Sto300 R5 PDF

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WORKSCOPE
The approved worklist for a
Shutdown, Turnaround or
Outage; produced by the Asset
Management Team using
effective Risk/Cost Benefit
Analysis
P LA N N I N G
The development of Planned
Job Packages and the
associated list of Activities in
Primavera P6 for STO Planning &

Scheduling STO300 Course Manual
Plan
Estimate
Program
Schedule
Execute
Update
Performance
Safety
Quality
Wrench-time
logic sequence to execute a

Work Order Task safely, with
quality and efficiency
E S TI M A T I N G
The calculated, benchmark
time, tools, equipment,
resources, and materials
required to execute the
Planned Job Package
P ROGR AMM ING
The entry of data into
Primavera P6 and the
establishment of the WBS,
Activity Codes, Priorities,
Resource Limits and
Calendars
S C H E D U L IN G
The automatic calculating of
Primavera P6 to produce a
Dynamic Plan for each shift to
match available Resources
WORK MANAGE M EN T
Executing according to the
Plan; providing accurate and
timely status from the field to
produce a new Plan
HE AD OFFICE
225-6450 Roberts Street | Burnaby, BC Canada |V5G 4E1 | +1-604-294-1577
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Copyright 2012 STOnavigator inc.

For additional copies please contact us:
STOnavigator inc.
225 6450 Roberts Street
Burnaby BC Canada V5G 4E1
P 604-294-1577
F 604-294-6095
All rights reserved.
No part of this manual may be reproduced, stored in a retrieval system, or transmitted, in any form or
by any means, electronic, mechanical, photocopying, recording, or otherwise, without written prior
permission of the creator.
V1 - First printing 2007
STOnavigator inc. provides industry with Shutdown Turnaround Outage & Reliability Asset
Management products, services and training. Visit our website for more information:
www.stonavigator.com
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Course Agenda
Course Agenda
Day 1 Theme: Planning and Estimating
The theme for this session is Planning and Estimating, where the student will learn the rules of
creating a plan and estimating its resource requirements. The student will learn to use the Field
Planning Form prior to creating a layout in Primavera P6 and entering the plan within a specific
Work Breakdown Structure bucket.
At the end of Day 1 the student will have a STO Project in Primavera P6 with several Worklist /
Work Order Plans assigned to their appropriate WBS bucket, ready for the next session (Day 2) to
begin Programming and Scheduling.
8:00am
8:30am
- Introductions and Course Overview
8:30am
9:00am
- Presentation STO Project Methodology and Technology
9:00am
10:00am
- Presentation Planning, Scheduling and Field Execution Roles
10:00am
10:15am
- Coffee Break
10:15am
10:45pm
- Presentation Planning and Estimating Best-Practices

Worklist Management and Control
Planned Job Package Development and Control
Field Planning
Benchmark Estimating
10:45pm
12:00pm
- Exercise Planning and Estimating Best-Practices
12:00pm
1:00pm
- Lunch
1:00pm
1:30pm
- Presentation - Work Breakdown Structure
1:30pm
2:45pm
- Exercise Primavera P6 Lesson 1 Create a STO Project

Logging-in and Navigating
Create a Project and Establish Defaults
Create Work Breakdown Structure
Establish Layouts (saving, import, export, customize)
2:45pm
3:00pm
- Coffee Break
3:00pm
4:30pm
- Exercise Primavera P6 Lesson 2 Creating Activity Plans

Adding Activities
Using Steps
Creating Relationships (predecessor/successor)
- Exercise Primavera P6 Lesson 3 Creating Resources

Roles and Responsibilities
Adding Resources
Setting Resource Defaults and Limits
Primavera P6 for STO Planning & Scheduling STO300
www.stonavigator.com 2012
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Course Agenda
Day 2 Theme: Programming and Scheduling
The theme for this session is Programming and Scheduling, where the student will learn the
difference between them, and learn to create programming codes and how to assign them, both
manually and globally. The student will learn the various methods of scheduling; how to apply them,
and when to use them. The highlight of this session will be Dynamic Schedule Management (DSM)
for driving, not monitoring their STO project.
At the end of Day 2 the student will have a STO Project in Primavera P6 that represents a Plan, in
preparation for the next session of Execution Management and Control.
8:00am
9:00am
- Presentation Dynamic Schedule Management

Programming
Phasing the STO project
Scheduling Methodology
9:00am
10:00am
- Exercise Primavera P6 Lesson 4 Coding the STO Project

Cost Management
Creating Phase Calendars
Creating Activity Codes
Creating User-Defined Fields
10:00am
10:15am
- Coffee Break
10:15am
12:00pm
- Exercise Primavera P6 Lesson 5 Programming the STO

Project
Assigning Calendars
Assigning Activity Codes
Global Change / Fill Down
Applying Productivity Factors
12:00pm
1:00pm
- Lunch
1:00pm
2:00pm
- Presentation Execution Strategy

Shutdown / Start-up
Inspection/Maintenance/Projects
2:00pm
2:45pm
- Exercise The Execution Strategy
2:45pm
3:00pm
- Coffee Break
3:00pm
4:00pm
- Exercise Primavera P6 Lesson 6 - Scheduling

Scheduling
Levelling (Optimizing the Plan)
4:00pm
4:30pm
- Exercise Primavera P6 Lesson 7 Managing Data

Maintaining the Project Documents Library
Grouping and Sorting
Applying Filters
Saving a Baseline
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Course Agenda
Day 3 Theme: Execution Management and Control
The theme for this session is Execution Management and Control, where the student will learn how to
create reports for distribution (Daily Shift Reports) and analysis (Key Performance Reports) using the
Primavera P6 Report Writer with Filters and Batch Printing. The student will create a new Layout
for Updating while establishing the methodology for obtaining accurate and timely Field Updates.
The student will learn to update and using DSM (Dynamic Schedule Management) learn to produce a
new Daily Shift Report (Plan) to accommodate the Field Execution Coordinators based on resource
and asset availability.
At the end of this session the student will have a complete understanding of Planning, Estimating,
Programming, Scheduling, Updating and Reporting to ensure an effective and efficient STO project
with a combined effort of Planners, Schedulers and Field Execution Coordinators.
8:00am
9:00am
- Presentation Execution Management and Control

Daily Shift Report Distribution
Field Execution Update Methodology
Performance Reporting (KPIs)
9:00am
10:00am
- Exercise Primavera P6 Lesson 8 Creating Reports

Creating Report Groups
Creating Reports
10:00am
10:15am
- Coffee Break
10:15am
12:00pm
- Exercise Primavera P6 Lesson 9 Updating and Progressing

Create an Update / Status Layout
Updating and Progressing
Establish a New Plan (DSM)
12:00pm
1:00pm
- Lunch
1:00pm
2:00pm
- Exercise Primavera P6 Lesson 10 Performance Management

Performance Management
Project Website
2:00pm
2:45pm
- Exercise Primavera P6 Lesson 11 Project Website

Project Website
2:45pm
3:00pm
- Coffee Break
3:00pm
4:00pm
- Presentation Milestone Schedule

