelberg, Bilfinger Industrial Services Inc.
Bruce Strupp, CH2M Hill
Wendy Sukowatey, American Transmission Company
Glen Warren, Construction Owners Association of Alberta
Jeffrey Wellen, URS Corporation
RESEARCH OBJECTIVES
Optimal Construction Execution Plan
Do contracts limit or impede alignment and coordination
Audit existing procedures
Investigate innovative approaches
Recommend metrics and assessments to help drive innovation and improvement to current practices
RESEARCH APPROACH
Four major activities: 1. Definition of alignment 2. Thrust 1 – Audit Common Practices 3. Thrust 2 – Innovative Approaches 4. Recommendations and metrics
DEFINITION OF ALIGNMENT
Definition of alignment
‘The condition where appropriate project participants are working within acceptable tolerances to develop and meet a uniformly defined and understood set of project objectives’
(IR113-3 ALIGNMENT DURING PRE-PROJECT PLANNING – A Key to Project Success)
Influencing factors of alignment: Culture Execution processes Information and prioritization Planning tools Barriers
TOOLS FOR ALIGNMENT
FRONT END
Conceptual Engineering
INPUTS
OUTPUTS
DETAILED
ENGINEERING
PROCUREMENT
CONSTRUCTION
S/U AND
COMMISSIONING
STAKEHOLDERS
EN
GA
GE
ME
NT
PHASE
AUDIENCE VALIDATION
WIFI: SCC-Public Lite WEB: pollev.com/coaa TEXT#: 37607 OLD SCHOOL: paper
PARTICIPATING IN THE POLL
PARTICIPATING IN THE POLL
37607 PollEv.com/coaa
PARTICIPATING IN THE POLL
Pollev.com/coaa
From any browser
744402
From a text message
37607
POLL RESULTS QUESTION RESPONSES AM PM
Who are you? 1 Owner 17 16
AM = 37 responses 2 Construction Contractor 10 7
PM = 35 responses 3 Engineer 7 5
4 Vendor / supply chain 2 3
5 Other 1 4 What is your primary role in the company? 1 Executive 7 5
AM = 41 responses 2 Construction Management 10 15
PM = 39 responses 3 Engineering 3 1
4 Project Management 6 8
5 Project Controls/Services 3 1
6 WorkFace Planner 0 0
7 Procurement 4 5
8 Other 8 4
POLL RESULTS
QUESTION RESPONSES AM PM
What is your main business? 1 Oil & Gas 34 32
AM = 39 responses 2 Mining and Metals 0 0
PM = 41 responses 3 Power 1 2
4 Government 1 0
5 Infrastructure 0 1
6 Commercial 0 1
7 Other 3 5 Do you have any procedures titled “team-building”, “alignment”, “chartering” (or similar)? (i.e., is the primary purpose of the procedure explicitly to create alignment among the project team?) AM = 39 responses 1 Yes 20 26
PM = 39 responses 2 No 19 13
POLL RESULTS QUESTION RESPONSES AM PM What do you see as the largest barrier to alignment between Engineering – Procurement (Supply chain) and Construction? 1 Owners ability to make a decision 10 8
AM = 38 responses 2 Procedures lacking 3 4
PM = 39 responses 3 Contracts (aligning of interests, relationships) 6 5
4 Information availability 8 9
5 Lack of understanding of what alignment is and how to measure/track it 11 13
What phase do you develop the path of construction? 1
Very Early during Conceptual Engineering – Front End Development 5 1
2 Early during Conceptual Engineering – Front End Development 21 10
AM = 40 responses PM = 38 responses 3
Later in Conceptual Engineering – Front End Development 5 16
4 Detailed Engineering 4 7
5 Procurement 1 0
6 Execution/construction 4 4
7 Start-up/commissioning 0 0
8 Don’t do it 0 0
POLL RESULTS
QUESTION RESPONSES AM PM
When do you involve vendors for long-lead items? 1 Very Early during Conceptual Engineering-Front End Development 3 4
AM = 39 responses 2
Early during Conceptual Engineering – Front End Development 13 13
PM = 36 responses 3
Later in Conceptual Engineering – Front End Development 13 13
4 Detailed Engineering 4 6
5 Procurement 4 0
6 Execution/construction 1 0
7 Start-up/commissioning 0 0
8 Don’t do it
1 0
POLL RESULTS
QUESTION RESPONSES AM PM
Owners only - When do you involve the execution contractor?
