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Slide 1 Max Zornada (2010)
Project Managing Start Up and
Commissioning
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Slide 2 Max Zornada (2010)
Planning and Project Management
Planning Principles
Work Breakdown Structures
The Critical Path Method of Project Planning andControl
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Slide 3 Max Zornada (2010)
Planning Principles
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Slide 4 Max Zornada (2010)
Planning for Commissioning Events
Worklist
Definition
Task/Job
Planning
Scheduling
Execute
and Control
Post Audit
& Review
Five key phases
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Slide 5 Max Zornada (2010)
Planning for Commissioning Events
Worklist
Definition
Task/Job
Planning
Scheduling
Execute
and Control
Post Audit
& Review
Develop the overall work list
Specify all task requirements
Agree scope and specification
Obtain support information
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Slide 6 Max Zornada (2010)
Planning for Commissioning Events
Worklist
Definition
Task/Job
Planning
Scheduling
Execute
and Control
Post Audit
& Review
Develop all job methods andprocedures
Organise support documents
Define materials and equipmentrequirements
Define resource requirements
Define other requirements
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Max Zornada (2010)
Unique
Identifier
Detail work
procedure
Feedback
information& Notes
Step
completed
check
Procedure M0352
Commissioning ProcedureO.K. Note
1Carry out flame failure test procedure. ( ) ( )
Ruston TB-6G2C-135 Item 4
2Repack auxilliary electric motor bearings ( ) ( )
3Check all pumps for noisy operation ( ) ( )
4 Inspect all couplings ( ) ( )
5Repack and overhaul as necessary ( ) ( )
6Check physical condition and carry out insulation test on ( ) ( )7 Ignition leads. ( ) ( )
Minimum 100 M Ohms on 500 V Megger
Replace as necessay.
8Change out ignition plugs ( ) ( )
9Check all solenoid valves for leakage and correct operation ( ) ( )
9.1Sol 1 : Igniter Gas ( ) ( )
9.2Sol 2: Starter engagement ( ) ( )
9.3Sol 31, 3B, 4A, 4B: Blow off valves ( ) ( )
9.4Sol 5: Main Fuel Gas ( ) ( )
9.5Sol 7: Pilot Slam Shut ( ) ( )
10Carry out end-to-end operational check of the engine air inlet ( ) ( )duct and filtration system
See Donaldson TTD information contained in LRP
Mechanical Catalogue Volume 3 Section A-2
11Carry out alignment check between engine and driven ( ) ( )
machine. Compare with required alignment readings
held by Rotating Equipment Supervisor.
Adjust as necessary.
12 In conjunction with combuster inpection, carry out borescope ( ) ( )
inspection.
13Carry out in-situ visual inspection of the main gera box internals ( ) ( )
(Ruston TB-6A3-1) for wear and contamination.
14Carry out a complete governor calibration ( ) ( )Ruston TB-6G3B-1C ( ) ( )
Ruston TB-6G3C-94 ( ) ( )
Notes:
Procedure continued on next page Page 1 or 7
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Max Zornada (2010)
Planning for Commissioning Events
Worklist
Definition
Task/Job
Planning
Scheduling
Execute
and Control
Post Audit
& Review
Develop all job networks and/or ganttcharts depending on level of planning;
Input plans into schedule;
Optimise the schedule; Produce final working schedule;
Produce control documentation.
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Max Zornada (2010)
Planning for Commissioning Events
Worklist
Definition
Task/Job
Planning
Scheduling
Execute
and Control
Post Audit
& Review
Monitor progress and performance;
Update the schedule on a regularupdate & report cycle;
Plan and integrate emergent work; Optimise the schedule;
Develop punchlists;
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Max Zornada (2010)
Planning for Commissioning Events
Worklist
Definition
Task/Job
Planning
Scheduling
Execute
and Control
Post Audit
& Review
Debrief to gain learning;
Review job methods and schedules;
Modify for future use and file;
Standardise repeatable jobs;
File data and documentation.
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Slide 11 Max Zornada (2010)
Approaches to Estimating WorkRequirements
Best Guess and Experience
Historical information
Standards
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Slide 12 Max Zornada (2010)
Best Guess & Experience
Where the planner has had previous commissioningexperience, they may be familiar with the type ofwork involved and draw on personal experience inorder to estimate the work;
Use of Experts:
Refer to an expert for the type of work underconsideration;
Usually other managers, engineers, supervisorsand operators previously involved incommissioning projects.
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Slide 13 Max Zornada (2010)
Historical Data
Provides the amount of time estimated to accomplish thesame or similar work;
Provides the time spent to accomplish similar work;
Refer to history file - computer system and hardcopy;
Questions to consider:
Were the working conditions the same;
Did the work go as planned; Were the work requirements the same.