Lessons-Learned
4:00pm
4:30pm
- Review Questions Certificates and Photos

Course Evaluation Forms
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Table of Contents
Course Agenda .................................................................................................................................. i
Course Overview ............................................................................................................................... x
Flow of Lessons ............................................................................................................................... xi
Instructors.........................................................................................................................................xii
Common Shutdown and Turnaround Terminology and Definitions ..................................................... xiii
STO Project Methodology and Technology......................................................................................... 17
Workshop Exercise Planning and Estimating................................................................................... 19
Best-Practices - Planning ................................................................................................................ 20
Best-Practices - Estimating ............................................................................................................. 26
Equipment Network Logic (graphical) .............................................................................................. 40
Field Planning Form (example) ....................................................................................................... 41
Assigning Planners by Planned Job Package ................................................................................. 42
Field Planning Workshop Exercise .................................................................................................. 43
Planned Job Package Cover Sheet................................................................................................. 48
Planned Job Package File Contents Checklist ................................................................................ 49
Planned Job Package Inspection Plan Checklist............................................................................. 50
Lesson 1: Create your STO Project .................................................................................................... 53
Logging In........................................................................................................................................ 54
Home Window ................................................................................................................................. 55
Navigation Bar ................................................................................................................................. 56
Creating a Project ............................................................................................................................ 56
Create a New Project Wizard .......................................................................................................... 57
Entering Project Name .................................................................................................................... 58
Entering Project Start and End Dates.............................................................................................. 59
Entering Responsible Manager ....................................................................................................... 60
Selecting Assignment Rate Type .................................................................................................... 61
Running Project Architect ................................................................................................................ 62
Projects Window.............................................................................................................................. 63
Project Details ................................................................................................................................. 65
General Tab .................................................................................................................................... 66
Dates Tab ........................................................................................................................................ 67
Notebook Tab .................................................................................................................................. 68
Codes Tab....................................................................................................................................... 70
Type Ahead and Search in Dialog Boxes ........................................................................................ 71
Defaults Tab .................................................................................................................................... 72
Settings Tab .................................................................................................................................... 73
Calculations Tab.............................................................................................................................. 74
Work Breakdown Structure Best-Practices ................................................................................... 75
Work Breakdown Structure Exercise Sheet..................................................................................... 78
Viewing WBS Elements ................................................................................................................... 79
Creating the WBS Hierarchy ........................................................................................................... 80
Workshop: Creating a Work Breakdown Structure .......................................................................... 83
Workshop Results ........................................................................................................................... 84
Layouts Best-Practices ................................................................................................................. 85
Layouts in Primavera P6 ................................................................................................................. 86
iv
Primavera P6 Training for Plant Shutdowns and Turnarounds STO300
www.cpmsolutions.ca
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Table of Contents
Opening an Existing Activity Layout ................................................................................................ 87
Gantt Chart ...................................................................................................................................... 89
Activity Usage Spreadsheet ............................................................................................................ 90
Activity Network ............................................................................................................................... 91
Activity Table ................................................................................................................................... 92
Customizing a Layout ...................................................................................................................... 93
Selecting Columns .......................................................................................................................... 94
Using Hint Help in Columns Dialog Box .......................................................................................... 95
Displaying Activity Details................................................................................................................ 96
Selecting Details Tabs ..................................................................................................................... 97
Saving Layouts ................................................................................................................................ 98
Closing a Project ........................................................................................................................... 100
Workshop: Creating a Planning Layout ......................................................................................... 101
Lesson 2: Creating Activity Plans ...................................................................................................... 103
Tasks and Activities ....................................................................................................................... 104
Activity Components...................................................................................................................... 105
Adding Activities using a Planning Layout ..................................................................................... 106
Adding Activities to Tasks.............................................................................................................. 107
Using Activity Details Tabs ............................................................................................................ 108
Assigning Activity Type.................................................................................................................. 109
Using Steps ................................................................................................................................... 111
Best- Practices Creating Relationships ...................................................................................... 112
Network Logic Diagram ................................................................................................................. 113
Relationship Types ........................................................................................................................ 114
Relationships with Lag................................................................................................................... 115
Creating Relationships in the Gantt Chart ..................................................................................... 116
Creating Relationships using Link Activities Feature ..................................................................... 117
Creating Relationships in the Activity Network .............................................................................. 118
Using the GoTo Feature ................................................................................................................ 119
Assigning Lag ................................................................................................................................ 120
Workshop: Creating Relationships ................................................................................................ 121
Lesson 3: Creating Resources .......................................................................................................... 123
Roles and Responsibilities (OBS) Best-Practices ...................................................................... 124
Roles and Responsibilities Sheet - Example ................................................................................. 125
Resources and Roles .................................................................................................................... 126
Scheduler/Programmer (Pitcher) Clock ......................................................................................... 127
Defining Roles ............................................................................................................................... 128
Prices Tab ..................................................................................................................................... 129
Limits Tab ...................................................................................................................................... 130
Baseball Metaphor ........................................................................................................................ 131
OBS (Organizational Breakdown Structure) .................................................................................. 132
Resources Best-Practices .......................................................................................................... 133
Defining Resources ....................................................................................................................... 138
Resource Details ........................................................................................................................... 139
Details Tab .................................................................................................................................... 140
Units & Prices Tab ......................................................................................................................... 141
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Table of Contents
Assigning Resources, Tools and Materials.................................................................................... 142
Workshop: Adding Resources, Tools and Materials ...................................................................... 143
Lesson 4: Coding the STO Project.................................................................................................... 145
Best- Practices - Calendars and Process Availability .................................................................... 146
Calendar Assignments .................................................................................................................. 147
Worktime Types ............................................................................................................................ 148
Global Calendars ........................................................................................................................... 149
Viewing a Global Calendar ............................................................................................................ 150
Adding a Project Calendar............................................................................................................. 151
Setting the Work Days ................................................................................................................... 152
Setting Nonworktime ..................................................................................................................... 153
Setting Exceptions ......................................................................................................................... 154
Assigning Calendars to Activities .................................................................................................. 155
Workshop: Creating Calendars ..................................................................................................... 156
Workshop Results ......................................................................................................................... 157
Activity Codes ................................................................................................................................ 158
Creating Activity Codes ................................................................................................................. 159
Workshop: Creating Activity Codes ............................................................................................... 161
User Fields Overview .................................................................................................................... 164
Defining a User Field ..................................................................................................................... 165
Assigning User Field Values.......................................................................................................... 166
Lesson 5: Programming the STO Project.......................................................................................... 168
Cost Management Best-Practices .............................................................................................. 169
Planning Costs .............................................................................................................................. 175
Expense ........................................................................................................................................ 176
Summary Tab ................................................................................................................................ 177
Stabilizer Unit Shutdown - Global Change .................................................................................... 178
Planning Tags ............................................................................................................................... 179
Global Change .............................................................................................................................. 180
Creating a New Global Change ..................................................................................................... 181
Global Change Report Dialog Box ................................................................................................ 182
Viewing Global Change Results .................................................................................................... 183
Exercise: The Execution Strategy ..................................................................................................... 185
The Execution Plan - Best-Practices ............................................................................................. 186
The Execution Plan (example) ...................................................................................................... 187
The Execution Plan OBS / WBS................................................................................................. 192
Lesson 6: Dynamic Schedule Management ...................................................................................... 195
Best-Practices - Scheduling .......................................................................................................... 196
Scheduling Step-by-Step ............................................................................................................ 197
What is the Data Date? ................................................................................................................. 198
Total Float ..................................................................................................................................... 199
Circular Relationships (Loops) ...................................................................................................... 200
Scheduling a Project ..................................................................................................................... 201
Schedule Log ................................................................................................................................ 202
Constraints .................................................................................................................................... 203
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Table of Contents
Commonly Use Constraints ........................................................................................................... 204
Mandatory Start ............................................................................................................................. 205
Mandatory Finish ........................................................................................................................... 206
Activity Network Logic Dependant ................................................................................................. 207
Adding Notebook Topic ................................................................................................................. 209
Levelling Overview ........................................................................................................................ 211
Front Loading the Project .............................................................................................................. 212
Handling Resource Conflicts ......................................................................................................... 213
Setting Equipment (Task) Levelling Priorities ................................................................................ 214
Setting User Preferences prior to Levelling ................................................................................... 216
Levelling ........................................................................................................................................ 217
Selecting Resources...................................................................................................................... 219
Adding Levelling Priorities ............................................................................................................. 220
Viewing the Levelling Log .............................................................................................................. 221
Analyzing the Leveled Project ....................................................................................................... 222
Workshop: Levelling (Optimizing the Plan) .................................................................................... 224
Lesson 7: Managing Data ................................................................................................................. 229
Project Documents ........................................................................................................................ 230
Creating a Document Record ........................................................................................................ 231
Files Tab........................................................................................................................................ 233
Assigning a Project Document to an Activity ................................................................................. 234
Viewing Document Details............................................................................................................. 236
Grouping Data ............................................................................................................................... 237
Group and Sort Dialog Box............................................................................................................ 238
Grouping by Date .......................................................................................................................... 240
Collapsing/Expanding Grouped Data ............................................................................................ 241
Sorting Activities ............................................................................................................................ 242
Sorting Multiple Fields ................................................................................................................... 243
Filtering Activities .......................................................................................................................... 245
Filters Dialog Box .......................................................................................................................... 246
Applying a Default Filter ................................................................................................................ 247
Creating a Filter ............................................................................................................................. 248
Using Multiple Filters ..................................................................................................................... 250
Applying the All Activities Filter ...................................................................................................... 251
Baselines ....................................................................................................................................... 252
Creating a Baseline ....................................................................................................................... 253
Categorizing the Baseline.............................................................................................................. 254
Assigning a Baseline ..................................................................................................................... 255
Viewing Baseline Bars ................................................................................................................... 256
Displaying Baseline Bars ............................................................................................................... 257
Customizing the Activity Table ...................................................................................................... 258
Saving the Layout .......................................................................................................................... 259
Bar Labels Tab .............................................................................................................................. 260
Lesson 8: Creating Reports .............................................................................................................. 263
Best-Practices - Reporting............................................................................................................ 264
Reports Window ............................................................................................................................ 265
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Table of Contents
Run an Existing Report.................................................................................................................. 266
Run Report Dialog Box .................................................................................................................. 267
Print Preview ................................................................................................................................. 268
Printing Reports ............................................................................................................................. 269
Report Wizard ............................................................................................................................... 270
Create or Modify Report ................................................................................................................ 271
Select Subject Area ....................................................................................................................... 271
Select Additional Subject Areas .................................................................................................... 272
Configure Selected Subject Areas ................................................................................................. 273
Adding a Filter to the Report.......................................................................................................... 274
Adding a Report Title ..................................................................................................................... 275
Generating the Report ................................................................................................................... 276
Print Preview ................................................................................................................................. 277
Saving a Report............................................................................................................................. 278
Assigning a Report to a Report Group........................................................................................... 279
Creating a Report Using the Current Layout ................................................................................. 280
Workshop: Building Reports in Primavera ..................................................................................... 284
Lesson 9: Updating the Progressing ................................................................................................. 286
Best-Practices Updating the Plan ............................................................................................... 287
The Data Date ............................................................................................................................... 288
The Updating Layout ..................................................................................................................... 290
Workshop: Create the Updating Layout......................................................................................... 291
Progress Spotlight ......................................................................................................................... 292
Statusing Activities ........................................................................................................................ 293
The Data Date Filter for Layouts and Reports ............................................................................... 294
The Data Date Filter for Global Change ........................................................................................ 295
Updating Activity % Complete ....................................................................................................... 297
Lesson 10: Performance Management ............................................................................................. 300
Best-Practices Performance Management ................................................................................. 301
Project Controls ............................................................................................................................. 302
Trending Data................................................................................................................................ 303
Key Performance Indicators and Status Data................................................................................ 304
Lesson 11: Project Website .............................................................................................................. 306
Project Web Site............................................................................................................................ 307
Creating a Project Web Site .......................................................................................................... 308
Customizing the Project Web Site ................................................................................................. 310
Splash Tab .................................................................................................................................... 311
Topics Tab..................................................................................................................................... 312
Graphics Tab ................................................................................................................................. 313
Reports Tab................................................................................................................................... 314
Publishing the Web Site ................................................................................................................ 315
Launching the Web Site ................................................................................................................ 316
Navigating the Project Web Site .................................................................................................... 317
Publishing Activity Layouts ............................................................................................................ 319
Lesson 12: Creating a Milestone Schedule (Pre-Planning) ............................................................... 323
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Table of Contents
Best-practices Creating a Milestone Schedule ........................................................................... 324
Responsibilities Matrix ................................................................................................................... 325
Milestone Schedule ....................................................................................................................... 326
Milestone List ................................................................................................................................ 327
The Turnaround Management Core Team .................................................................................... 329
Getting Help ...................................................................................................................................... 331
Index ................................................................................................................................................. 332
Course Evaluation STO300 ........................................................................................................... 334
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Course Overview
Course Overview
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Course Overview
This 3 day intensive training course is designed by STOnavigator Masters
for the individuals responsible for the planning, scheduling and execution
management and control functions associated with shutdowns, turnarounds,
outages and capital projects.
To maximize the effectiveness of Primavera P6 for managing these projects
weve designed a course that not only focuses on the ability to use the software
effectively, it focuses also on providing best-practice management tools for
effective estimating, schedule development and field execution to ensure your
overall project meets you key performance targets associated with safety, cost,
duration, worker efficiency and quality.
Attendees will learn how to properly develop a plan based on realistic estimates,
how to apply productivity factors and measure performance, how to develop and
manage a dynamic schedule using the Primavera P6 levelling capabilities and
how to get buy-in from field execution and operations coordinators during the
outage.
Objective
The objective of this course is to provide instruction on navigating and managing
data in the Primavera P6 environment while teaching industry best-practices
for planning, scheduling and executing an efficient shutdown, turnaround,
outage or capital project.
Vision
The Planning Team will assist with establishing the Key Performance Targets
and control the project to meet or exceed them.
Key Performance
Indicators
Key Performance Targets
Phase
Duration
Based on Shutdown/Start-up and