1
Very Early during Conceptual Engineering – Front End Development
0
1
2
Early during Conceptual Engineering – Front End Development 2 0
AM = 20 responses PM = 23 responses 3
Later in Conceptual Engineering – Front End Development
4 2
4 Detailed Engineering 8 11
5 Procurement 3 2
6 Execution/construction 3 7
7 Start-up/commissioning 0 0
8 Don’t do it 0 0
PARTICIPATING IN THE POLL
QUESTION RESPONSES AM PM Contractors only - When would you prefer to be involved in the project planning?
1 Very Early during Conceptual Engineering – Front End Development
9 1
AM = 22 responses 2
Early during Conceptual Engineering – Front End Development 6 6
PM = 12 responses 3
Later in Conceptual Engineering – Front End Development 4 3
4 Detailed Engineering 2 2
5 Procurement 0 0
6 Execution/construction 0 0
7 Start-up/commissioning 1 0
8 Don’t do it 0 0
How would you rate your typical project in terms of effective alignment and coordination of all stakeholders (including external) across the project lifecycle? 1 Poor 7 8
AM = 37 responses 2 Fair 11 9
PM = 42 responses 3 Adequate 6 9
4 Good 9 14
5 Very good 2 2
6 Excellent 2 0
COMMON PRACTICES
Thrust 1 - Auditing Common Practices “What common practices are impeding alignment and coordination today?” Review of common procedures, processes, and contracts
Check against leading practices recommended for execution
Gain data and insight about coordination across multiple stakeholders
Review of technology to support and enhance alignment
INITIAL FINDING WHAT PROCEDURES ARE MISSING 80 % surveyed to date do not have procedures:
• to organize and execute team building
65 % surveyed to date do not have procedures: • titled alignment or team building • to measure alignment among project teams • for defining project team or selecting a project team • for defining the path of construction/construction sequence early • inviting major suppliers in design review meetings
50 % surveyed to date do not have procedures:
• calling for development of project wide data integration management plan • having a formal distribution process to ensure all stakeholders have the
latest planning documents
INITIAL FINDING – PROJECT EXECUTION PLAN 0 1 2 3 4 5 6
Project Scope
Constructability Plan
Construction Execution Plan
Identify Long Lead Equipment
Contract Strategy/Requirements
Expediting / Material Delivery
Detailed Schedule by EWP/CWP
Project Roles & Responsibilities (Defined, effective, accountable)
Vendor alignment (vendor data, finance, schedule, quality)
Engineering Work Package (EWP)/Construction Work Package (CWP) Plan
System Handover Plan
System Turnover Identification/Packaging
Management of Path of Construction Process
Participative Planning (planning, cost, and schedule meeting process)
Interface Management Matrix - External/Internal
Construction Interface & Integration Management Procedure
EWP/CWP Identification/Planning aligned with Procurement Plan
Path of Construction
Process to meet project AWP/WFP Strategy
Advanced Work Packaging (AWP)
Brownfield Planning Considerations
Team Building & Alignment Program
0 50 100
Team Building & Alignment
Path of Construction
Vendor aligned / EWP Plan
CONSTRUCTION
Audit Procedures Questions CII RT310 V8
Introduction
The purpose of this questionnaire is to audit the existence and content of Owner and Contractor
company procedures related to alignment. It will aid the research of Construction Industry Institute
Research Team 310: Improving Engineering and Procurement Alignment and Coordination with
Construction. RT 310 is specifically interested in learning what procedures your company has and the
content in those procedures that will help optimize alignment between Engineering, Procurement and
Construction.
Confidentiality Statement
These responses will be treated in confidence by the Research Team. No identifying information will be
published by the Research Team (i.e., responses will be cleansed and aggregated).
Instructions
Please respond to each of the questions below in relation to the content of your existing company
procedures, not how your company executes projects via informal guidelines, etc. The intent of these
questions is to research what is currently included in procedures regarding project alignment and
coordination.
Please respond the questions below by circling or indicated answers that are ‘Yes / No’ or ‘check one’ or
‘choose all that apply’. Several questions ask for brief explanations of your procedures.
Please be complete. If a question does not apply to your company, write NA next to it. To compare
responses across companies, thoroughness is extremely important.