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Slide 14 Max Zornada (2010)
Standards
Definition:-
A measure of comparison or acceptability used as abenchmark for measuring performance;
Proprietary standards: Developed by individuals and corporations for their
own use;
Most are based on historical data and experience.
Public domain standards:
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Slide 15 Max Zornada (2010)
Work Breakdown Structures
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Slide 16 Max Zornada (2010)
What is a Work Breakdown Structure (WBS)
The Work Breakdown Structure provides a basis for dividinga project level scope into manageable, definable packages ofwork;
The WBS provides a mechanism for translating the project
(shutdown) objectives into a supporting hierarchy ofdeliverables to be provided by the project;
Is a planning tool that increases the probability that everymajor and minor activity will be identified;
Allows for the complete project to be described in terms ofthe sum of all its elements;
Allows for easier identification of logical work packages forwork allocation and control of work execution.
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Slide 17 Max Zornada (2010)
Work Breakdown Structures Example
Petrochemical Plant CommissioiningPetrochem Plant
Gas Plant CSP LRP Utilities
Tower Compressors Reboiler A Coolers
Compressors Turbines Lube Oil System Valves
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Slide 18 Max Zornada (2010)
Work Breakdown Structure
Provides a framework for .. Developing an appropriate organisational structure required
to control the project;
The development of general ledger structure used for
budgeting, actual cost recording and reporting, cost control;
Development of an effective structure for managing andcoordination of outsourcing and subcontracting the whole
project or elements;
Determining at what level the project should be planned togive the best control, including definition of milestones,detailed plans and reporting/feedback timeframes.
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Slide 19 Max Zornada (2010)
Work Breakdown as a mirror of the
General Ledger StructureProject Budget
Cost Centre 1 Cost Centre 2 Cost Centre 3 Cost Centre 4
Cost Centre 2.1 Cost Centre 2.2 Cost Centre 2.3 Cost Centre 2.4
Cost Centre 2.2.1 Cost Centre 2.2.2 Cost Centre 2.2.3 Cost Centre 2.2.4
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Slide 20 Max Zornada (2010)
Developing work packages, contracting,
planning and control issuesPetrochem Plant
Gas Plant CSP LRP Utilities
Tower Compressors Reboiler A Coolers
Compressors Turbines Lube Oil System Valves
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Slide 21 Max Zornada (2010)
Developing work packages, contracting,
planning and control issuesPetrochem Plant
Gas Plant CSP LRP Utilities
Tower Compressors Reboiler A Coolers
Compressors Turbines Lube Oil System Valves
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Slide 22 Max Zornada (2010)
Developing work packages, contracting,
planning and control issuesPetrochem Plant
Gas Plant CSP LRP Utilities
Tower Compressors Reboiler A Coolers
Compressors Turbines Lube Oil System Valves
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Slide 23 Max Zornada (2010)
The Critical Path Method
Project Planning and Control
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Slide 24 Max Zornada (2010)
Project Planning
Project planning techniques emerged during the1950s
Two almost identical techniques developed:Critical Path Method (CPM): Developed by
DuPont to manage plant shutdowns;
Program Evaluation & Review Technique
(PERT): Developed by US Navy with BoozAllen Hamilton for the Polaris SubmarineProject.
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Slide 25 Max Zornada (2010)
The Critical Path Method
Is a management tools that allows us to:
Plan
Establish a logical progression of work;
Establish timings (schedule);
Determine resource requirements;
Develop a budget;
Control Control progress;
Control costs.
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Slide 26 Max Zornada (2010)
New mini-plant commissioning
Task
Description
Task
Code Analysis
Engineering
Resources
(No. of people)
Task Est
Duration
(Days)
Installation integrity check
Instrument check/calibrations
Pressure testing and cleaning
Loop checks
Link into central control room
Documentation compile/update
Preparation of sign-off certs.
Tie-in to existing plant header
Commissioning operating trails
A
B
C
D
E
F
G
H
I
J
Start
Depends on A
Depends on A
Depends on B
Depends on C and D
Depends on E
Depends on A
Depends on E and G
Depends on E and G
Depends on F, H and I
1
1
1
1
1
1
1
1
1
1
8
4
4
2
3
10
5
2
6
10
Run up to operation conditions
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Slide 27 Max Zornada (2010)
Doing the precedence analysis ...