Longest-path
Strategic
Planning
Planning and
Scheduling
Safety /
Environment
Zero Incidents
Execution
Quality
Zero rework, zero leaks
Execution
Direct Wrench-time
55%
Execution
Budget / Workscope Based on Risk/Cost Benefit
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Flow of Lessons
Course Overview
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Flow of Lessons
The steps (lessons) outlined below have been purposefully sequenced in the
progression in which a real-life STO project should be planned, scheduled and
controlled:
STO Project Methodology and Technology
Planning, Scheduling and Field Execution Roles
Creating a STO Project and Setting Defaults
Creating Layouts (saving, importing, exporting, controlling)
Creating the Work Breakdown Structure
Worklist Management and Control
Creating a Planned Job Package
Work Order (Task) Activity Sequence - Field Planning and Estimating
Entering Activities and Relationships Data
Using Steps
Defining Resources
Creating Resources and Limits
Creating Phase Calendars
Creating Activity Codes
Managing Data (Grouping, Sorting, Filtering, Global Changes)
Establish Key Performance Indicators (KPIs)
Applying Productivity Factors
Defining the Execution Plan
Prioritizing Work
Dynamic Schedule Management (DSM)
What-if Scenarios Optimizing the Plan
Saving a Baseline
Creating Shift Reports
Execution Management
Updating Activities
Creating Performance Reports
Using Earned-Value Analysis
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Instructor
Instructors
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Instructors
Ej (Ted) Lister is an internationally recognized innovative leader and soughtafter Shutdown, Turnaround and Outage Navigator and Keynote Speaker and
Presenter; author of several books and manuals relevant to STO BestPractices. Gifted, patient and enthusiastic communicator and people-person;
projects are not successful, the project team is.
25 years of combined experience in the field and in the war-room. Certified Red
Seal Electrician and Instrumentation Technologist. Qualified Planner/Scheduler
and Project Controls Specialist with HR and Change Management
accreditations. Ej is the Editor of STO Navigator learning blog, contributing
weekly to share knowledge and experience to more than 10,000 visitors
monthly. In 2005 Ej published Successful Change Management and is currently
completing a High Performance Organization book Lead, Manage or Dig.
Favorite Quote: Grown-ups invented work to keep playing together
Kevin Cadieux is a passionate & motivated Shutdown, Turnaround and Outage
Navigator. Kevin is a professional Shutdown, Turnaround and Outage Advisor,
Mentor, Keynote Speaker and Presenter and a driving force in altering the
cultural aspects of STO projects.
28 years of time in the trenches and the nerve centers of the shutdown world.
Certified Red Seal Instrumentation Tech, Certified Electrical Technologist. Have
experienced life as a TA Manager, TA Coordinator, Logistics Liaison, Planner /
Scheduler, Cost Tracker, HSE Leader, and participated in events as both Client
and Contractor.
The whole STO world is a dynamic and exciting environment where Kevin can
instil passion and outside the box perspectives to affect positive change to
your STO culture and spread the passion for these events
Favorite Quote: Without change there is little growth
STOnavigator inc.
#225 6450 Roberts Street | Burnaby BC Canada V5G 4E1
P: 604-294-1577 | F: 604-294-6095 | www.stonavigator.com
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Common Shutdown and Turnaround

Terminology and Definitions
Accountable e.g.; you are accountable for the overall plan, however, you are
not responsible for developing it (accountability is a leadership role as compared
to responsibility which is a management role)
Activity a logical step in a series / parallel network which has a defined
duration supported by resources.
Activity Type Insulate, erect, install, clean, open, etc. (the action associated
with an activity regardless of who is performing the work)
Actuals the real time measured in hours to complete and activity or task
Asset Integrity the condition of an asset compared to its original design;
measured by material degradation.
Baseline Estimate the estimate of an activity based on industry standards
which does not include any friction time.
Best-Practices procedures that are practiced that deliver the best results
based on industry surveys, i.e., vessel cleaning, planning, hot-bolting, safety, etc.
CAPEX capital expenditures
Consumable materials or indirect items which are consumed during work
execution, i.e., pipe dope, lubricants, tape, wipes, etc.
Coordinate field management of cranes, vac trucks, people, etc. during the
execution of a shutdown or turnaround.
Crashdown an expected, uncontrolled, interruption in a process unit, system
or equipment.
Critical Job a task or activity that has run out of float and exceeded its process
availability calendar.
Critical Path a project management term indicating a series of activities which
drive the duration of the project (not used in management shutdowns and
turnarounds)
Direct labour resources and costs associated with wrench-hours. Direct work is
when actual hours are associated with earned hours.
Earned the percentage of time in hours in which an estimated activity or task
has progressed, regardless of the actual time it took to complete.
Equipment Type Exchanger, Vessel, Pump, Drum, Stack, Compressor, Tank,
etc.
Estimating determination of what activities need to be performed to execute a
task and the amount of resources, time/duration, human, tools, materials, etc.
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Common Shutdown and Turnaround Terminology and Definitions