This questionnaire is broken into sections – General, Front End Planning, Detailed Design, Procurement,
and Construction. Overall questions or questions that apply to each phase are put in the General
section; per phase questions are in their respective section. Some questions are repeated in certain
phases with minor variations to ascertain more detailed responses.
When completed, please return the survey to the person who is coordinating it for your company (a
RT310 team member) or to Dr. Bill O’Brien at The University of Texas at Austin – wjob@mail.utexas.edu.
Questions should be addressed first to your company coordinator or to Dr. O’Brien.
CONSTRUCTION
General:
Opinion on accomplishing alignment: Q1: How would you rate your typical project in terms of effective alignment and coordination of all stakeholders (including external) across the project lifecycle? (Circle 1)
1. Poor alignment/coordination – recovery from lack of alignment is the norm. 2. Fair alignment/coordination – miscommunication is common on activities across the project
lifecycle. 3. Adequate alignment/coordination – most execution shows alignment, but gaps are common on
projects in certain areas, particularly with regard to coordination with external parties 4. Good alignment/coordination – main project activities benefit from effective alignment.
Common problems are minor and typically addressed in planning stages to mitigate their effect. 5. Very good alignment/coordination – minimal issues with execution in terms of alignment and
coordination. Most issues are limited to specific circumstances/parties outside the core team. 6. Excellent alignment/coordination – execution shows proactive planning and teamwork across all
project phases and stakeholders. Procedure development:
Q2: Are procedures checked for alignment/coordination across functions when they are created/updated? Y / N
Q3: Are procedures checked for alignment/coordination across project phases when they are created/updated? Y / N
Q4: Who is responsible for developing/maintaining individual procedures (functional groups, project leaders, centralized group, etc.)? (Please briefly describe) Q4a Describe the approval process for authorizing final procedures. (Please briefly describe) Coordination: Q5: Do your procedures call for schedule reviews to be conducted regularly in each phase? (Check each phase that requires regular schedule review)
o FEP/Basic Design o Detailed Design o Procurement o Construction o Startup/Commissioning
AUDIT QUESTIONS
Confidentiality
Scrubbing
Format
Instructions
General
Phase specific
Corporate responses
Use as an in-house tool
CONSTRUCTION
Front-End Planning
Alignment/team-building & Organizational:
Q1: Do your procedures call for a team building or alignment meeting for kicking-off this phase? Y / N
Q1a: If yes, check all who are involved: o Owner business unit o Owner project management o Owner operations management o Engineering o Procurement o Construction o Supply Chain (major suppliers) o Other _____________
Q2: If yes to Q1, are the results/action items stemming from the alignment meeting shared with all the project stakeholders? Y / N
Q2a: If yes, indicate below which groups are specifically mentioned in your procedures.
o Owner business unit o Owner project management o Owner operations management o Engineering o Procurement o Construction o Supply Chain (major suppliers) o Other _____________
Planning/Executing
Q3: Which stakeholders are required per your procedures to have input into the project risk management plans? (check all that apply)
o Owner business unit o Owner project management o Owner operations management o Engineering o Procurement o Construction o Supply Chain (major suppliers) o Other _____________
Q4: Do your procedures require that the results of risk management plans be shared with project stakeholders? Y /N
WE ARE LOOKING FOR VOLUNTEERS
INNOVATIVE APPROACHES
Thrust 2: Identification of breakthrough approaches to aid alignment and coordination
“What are the common elements of governance that lead to breakthrough performance? What are the necessary conditions for success?” Exploratory in nature and seeks innovations to existing practice Activities to extend beyond typical CII/COAA member company practice Focus on case studies for holistic review
AUDIENCE ENGAGEMENT PEP SURVEY
PROJECT EXECUTION PROJECT
9 6
COMPLETE SURVEY NOW
RECOMMENDATIONS
The Implementation Resource (August 2015) 1. Definitions with actionable insights/recommendations 2. Optimized Project Execution Plan (PEP) (rankings) 3. Detailed procedures audit and tools 4. Recommendations and metrics 5. Case studies
RECAP 1. Thank-you for your participation
2. Provided an introduction to the RT310 research
a. Discussed the essential Question
b. Told who was involved
c. Highlighted the Research Objectives
3. Approach adopted and expected deliverable
4. Answered your questions
QUESTIONS
THANK-YOU !!!
Contacts: Joe.hobbs@worleyparsons.com
wjob@mail.utexas.edu
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