For each task - identify its immediatepredecessor(s) - what tasks must finish before itcan start;
Need to assume unlimited resources available - I.e.no resource constraints;
Estimate resources and duration assuming the taskwill be done in the usual way;
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Slide 28 Max Zornada (2010)
Precedence AnalysisChanging a Tyre
Stop the
car
Get tools
from boot
Loosen
wheel nutsSet up
JackJack up
car
I f you are on your own
Stop the
car
Get tools
from boot
Loosen
wheel nuts
Set up
Jack
Jack up
car
Assume unlimi ted resources
A B
C
D
E
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Slide 29 Max Zornada (2010)
The Network Diagram
A
B
C
D
E
F
I
HG
J8
4 2
4
5
3
10
6
2
FinishStart 10
Activity Duration
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Slide 30 Max Zornada (2010)
Approaches to CPM Networks
A
B
C
D
A
B
C
D
Precedence Method
Activity-on-NodeActivity-on-Arrow
Dummy
task
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Slide 31 Max Zornada (2010)
The Critical Path
00 8
8
8
1212
12
14
14
8 13
17
17 27
17 23
1917
27 37 37
A
B
C
D
E
F
I
HG
J8
4 2
4
5
3
10
6
2
10Start Finish
8 1212 14
0 8 10 140
14 17 21 27
16 2125 27
27 37 37
17 27
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Slide 32 Max Zornada (2010)
The Bar Chart Schedule (Gantt Chart)
A
B
C
D
E
F
G
H
I
J
Days
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
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Slide 33 Max Zornada (2010)
Add the resources required by each taskper day ..
A
B
C
D
E
F
G
H
I
J
Days
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
1 1 1 1 1 1 1 1
1 1 1 1
1 1 1 1
1 1 1 1 1
1
1 1 1
1
1 1
1 1 1 1 1 1
1 1
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
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Slide 34 Max Zornada (2010)
Calculate the resources required by theproject per day ..
A
B
C
D
E
F
G
H
I
J
Days
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
1 1 1 1 1 1 1 1
1 1 1 1
1 1 1 1
1 1 1 1 1
1
1 1 1
1
1 1
1 1 1 1 1 1
1 1
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 3 3 3 3 2 1 1 1 1 3 3 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1222
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Slide 35 Max Zornada (2010)
Transfer to a Labour Histogram
0
0.5
1
1.5
2
2.5
3
3.5
Num
bero
fPeop
leReq
uire
d
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37
Days
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Slide 36 Max Zornada (2010)
Assume resources initially allocated tothis project is 2 people .
Normal resourcing level in this group
0
0.5
1
1.5
2
2.5
3
3.5
Num
bero
fPeop
leReq
uire
d
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37
Days
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Slide 37 Max Zornada (2010)
Revised Gantt Chart Schedule
A
B
C
D
E
F
G
H
I
J
Days
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
1 1 1 1 1 1 1 1
1 1 1 1
1 1 1 1
1 1 1 1 1
1
1 1 1
1
1 1
1 1 1 1 1 1
1 1
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1222
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Slide 38 Max Zornada (2010)
Revised Labour Histogram
0
0.5
1
1.5
2
2.5
3
3.5
Num
bero
fPeop
leReq
uire
d
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37
Days
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Slide 39 Max Zornada (2010)
Revised Labour Histogram
0
0.5
1
1.5
2
2.5
3
3.5
Num
bero
fPeop
leReq
uire
d
1 3 57 9
11 13 15 17 19 21 23 25 27 29 31 33 35 37
Days
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Slide 40 Max Zornada (2010)
Summary of Key Steps
Define Scope of Work;
Do Precedence Analysis;
Construct Network;
Do Forward Pass to determine earliest start date; Do Backward Pass to determine:
Critical Path;
Float.
Transfer information to Gantt Chart to construct schedule;
Add resource information and construct resource histogram;
Optimise the schedule.
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Slide 41 Max Zornada (2010)
The Greenfield Plant Start UpCritical Path Planning Skills Practice Case Study
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Slide 42 Max Zornada (2010)
The Greenfield Plant CommissioningCritical Path Planning Skills Practice Case Study
The Greenfield company will be
commissioning a new Fractionation Plant
which they will be tie-ing into their existing
gas and liquids processing plant.
The high-level scope of work for thecommissioning is given on the following page.
An overall manager has been appointed to
oversee the start up scope of work.
Assume 1 person is required for each task for
the full duration of the task. These people canbe considered as fully multi-and-cross skilled
and can do any of the tasks).
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Slide 43 Max Zornada (2010)
Selection of Plant Manager and Management Personnel
Site Survey and Soil test
Extension of Roads, Water, Utilities, Sewer
Selection and purchase of equipment
Final engineering plans for construction
Employment interviews and hiring
Equipment delivery
Construction of facility
Precise layout of plant
Institution of management systems for control of
production, inventory, purchasing, accounting etc.
Employee training
Equipment and System installation & commissioning
A
C
D
E
F
G
H
J
K
L
B
I
The Greenfield Plant Commissioning S.O.W.