that are required to perform it; based on industry benchmark standards not
including friction.
Feed-out Day 1 of a shutdown or turnaround when feedstock is no longer
flowing into the plant; shutdown.
Field Planner an individual responsible for completing a field estimating form
out in the unit to determine the activities and resources required to execute a
task.
Float the amount of time an activity or task can slip before it becomes a critical
job (before it exceeds Process Availability)
Free Issue materials or indirect items which are not consumed during work
execution and do not require a Materials Traceability Record MTR, i.e., safety
glasses, pipe nipples, fittings, etc.
Friction Time non wrench-time, i.e., time waiting for permits, coffee, lunch,
standby, etc.
Guidelines (Documents/Notes) guidelines are written parameters associated
with a process where strict policies or procedures are not required.
Indirect support resources for direct wrench-hours; i.e., tools, materials, travel,
trailers, safety equipment, scaffolding, welding rod, etc. (typically 115% of direct
wrench-hours when determining the initial budget).
Initial Budget a budget created for a shutdown or turnaround based on the
estimates of direct wrench-hours, materials, equipment, purchase orders and
indirects prior to the Worklist Cut-off Date.
Key Performance Indicators the key things whose performance we wish to
measure during a shutdown or turnaround; i.e., safety, duration, cost, quality,
worker performance.
Key Performance Targets the limits of key performance indicators. For
example, 0 incidents, 18 days, $24M, 0 leaks, etc.
Levelling the process of allowing Primavera P6 to schedule tasks
automatically within the constraints of the programmed limits to create a
schedule that meets or exceeds the key performance targets, or establishes the
key performance targets by determining the shortest duration, lowest cost, least
amount of resources, etc. (typically done as what-if prior to working in a live
project).
Longest Job the task, or series of tasks, with zero float which determine the
duration of a shutdown or turnaround
MOC Management of Change form required to be completed prior to any
process or materials changes are executed.
Network activities belonging to a network (Work Order / Task) connected by
series or parallel links to form a logical sequence, i.e., strip-down rebuild
procedure for an asset or piece of equipment. The Network is the lowest level of
the WBS.
Operator a person responsible for developing a schedule.
OPEX Operating Expenditures (including maintenance and maintenance
projects)
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Outage equipment taken off-line for overhaul, maintenance or project work;
often done during a Shutdown or Turnaround, and does not result in a total loss
of Process Availability
Performance Measure of productivity
Phase a timeframe duration occurring during the execution phase of a
shutdown or turnaround; i.e., shutdown, decommission, purge, drain, open,
clean, inspect, repair, maintain, close, deblind, etc.
PJP Planned Job Package
Plan an overview of all the scheduled activities for an entire project
Planner a person responsible for the planning function
Planner/Scheduler a person responsible for the planning and scheduling
functions
Policy a rule implemented by the company, i.e., no smoking in a process unit
Procedure (Steps) the steps outlined in a document or in Primavera P6
required to properly execute and activity; i.e., changing the oil on a compressor.
Process Availability Work Breakdown Structure with assigned start and finish
times, i.e., Stabilizer System is available from Day 3 Day 13
Process Integrity the condition of an asset, system, process, or unit with
respect to cleanliness; measured by differential, or production throughput, i.e.,
catalyst, filters, exchangers, coolers, etc.
Productivity a factor applied to a benchmark estimate to account for friction
time, standby time and non-productive time.
QA Quality Assurance Quality Assurance is the responsibility of the owner,
i.e. Engineering, Technical or Inspection determines the limits, specifications, or
design parameters and verifies that they are correct, i.e., gasket type
QC Quality Control Quality Control is the reasonability of the contractor, i.e.,
to ensure the gasket is installed correctly to ensure quality workmanship.
Resource human, tool, equipment, materials, procedures (anything that is
consumed or expends effort to execute an activity).
Responsible when you are assigned to perform a task and you perform it as
requested; if you delegate it you are still accountable, but no longer responsible
(either way you are in trouble if you dont lead or manage).
Risk/Cost Benefit a process of scrutinizing all worklist items to determine their
validity for execution during a shutdown or turnaround. If they dont support the
vision of a safe and reliable facility for a pre-determined run duration, they dont
make the worklist.
Schedule a list of activities to be executed in a 24 hour period
Scheduler (Programmer) a person accountable for developing a schedule
Shutdown an outage planned for cleaning or maintaining a facility, unit,
process, system or equipment (non-inspection related)
Strategy a method of determining how something will be done while
considering what-if scenarios.
Task Type Inspection, Mechanical, Electrical, etc. (the key resource
associated with the task).
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Common Shutdown and Turnaround Terminology and Definitions

Turnaround an outage planned for inspecting and cleaning a facility or unit as
regulated by government policies.
Turnaround Readiness Assessment the review of pre-planning effort prior to
feed-out
WBS Work Breakdown Structure the structure of a project to define levels
of project management and control, i.e., plant, area, unit, system, process,
equipment type; similar to and OBS Organizational Breakdown Structure.
Work Order an approved Work Request
Work Request a formal request for expenditure for equipment repair
Work Type Budgeted (prior to cut-off), Late (after cut-off and before feed-out
requires additional approval for expenditure), New (a task identified after feed-out
as a new worklist item or Work Order, Found (an activity added to an existing
network [task] due to inspection and entry findings).
Worklist a controlled list of tasks (Work Orders) to be planned and executed
during a shutdown or turnaround
Worklist Cut-off Date A date established by the Turnaround Leader in which
all worklist items (Work Orders) need to be submitted by (Typically 6 months
prior to feed-out and generally coincides with the establishment of the initial
budget).
Workscope Optimization reducing the scope of work for any project by
performing risk/cost benefit analysis and probability/consequence reasoning.
Wrench Hours the time spent physically working; as opposed to waiting,
breaks, travel, etc.
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3-Day Primavera P6 Planning & Scheduling for
Shutdowns, Turnarounds and Outages
Methodology
A formal process designed for efficient navigation and effective control of the
activities required to produce a defined deliverable
Has inputs (data/information) and outputs (products or services)
Has suppliers and customers (Stakeholders)
Multiple Methodologies make up the overall STO Management Process
Managed by policies, guidelines and procedures (best-practices)
Supported by:
Technology
ERP/CMMS
Methodology Management System (web-based application)
Project Management Software
Resources
Infrastructure
Finances

STOnavigator inc. Management Process Summary
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STO Project Methodology and Technology contd

STOnavigator inc. Procedure (Best-Practice) Example
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Planning and Estimating Best-Practices
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Workshop Exercise Planning and

Estimating
Objectives
This lesson describes the Field Planning and Estimating effort and tools that
need to be implemented to effectively field plan all the activities steps and
associated resources required to create an Activity Network for each Task
(Work Order) as well as Best-Practice Planned Job Packages:
Estimating Best-Practices
Field Planning
Tasks and Work Orders
Activity Networks
Planned Job Packages
Benchmark Industry Standards and Productivity Factors
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Best-Practices - Planning
Purpose Understand how to effectively plan and estimate approved Worklist
Items to decrease the risks associated with executing the work and increase
worker efficiency.
Best-Practices
Work packages should include all the required manpower, services,
materials, tools, rental equipment, special procedures and any related
documentation.
Develop detailed Equipment / Asset Network Libraries for all process unit
equipment activities.
Equipment networks should be developed within the Turnaround scheduling
software. Data is then exported to other maintenance management software
(i.e., CMMS), if required.
The Planning and Scheduling software should be dynamic and capable of
reacting to changing conditions quickly. Interfaces should be designed and
developed to upload or download only the specific information required.
The Equipment / Asset Networks should include all the activities that can be
performed on a specific piece of equipment, i.e., maintenance, operations
and support activities, e.g., scaffolding, safety, etc.
Assign qualified individuals to plan work packages.
Use Critical Path Method (CPM) when developing Equipment / Asset
Networks rather than Precedence Analysis (PA).
Equipment network activities should be:
No less than one hour duration
No more than one shift duration
New activity for change in key resource
New activity for change in equipment component
New activity for change in scheduling logic
Work packages should be identified by a sequential number tied to the
equipment identifier
Develop one equipment network that contains all the work activities that
must be executed on a piece of equipment.
Networks must be equipment driven by Equipment / Asset Tag Number.
Work Orders are only a mechanism to distribute costs.
Assign sort codes at the equipment or activity level during work package
development to facilitate filtering the data by a specific sort query.
Operations must define the shutdown and startup activities that will be
included in the Turnaround plan.
Execution Workbooks that contain Equipment / Asset Networks must be
assembled and provided to each supervisor who is responsible for the
execution of the activities as per the WBS and OBS.
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Best-Practices - Planning (continued)

Establish Planned Job Packages and Equipment Specific Network library
files to limit the planning effort required for each Turnaround.
Establish a Planning Department and the required facilities to support the
Planning Methodology.
Ensure Planners are trained, certified and qualified to perform all
Maintenance Planning functions, i.e., Turnaround, Routine, Materials and
Projects.
Guideline
a) Overview
Each facility should establish a Planning Department that is responsible for
managing the planning function required for Turnaround and Routine
Maintenance. The Planning Department Manager should report to the
Maintenance Manager and must be independent from the Execution Manager.
Personnel from the Planning Department should be assigned to specific
Process Units 365 days per year. They are responsible for planning all
Maintenance activities that will be conducted in their assigned Process Unit.
The Planning Department will contain 3 or 4 levels of planning skill. The facility
must also ensure that a suitable planning office and a controlled records storage
room (Data Library) is used to file and store historical equipment information.
Studies show that a minimum of 38% of the labour costs in a Turnaround can be
directly attributed to travel of one form or another, e.g. not identifying blind sizes,
locations, gasket specifications, wrench sizes, etc. Identifying all the resource
requirements in a Planned Job Package (PJP) can significantly reduce this
percentage.
Planning is the effort of developing detailed plans (PJPs) for executing work
associated with the maintenance and upkeep of equipment assets. For
Turnaround related maintenance work, the development of Planned Job
Packages and Equipment Specific Network library files will significantly improve
the outcome of Turnaround execution while reducing the future planning effort.
The primary function of planning is the identification of all the resources and the
duration that is required to execute the Turnaround scope of work. Focus
should be on accurate identification based on planning and estimating
resources at the activity level of each Planned Job Package.
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b) Identification of Resources
Establish descriptive standard codes across the Corporation for all resources,
i.e. planning codes, materials codes, permit codes, trade codes, equipment
codes, contractor codes, etc., to ensure consistent application (e.g. INST =
Instrumentation). Establish sort codes, report queries and report structure to
identify and control resource requirements during the execution phase. Use
Planning and Scheduling software that is capable of identifying, compiling and
reporting support resource / service requirements along with the manpower
requirements on the Daily Shift Report.
Human Resources
Assign unique codes based on the corporate standard to identify all crafts,
specialities and support personnel as follows:
Work teams if the work activity requires a unique combination of
craftspersons identify it in the plan (e.g. exchanger crew scaffolder,
mechanic, rigger, crane operator)
Individual craftsperson match the resource to the work, i.e. if the activity
requires a special skill or physical characteristic, then identify it in the plan
(e.g. speciality welder, confined space entry, training for breathing air,
firewatch, manwatch)
Supervision provide reports filtered in a manner that allows the
Management Team to determine the correct level and quantity of supervision
required to supervise and control the workforce (e.g. sorted by process area
/ unit, equipment type, craft, etc.)
Direct Support Services stress relieving, x-ray, high pressure wash, etc.
are direct support services that must be identified at the activity level of each
Planned Job Package.
Indirect Support Services based on the planned hours of direct labour a
percentage of indirect hours will be required, i.e., orientation and training,
small tools, safety equipment, cleaners
Materials
Identify all materials at the activity level using the identification codes specified
in the corporate standard. Coding, material description, quantity and unit cost
must be defined in sufficient detail to ensure that:
Material can be ordered, expedited, delivered, stored, issued, returned and
tracked for cost and quantity effectively during the Execution Phase
The material description data entered into the Planning and Scheduling
software and the Planned Job Packages must be correctly identified at the
activity level, i.e., catalogue number, quantity required.
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Equipment
Major equipment such as cranes, bundle pullers, manlifts, vacuum trucks, highpressure washers, etc must be identified in the Planned Job Packages to
optimize utilization and establish the quantities required.
Description, size, quantity and rental rates must be specified at the activity
level
Specify major equipment as a Trade Code in the Resource Table of the
Planning and Scheduling software
Any special procedures, safe work plans or restricted access should be
noted in the Planned Job Package at the activity level
Tools
Tools such as impact guns, sockets, wrenches, grinders, etc must be identified
in the Planned Job Packages to optimize utilization and establish the quantities
required.
Description, size, quantity and type must be specified at the activity level
All tools should be identified in the Tool Table of the Planning and
Scheduling software
Inspect and certify hoisting equipment cables, slings, hoses, etc.
Develop a policy for on / off site delivery and storage
Tool by equipment not workforce. Strategically place tool trailers and gang
boxes to minimize travel and waiting time
Ensure adequate supply of tool consumables, i.e., grinding disks.
Off Site Services
The activities that must be executed off-site by speciality services must be
identified at the activity level of the Planned Job Packages. Assign a unique Sort
or Trade code for each off-site service. This will ensure each work activity that is
performed off-site is properly scheduled and managed by the Execution Forces.
The Off-Site Service Contractor must supply a plan of the activities to be
performed, as well as provide feedback on completed or partially completed
activities. This will allow the Planner to update and manage the Turnaround
work schedule. In some cases, the Planner may have to provide the Off-Site
Service Contractor with a Planned Job Package. When developing the Planned
Job Package for off-site services, the Planner must consider:
Preparation, removal, crating, shipping and receiving
Delivery, pickup, equipment requirements; i.e., cranes, flatbeds, rail,
WHMIS, safety procedures, etc. to allow efficient delivery and repair of the
assets
Safety warnings / tags and special procedures must accompany each asset
requiring off-site service
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Permits
When developing the Planned Job Package, the Planner must identify the
permit requirements at the activity level of each Planned Job Package as
follows:
Assign Standard Corporate Permit Codes (e.g. Hot, Cold, Confined Space
Entry, Excavation, Vehicle Entry, etc)
Procedures
When developing the Planned Job Package, the Planner must identify the
procedures and supplemental information at the activity level of each Planned
Job Package as follows:
Procedures included in the Planned Job Package can be electronically
attached at the activity or equipment level in the Planning and Scheduling
Software, i.e.,
Safe Work Procedures, Job Hazard Analysis, etc.
Work Instructions, Critical Lift Studies, etc.
Drawings, sketches, specifications, procedures, etc.
c) Planning Checklists by Equipment Type
Planning checklists assist the Planner when developing the Planned Job
Packages and Equipment Networks and identifying the resources required to
effectively execute the Workscope by itemizing all the activities that must be
considered when planning maintenance work activities for specific types of
equipment.
d) The Planning and Scheduling Plan
The Senior Planner responsible for the Process Unit outage must develop the
Planning and Scheduling Plan that considers the following issues:
Planners Responsibilities
Equipment Library Database Management
Turnaround File Management
Labour and Cost Estimating
Planned Job Package (PJP) Document Control
Planned Job Package (PJP) Guidelines
Routine Maintenance Work Integration
Work Order Management
Scheduling Methodology
Report Methodology / Generation / Distribution
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Planning Checklist Example Heat Exchangers
Types of exchange bundles:
a) Removable straight tube,
b) Removable u-tube,
c) Fixed tubesheet,
d) Integral T.S. drilled,
e) Removable straight tube with expansion joint tail pipe,
f) Air cooler,
g) Bundles with full face T.S. (drilled).
Determine bundles to be re-tubed:
a) Where to send bundles?
b) Order replacement bundles where to ship?
c) Determine ship out and receive dates?
Determine the bundles that require sample tube removal and tube size.
Order replacement tubes for samples.
Determine bundles that require IRIS inspection.
Fill out forms on gasket requirements.
Order gaskets.
Have test pumps checked and available for hydro-test of exchangers.
Arrange for any high-pressure tests to be conducted.
Arrange to have blind flanges and test blinds available for hydro-test of
shells and bundles.
Have condensate tank truck available for cleaning and hydro-test of stainless
steel bundles and shells.
If chemical cleaning of exchangers is required, locate suitable contractor.
Have Technical Group involved to prepare procedure and discuss with
contractor.
Determine the site for pulling sample tubes from bundles and doing the
IRIS inspection.
Establish bundle washing area.
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Best-Practices - Estimating
Purpose
Establish a consistent methodology for preparing direct labour estimates that
are used by the Turnaround Planner to determine the man-hours, duration and
work crew composition for each Planned Job Package.
The estimated cost for direct labour, indirect labour, materials, rentals and other
costs associated with the infrastructure that is necessary to support the planned
work activities determines the Cost Estimate.
The Turnaround Management Team assesses the financial risks associated
with executing the defined Workscope and applies a contingency allowance to
the Cost Estimate. Establish the Control Budget that will be used to control the
Turnaround expenditures.
Best-Practices
The Corporation must establish a Glossary of Terms that contains standard
definitions and terminology associated with Maintenance Planning,
Estimating and Scheduling.
The Corporation must establish a common reference manual of Standard
Estimating Man-hour Units and a common Benchmarked Equipment
Network Library for all direct and indirect work activities associated with
maintenance repairs and project work throughout the corporation to enable
benchmarking of cost and labour productivity.
All Maintenance Planners should be trained to apply the Corporate
Estimating Methodology, gain practical field experience in the strip-down and
repair of process equipment and have a working knowledge of the
construction methods used to dismantle and install equipment and asset
class components.
The Maintenance Planning Department must establish a set of standard
checklists to assist the planners in preparing complete labour and cost
estimates.
The Maintenance Planning Department must establish a consistent method
of estimating work activities based on the type of work involved, e.g. strip
down / overhaul of equipment, dismantle / replace existing equipment or
asset classifications (pipe, wiring, steel) and new installation of equipment /
asset classifications.
The estimating method should be based on a step by step procedure that
uses the standard estimating units and / or the benchmarked standards to
create a baseline estimate for direct labour activities. The baseline estimate
should then be conditioned with the appropriate productivity factors to
compensate for environmental, plant and geographical conditions to improve
the accuracy and practicality of the man-hour estimate.
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Best-Practices Estimating (continued)