Code Activity Description
Immediate
Predecessor
Time
(Months)
None 3
None 1
None 6
A 2
B 3
A 3
D 9
E 11
D,E 1
A 4
F,G,H 2
G,H,I,J 1
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Slide 44 Max Zornada (2010)
The Greenfield Plant CommissioningCritical Path Planning Skills Practice Case Study
Draw a critical path network for the start up usingthe information provided and identify the critical
path;
Draw a Gantt chart schedule.
Draw a resource histogram.
How would you go about optimising the schedule
to develop a final working schedule.
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Slide 45 Max Zornada (2010)
Short-Cut Approach to Planning
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Slide 46 Max Zornada (2010)
Short Cut Approaches to Planning
Tasks
Project Start-upTeam training & briefingSet up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfaces
Trial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentationHandover of systemDebrief
2211111
111222
0.514.51112
10.50.540.50.5
Consultants Durn in Weeks
Project: Operational Reporting System ImplementationList project
tasks, estimate
durations andresources
required.
Use your own
judgement.
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Slide 47 Max Zornada (2010)
Layout project tasks on planning proforma
Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Project Start-up
Team training & briefingSet up computer system
Define input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentation
Handover of systemDebrief
221
11111112
22
Task
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Slide 48 Max Zornada (2010)
Time Phase the tasks according to logicalrelationships (dependencies & precendence)
Use your own judgement.Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Project Start-up
Team training & briefingSet up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reports
Business review meetingDevelop documentationHandover of systemDebrief
2
21111111
1222
Task
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Slide 49 Max Zornada (2010)
Determine resources required for eachplanning unit (in our case - per week)
Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Project Start-up
Team training & briefing
Set up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentationHandover of systemDebrief
2211111111222
2 2 2 2 2 2 2 3 3 2 2 2
Task
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Slide 50 Max Zornada (2010)
Draw resource histogramWeeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Project Start-upTeam training & briefing
Define input requirements
Trial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meeting
Handover of systemDebrief
2211111111222
Tasks
Set up computer system
Source input requirements
Develop documentation
Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
2 2 2 2 2 2 2 3 3 2 2 2
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Slide 51 Max Zornada (2010)
Short cut approach planning and control tools
Gantt chart can be set up on Excel spreadsheet;
Draw schedule bars using cell shade function;
Add up columns and using graphing function toplot resource histogram;
If labour rates and other costs are known, multiplyout to calculate project budget and cashflow
schedule;Use graphing function to plot cashflow profile.
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Slide 52 Max Zornada (2010)
Example:Project Gantt Chart & Resource Histogram on Excel
Schedule bars are drawn using thecell pattern function
Float drawn using the cell borders
function.
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Slide 53 Max Zornada (2010)
Short Cut Approach to Project Control
Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Project Start-up
Team training & briefing
Set up computer systemDefine input requirementsSource input requirementsTrial with manual inputDevelop interfacesTrial run thru interfacesProduce draft reportsBusiness review meetingDevelop documentationHandover of systemDebrief
2211111111222
2 2 2 2 2 2 2 3 3 2 2 2
Task
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Slide 54 Max Zornada (2010)
Project Plan Updates and ReportingTricks of the Trade
For neat single page print-outs of large plans, cut andpaste from Excel to PowerPoint and resize the pastedobject to fit on a page. (Paste as Picture Enhanced
Metafile or as Device Independent Bitmap); Use every second row for the plan, then use the other
row to plot progress (shade in a different colour orusing a different pattern);
Changes to plan, growth in scope etc. can beaccommodated by inserting rows and columns;
Always keep a separate copy of the original plan forreference.
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Slide 55 Max Zornada (2010)
Short-Cut Method Outcomes
Gantt Chart Schedule - Timing, Delivery Date
Resource Histogram - Resource Profile/DecisionOptions;
From Resource Histogram can derive Cost ControlGraph (if necessary)
Very quick to set up, to update as project
progresses and can easily be made to produce veryuser friendly reporting formats.
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Slide 56 Max Zornada (2010)
Tie-in of Compressor Gas Cooler DBank
Code Task Description
Dependencies
(Depends on)
Duration
(Hours)
Crew
A CSP Compressor isolations Start 1 1F
B Remove bolts from old header Start 2 1F
C Remove old header A,B 1 2F
D Erect new pipe rack extensions C 3 1F
E Install new header D 1 1F
F Bolt up header to existing system E 1 1F
G Flush out new cooler E 1 1F
H Finish of pipe rack E 3 1F
I Bolt up new header to new cooler F,G 1 1F
J De isolate compressor I,H 1 1F
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Tie-in of Compressor Gas Cooler DBank
Exercise
1. Draw a Gantt chart schedule directly from theinformation given above, without drawing acritical path network first. Use your own
judgement in translating the information aboveinto a Gantt chart.
2. Use your Gantt chart to develop a labour histogramfor this job.