The Maintenance Department assisted by the Procurement and Contracts
groups should prepare supplemental reference material to support the
Maintenance Planner. The information is used to prepare accurate labour
and cost estimates that must be updated regularly and should include the
labour cost rates, labour agreement rules for overtime compensation,
working conditions, shift premiums, material, consumables and rental unit
costs, etc.
In conjunction with the Turnaround Cost Controller, the Maintenance Planner
must periodically analyze all estimating allowances used to estimate the
man-hours and cost for indirect labour, material, tools, consumables, rental
equipment and miscellaneous costs to ensure the allowances reflect actual
historical performance.
The Turnaround Management Team should add a Contingency Allowance to
the Cost to provide a financial buffer for unexpected or uncertain events that
may occur during the Execution Phase.
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Guideline
a) Overview
The equipment logic network prepared as part of the Planned Job Package
describes the activities to be executed for the Workscope in the Turnaround.
Benchmark standards or estimating units are applied to the work activities
described in the equipment logic network to determine the man-hours and the
cost of Direct Labour for each Planned Job Package. The quantity takeoff for
materials and specialty services (Catalyst Loading, Stress Relieving, Repair
Shops, O.E.M Reps) extended by the unit price determines the cost for
Purchase Orders and Stock items.
Once the Direct Man-hours and Cost is determined for the Workscope, the manhours, cost of Indirect Labour and the Associated Costs are estimated using
historical costs from similar Turnarounds conducted at the Facility.
The total man-hours and cost estimate broken down as per the Work
Breakdown Structure, is used as the control estimate for measuring the cost and
performance status and for projecting the cost and schedule trends.
For the Turnaround, the direct man-hours are the basis of the plan, schedule
and progress status projection. Decisions on the duration of equipment and
plant outages are based on simulations of cost, resources and duration and the
production targets are then adjusted to accommodate the maintenance
requirements that are defined by the schedule. Inaccurate or incomplete direct
man-hour estimates will have a detrimental effect on cost, schedule, duration
and performance regardless of whether the estimate was high or low.
For these reasons, the Turnaround Management and Cost Estimating Groups
must provide the Turnaround Planners and Estimators with concise guidelines
and procedures for estimating the man-hours and cost of the Turnaround.
Personnel assigned the responsibility for preparing the labour and cost
estimates must have the necessary experience and training to prepare a
schedule and control estimate that is accurate and achievable.
Labour and cost estimating is not an exact science and standards used to
prepare man-hour estimates and factors for productivity, indirect and associated
costs are not intended to be inflexible but rather to be used as a guide and
adapted to suit the uniqueness of each Turnaround. Understanding the many
complex issues that contribute to labour productivity and how the baseline
estimate that must be prepared using estimating standards that can be adjusted
to suit the actual conditions separates the experienced estimator / planner from
the clerical type estimator.
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Preparing an accurate man-hour / cost estimate involves more than applying
estimating units to a quantity takeoff or using historical data from previous
Turnarounds. There are many factors that will influence the quality and
accuracy of the estimate and the team consisting of the Labour / Cost Estimator,
Planner, Execution Supervisor and Engineer must review and agree to the
technical requirements and execution strategy before the estimate is finalized.
The Estimator must then consider the following variables that will influence
productivity:
Attitude of the workers (motivation, reward, incentive)
Capability of the workers (skill, experience, training)
Logistics (indoctrination, orientation, environment, resources,
infrastructure)
Management (vision, supervision, planning, scheduling)
The ability of the Turnaround Management Team to implement an effective
Turnaround Management Plan that considers all functional areas required to
effectively manage the workforce and the resources required for any large
project like a Turnaround is the key to successful project management.
Estimates prepared using Benchmark Standards or Standard Estimating Units
assume the efficient management of planning / scheduling, logistics, labour
relations, technical information, worker capabilities, training, support services,
etc. The experienced estimator must consider all these variables in his estimate
and work with the Planner and Management to set up a Turnaround
environment that will optimize workforce effectiveness.
b) Definitions
Order of Magnitude Estimate (+/- 40%) - this type of estimate is based on
preliminary feed and recovery throughput rates, type of Process Unit and
when available, block type flowsheets. Typically, this is all the information
available at the conceptual stage of the Turnaround and the degree of
accuracy +/- 40% reflects the incomplete information available. Order of
Magnitude Estimates are not used as part of the corporate Turnaround
Management Process for Planning / Scheduling because of the inherent
inaccuracy in this type of estimate.
Preliminary Estimate (+/-20%) A quantitative estimate based on all the
Workscope items identified on the Initial Worklist. Typically, this estimate is
based on historical records for the identified equipment or similar equipment
repairs, vendor quotes and limited quantity takeoffs. To these costs are
added estimates or factors to cover indirect and associated costs. Accuracy
for this type of estimate is +/- 20%. The Preliminary Estimate is used to
prepare the preliminary plan, outage duration and Initial Budget for the
Turnaround. The Turnaround Management Team must add an allowance
(40% to 50%) to the Initial Budget amount to allow for the lack of full and
accurate information about the extent of the work on the identified assets
and an incomplete Worklist.
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Definitive Estimate (+/- 5%) A quantitative estimate based on all the
Workscope items identified on the Worklist at the Feed / Oil-out Date.
Typically, this estimate is based on a fully defined Workscope, equipment
logic networks, complete material specifications, detailed takeoffs of all
material quantities and fixed vendor quotes. To these costs are added
definitive estimates for all major equipment rentals, facilities, logistics and
allowances for all Indirect and Associated Costs. A Definitive Estimate
requires the most information and is the most accurate. It is the basis for
the final plan, schedule and Cost Estimate. The Turnaround Management
Team must add a Contingency Allowance (20% to 25%) to the Working
Budget amount that was established from the Cost Estimate to define the
Control Budget.
Lump Sum Estimate Comparison for Fixed Price Contracts A Lump Sum
Estimate is an attempt to forecast the most likely cost of a defined
Workscope within acceptable limits of risk. By adding to the Definitive
Estimate, the risk allowance and the expected Contractors Overhead and
Profit (based on historical information or budget estimates solicited from
contractors), a Lump Sum Estimate is prepared and used to evaluate the
Fixed Price Bid of the Contractors.
It is important that all Fixed Price Bids be evaluated against the Lump Sum
Estimate. A variance of more the 5% to 10% between Fixed Price Bids
and the Lump Sum Estimate is an indication of inherent problems in the
bids submitted by the contractors and the reasons for this discrepancy
must be determined and resolved before the Contract is awarded. The
discrepancy is usually a result of errors or omissions by the contractor or
the owners Estimator or a misunderstanding of the Workscope. Failure to
resolve this discrepancy prior to award will result in delays, claims and / or
rework during the Execution Phase.
Benchmarked Standards Equipment Logic Networks detailing each work
activity with the historical information on trade composition, crew size and
duration are compared to information obtained from other pacesetter
facilities, which have similar processes and equipment. Over time, the
Benchmark Standard for each equipment logic network will represent the
best estimate of baseline man-hours required to execute the Workscope
for that Process Unit under the conditions defined in the standard.
Standard Estimating Units Man-hour units that combine predictable and
described individual work elements constructed in a logical planned
sequence into a standard operation. The time required to execute each
element are developed using Methods Time Measurement (MTM), Time
Study / Stopwatch Techniques and Work Sampling Studies. Standard
Estimating Units are baseline units which represent the average time
necessary for a qualified worker, working at a normal pace, under capable
supervision and experiencing normal delays, to perform a defined amount
of work of a specified quality, while following acceptable trade practices.
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c) Instructions
The Definitive Estimate is established based on the partitioning of the
Workscope (WBS) and therefore can provide detailed information by
Process Unit and Equipment Type which is used for the following:
Developing the Execution Schedule,
Controlling the Budget and the Cash Flow Projection,
Defining the price breakdown required for Fixed Price Bids,
Defining the Lump Sum Estimate which is compared to the Fixed
Price Bids,
Manpower and Resource planning,
Performance and cost analysis / trending / forecasting.
To be effective, the Definitive Estimate must be based on Benchmarked
Standards or Standard Estimating Units. The Estimator must understand
what the Baseline (location, time of year, process unit, etc.) is for the
estimating units and how to adjust the estimate when the conditions are
different than the baseline conditions.
The Estimator must thoroughly understand the material and equipment
specifications, strip down and overhaul procedures, maintenance and
construction work techniques and standard work activity definitions used to
describe the Benchmark Standards and Standard Estimating Units.
Definitive man-hour and cost estimates can be prepared using either
integrated computer software programs such as Primavera, Icaris,
electronic spreadsheets (Excel) or manually using pre-printed forms.
Regardless of what system or software is used, it is important that the
Estimator / Planner understands what the basis for the man-hour units are
and how the program functionality is controlled to prepare an accurate
estimate.
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d) Definitive Estimating Method
Regardless of what system is used, the estimating method consists of a
number of steps that must be followed in a defined order to prepare the
Definitive Estimate:
1. Direct (Planned Man-hours)
Direct Man-hours are defined as the man-hours (wrench time) involved
for physically installing, repairing or maintaining installed equipment.
Estimating the Direct (planned) Man-hours requires the Estimator to
breakdown the Workscope into separate logical work activities
(equipment logic network). The equipment logic network consists of
work activities sequenced in a logical manner with the required
resources defined for labour, materials, tools, permits and supplemental
information related to each activity (work instructions, specifications,
procedures, etc.). The Planner must then identify the optimum trade
mix (crew) and define the timeline (duration) of each work activity.
Large or complex activities must be separated into the individual trades
that are assigned to each activity.
The Planner or Estimator prepares the Direct (planned) man-hour
estimate for each PJP by using one of two techniques:
The quantity takeoff from Issued for Construction (IFC) drawings for
each work activity multiplied by the Standard Estimating Units
equals the man-hours for the activity. By determining the optimum
crew to effectively execute the work, the duration of the activity can
be determined. There are many sources of industrial standard
estimating units available today (Page & Nations, Richardson
Rapid System, Jacobs Canada Ltd., Icaris). It is important for the
corporation to adopt one system or a combination of systems as
the corporate standard for Labour Estimating Units and prepare a
procedure describing how and when the Estimating units are to be
applied. All the Estimators / Planners across the corporation
should be trained in the proper use of this Standard. Over time,
this will allow the corporation to benchmark productivity across
various units within each facility and across all facilities as well as
measure the productivity of one contractor against their peers.
Man-hours = Quantity Takeoff X Estimating Unit
Prepare the Benchmarked Equipment Strip Down and Overhaul
Logic Networks for the Worklist Items based on historical records,
industry studies, Third Party Consultants, etc. The logical
sequence of activities, optimum crew and duration for each network
determines the man-hours.
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There are sources of industrial benchmarked equipment networks
available today that can be used as a reference, however, the
corporation should prepare their own Benchmark Equipment Network
Standards using a standard template for each type of equipment.
The corporation should prepare a procedure describing how and
when the Benchmark Standards are to be applied. All the Estimators
/ Planners across the corporation should be trained in the proper use
of this Standard. Over time this will allow the corporation to
benchmark productivity across various process units within each
facility, across the corporation and compare the results with other
companies as well as compare the productivity of one contractor
against another.
Man-hours = Crew X Duration
2. Productivity Factors
When Benchmark Standards or Standard Estimating Units are used to
prepare the Direct Man-hour Estimate, Labour Productivity Factors may
have to be applied to the baseline estimate to suit local conditions that
are different from the conditions under which the baseline estimating
units were developed. Accurate Labour Productivity Factors are
developed from a review of past performance conducted under similar
conditions and consulting various sources such as:
Historical data from previous work packages,
The specific process unit where the work activities are conducted,
The average height at which the work will occur,
The time of year when the work will occur,
The proposed execution strategy.
Three types of productivity factors must be considered to accurately
assemble a realistic direct man-hour estimate:
A. Factors based on the average trade skill, training, motivation, etc
(e.g. height, complexity, environment, weather, overtime, shifting,
congestion).
B. Factors that adjust the man-hours to account for local geography,
manpower availability, local skill level, competition, etc.
C. Factors that adjust the man-hours because of the type of process unit
being worked on or company policies (e.g. metallurgy, safework
procedures, operating pressures and temperatures).
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Productivity Factors defined as Type A are well documented and are
applicable for any location and are not process unit specific and consist
of two types of factors:
Plant Environment Factors that deal with the scope of the work
package,
Productivity Loss Factors that deal with the execution strategy.
Productivity Factors defined as Type B are more difficult to define and
require historical information on local bidding practices and knowledge of
the local labour market. Type B Factors must be monitored regularly
since they will change as local market conditions change.
Productivity Factors defined as Type C use historical information that
was used to develop the man-hour estimate for the work packages and
the company policies and procedures that existed at that time. Once
established, these factors remain fairly constant unless there is a change
in company policy, e.g. change in permit issue or technical
specifications.
When considering Productivity Factors, the Estimator should review
each discipline (civil, piping, electrical, etc.) or equipment network
separately. For example, it may be necessary to add a Productivity
Factor to the Piping man-hours in the Crude Unit because of the height
restrictions but all other work activities may not require a height factor.
The Direct Man-hours for the Definitive Estimate are calculated by
multiplying the baseline man-hours from Step 1 by the Productivity
Factor calculated in Step 2
Direct Man-hour Estimate
= Man-hours X (1+Productivity Factor)
3. Labour Cost Rates per Man-hour
Trade Labour Rates including all payroll benefits, shift premiums,
subsistence and travel costs are calculated in accordance with local
labour collective agreements for each trade used in the Turnaround. The
estimating program must be capable of calculating the cost of the trade
man-hours summarized at the Work Order level. There are many ways
to calculate and apply the cost of trade labour that are appropriate. The
important thing is to recognize all the various cost components that exist
and must be included in the Direct Labour Cost calculation.
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Unit Labour Rates solicited from a contractor include Trade Labour Costs
and may also include certain cost categories such as Indirect,
Associated, Material, Rental, Overhead, Profit and Risk Allowance Costs
depending on the requirements of the bid document. Care must be taken
if Unit Labour Rates are substituted for Trade Labour Rates in preparing
the Definitive Estimate. The Estimator must review the costs that are
included in the Unit Labour Rate so there is no duplication in costs when
applying historical factors to calculate Indirect and Associated Costs.
Cost of Direct Man-hours
= Direct Man-hour X Cost / Man-hour Rate (per trade)
4. Indirect Man-hours
Indirect Man-hours are defined as the man-hours that are not directly
related to the physical installation, repair or maintenance of installed
equipment but are required for the orderly completion of the work.
Indirect (Support) Man-hours and Costs generally track very closely to
the Direct Man-hours and Cost. For this reason, the best practice is to
determine the Indirect Man-hours / Cost as a percentage of the Direct
Man-hours. By assigning Indirect allowances as a percentage of the
Direct Man-hours, the cost estimate for all indirect cost categories will be
automatically calculated. The Indirect Man-hour Cost will automatically
be calculated each time the Change Management Process is used to
adjust the plan, schedule and cost forecast as a result of Added, Extra
and Cancelled Work during the Execution Phase.
Historical cost information for each Process Unit should be used as the
basis for the percentage applied to the direct man-hours for each Indirect
Cost Category. For each Turnaround, this historical value should be
reviewed and adjusted if the Turnaround Management Plan or execution
strategy is different from previous Turnarounds.
Indirect Man-hour Estimate (each Cost Category)
= Direct Man-hours X % (for the Cost Category)
Cost Estimate for Indirect Man-hours
= Indirect Man-hour X Cost / Man-hour Rate (by Cost Category)
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5. Associated Costs
Associated Costs include all miscellaneous cost components related to
the infrastructure required to support the Direct and Indirect man-hours.
Associated Cost Categories can be calculated as a percentage of the
total cost of the Turnaround costs that include Direct, Indirect, Materials,
Purchase Orders and Rentals. This method however can lead to
discrepancies if the value of materials and Purchase Orders varies
greatly from Turnaround to Turnaround because of changes in the
Workscope. The recommended approach is to calculate Associated
Costs as a percentage of Direct Labour only.
Historical cost information compiled by Process Unit should be used as
the basis for the percentage applied to the direct man-hours for each
Associated Cost Category. For each Turnaround, this historical value
should be reviewed and adjusted if the Turnaround Management Plan of
execution strategy is different from previous Turnarounds.
Cost Estimate for Associated Costs
= Direct Cost X % (for the Cost Category)
6. Material Costs
Material Costs are calculated by multiplying the quantity takeoff from
drawings, sketches, etc by the unit rate per component. There should be
wastage factors applied to certain types of material because some
materials come in standard units, e.g. ready mix concrete, pipe, conduit,
etc. that require an increased material quantity from that shown on the
drawings. Other items such as heavy or multi-conductor electrical cable
must be very carefully estimated to allow for bends and terminations so
that no field splice is required.
Specialty items such as NDE Inspections, Fabricated Components, Nonstock materials, etc., required specifically for the Workscope are procured
using Purchase Orders and must be identified separately in the
Turnaround Cost Estimate.
Material / P.O. Cost = Quantity X Unit Price
7. Major Rental Equipment
Major Equipment is calculated either by estimating the rental cost of the
equipment for a specified duration or as a percentage of the direct Labour
Cost based on historical records.
Rental Cost = Unit Price X Duration + Mob / Demob Cost
and / or
Direct Labour Cost X % (Rental Cost Category)
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8. The Definitive Estimate is the sum of the man-hours and cost for the
following categories:
Direct Labour
Indirect Labour
Associated Costs
Material Costs
Rental Equipment Costs
9. Contractors Overheads
The Contractor will include in his rates an amount to cover his Overhead
and Profit regardless of the type of contract executed (fixed price, unit
rate, cost plus). Current information on the local market conditions,
historical information on the bidding strategy of various contractors and
the requirements for corporate support specified in the bid documents are
used by the Estimator to determine what percentage to include in the
total cost estimate for Overheads.
The Contractors Overhead may consist of items such as:
Project Overhead:
Personal Protective Equipment
Small Tools
Consumables
Site Facilities (Offices / Lunchrooms, etc.)
Vehicles
Supervision, Safety, QC, etc.
Administration, Timekeeping, etc.
Corporate Overhead:
Financing Cost
Insurance Cost
Bonding Cost
Courier, Telephones, Computer, etc.
Facilities
Specific Support Items
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10. Contractors Profit
The Profit the contractor will apply to his cost will vary depending on
market conditions, his backlog of secured work and how motivated he is
to secure the work. Current information on the local market conditions
and historical information on the bidding strategy of various contractors
will help the Estimator decide what percentage to apply to the total cost
estimate for Profit.
11. Contractors Risk Allowance
The contractor in preparing to bid either Unit Rate or Fixed Price Work
will assess the financial risks that exist in executing the Workscope.
Items the contractor will consider when determining the financial risk
include:
Cash flow problems,
Need for excessive corporate involvement,
Excessive tools and consumable required,
The amount of unbillable overtime for staff,
Poor workforce performance,
Unclear Workscope definition,
Inclement weather,
Unbillable rework,
Potential warranty claims.
The estimator using techniques such as the Monte Carlo technique will
determine a low and high cost range for the Lump Sum Estimate based
on past experience. Through analysis, an assessment of the contractors
risk and confidence levels can be evaluated and the resulting risk
allowance determined.
12. The Lump Sum Estimate, which is an attempt to forecast the most likely
cost of a defined Workscope that will be executed by a contractor under a
unit rate or fixed price contract, is the sum of the:
The Definitive Estimate
The Contractors Overhead
The Contractors Profit
The Risk Allowance
13. After completing the man-hour and cost estimate, the Estimator must
review the Cost Estimate for content, check for unrealistic quantities and
record and file all backup data
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14. The Cost Estimate is the final estimate that is used to prepare the
Working and Control Budget. The Cost Estimate may be a combination
of definitive estimates for the part of the Workscope executed by in-plant
personnel and lump sum estimates for the part of the Workscope
executed by contractors using fixed price or unit rate contracts.
Control Budget
= Cost Estimate + Contingency Allowance
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Equipment Network Logic (graphical)
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Field Planning Form (example)

FIG PE1: The Field
Planning Form
allows Planners to
gather the data
required to create
activities in the
Planning Layout of
their Primavera
project.
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Assigning Planners by Planned Job Package
FIG PE2: The

Worklist showing
Planner
assignment and
Planned Job
Package status
1. Once the Asset Team has

approved a Worklist Item
the Lead Planner will assign
a Field Planner to plan and
estimate the Task and
develop the Planned Job
Package.
2. The Field Planner will then
completes the contents
page of the Planned Job
Package to determine what
information needs to be
included, i.e., Operations,
Safety, Environment,
Inspection, etc.
3. As the Planned Job
Package is completed a C
is selected under the
appropriate stakeholder
department and the
package completion
percentage is updated
automatically.
4
3
4. When the Field Planning

Form is completed it will be
reviewed by the Lead
Planner before being
entered into the Primavera
project. It will then be
included in the Planned Job
Package for reference.
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Field Planning Workshop Exercise

* You can use digital
photos to add value
to your Field
Planning Form and
insert them in the
Planned Job
Package.
Purpose Estimate the activities and associated resources, materials, tools,

procedures and supporting documentation required to safety and efficiently
execute the work required to complete the task with quality.
Objective
Plan a Task using the Field Planning Form.
Develop a Planned Job Package.
Create Activities in the Primavera project.
Steps
1. Create an Activity Code Value under Activity Code Work Order as
<20194421 - OPN/CLN/INSP and CHEM WASH>.
2. Create an Activity Code Value under Activity Code Equipment as <HT-1604-A LEAN OIL / RICH OIL (TOP) EXCHANGER>.
3. Fill in the Header Section of the Field Planning Form with the following
information:
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Field Planning Workshop Exercise (continued)

Steps (continued)
Date Mar-15-08
Planner Your name
PJP No. 01-HT-16-04-A
Page No. 1
Work Order No. 20194421
Task Description OPN/CLN/INSP and CHEM WASH
Task Type Insp
Equip No. - HT-16-04-A
Equip Description - LEAN OIL / RICH OIL (TOP) EXCHANGER
Area 2
Unit Train 1
System Process
Equip Type - EXCH
2. Fill in the Planning and Estimating Section of the Field Planning Form with
the activities and related information required to execute the Work Order.
3. Enter the Planning and Estimating Activities and related information into
Primavera Project using the Planning Layout.
4. Complete the following form to initiate the Planned Job Package and related
contents.
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* Use
the
Field
Plannin
g Form
to
create
the
plan of
activitie
s
(Activit
y
Networ
k) to
comple
te the
Work
Order
Task.
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* Use
the
Field
Plannin
g Form
to
create
the
plan of
activitie
s
(Activit
y
Networ
k) to
comple
te the
Work
Order
Task.
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* Use
the
Field
Plannin
g Form
to
create
the
plan of
activitie
s
(Activit
y
Networ
k) to
comple
te the
Work
Order
Task.
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Planned Job Package Cover Sheet
1
2
EXERCISE: Check
the appropriate
boxes for the
required
Department.
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Steps
1. Check the appropriate Yes or No box to indicate required Department.
2. Add any comments required by Department.
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Planned Job Package File Contents Checklist
2
1
EXERCISE: Check
the appropriate
Planned Job
Package contents
requirements.
Steps
1. Check the appropriate Included or N/A box to indicate content requirements.
2. Write in the number of Activities in the right-hand corner box.
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Planned Job Package Inspection Plan Checklist
EXERCISE:
Complete the
Inspection Plan
Checklist for Details
Attached.
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Steps
1. Complete Details Attached on the Inspection Plan Checklist as required.
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Workshop Exercise Planning and Estimating
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Lesson 1: Create your STO Project
Lesson 1
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Objectives
This lesson introduces the Primavera icons located on your desktop. You will
learn to:
Log in to Primavera P6
Create a STO Project
Establish STO Project Details and Defaults
Establish the Work Breakdown Structure
Create / Import the Planning Layout
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Logging In
Type a valid Login Name and Password to log in to Primavera. If you do not
know your Login Name/Password, contact your system administrator.
* Password is casesensitive.
FIG 1.1: Type a

Login Name and
Password.
Steps
EXERCISE: Log in
to Primavera as Tim
Harris.
1. Click Start, Programs, Primavera, Project Management (or double-click the

Primavera Project Management icon on your desktop)
2. Type a Login Name <admin> and Password <admin>.
3. Click OK.
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Home Window
The Home window is the starting point for navigating. It provides quick
access to enterprise data and project data.
To the left of the Home window is the Directory bar, which lists the 12
windows within Primavera. Each window provides specific functionality to
help you manage projects. Click an item in the Directory bar to access it.
Figure 1.2: The Home Window shows key navigation items.
FIG 1.2: The Home

Window
Item
Functionality
1.Title bar
Displays current application and name of open projects
2.Menu bar
Click to perform functions in Primavera
3.Directory bar
Click to display Primavera windows
4.Navigation bar
Move between open windows, toggle the Directory bar and open help
5.Status bar
Displays users Login Name, data date of open projects, access mode and
current baseline
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Navigation Bar
Use the Navigation bar to move back and forward to previously accessed
windows; return to the Home window; display and hide the Directory bar; and
access Help for the current window.
The Navigation bar, which is turned on by default, can be toggled on/off in the
View menu by clicking Toolbars, Navigation Bar.
* Right-click in the
Directory bar to
toggle the bar and
button text on/off.
FIG 1.3: The

Navigation bar is
on by default
Creating a Project
A project can be created using a variety of methods:
Create a New Project wizard:
Create the project
Create the Work Breakdown Structure (WBS)
Add Activities
Assign resources and costs
Import a file:
Import a project using the following file formats:
Primavera projects (XER)
All MS Project-related extensions (MPP, MBX, MPD and MPT)
Third-party projects (MPX)
Primavera Project Planner projects (P3)
Copy/paste:
Select elements of an existing project you want to copy to a new
project
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Create a New Project Wizard

FIG 1.4:
Responsible
Manager for the TA
node is the
Turnaround
Sponsor
The Create a New Project wizard can assist you in creating a project.
EXERCISE: Add the

Stabilizer Unit
Shutdown to the
Turnaround Projects
EPS node.
Steps
1. In the File menu, click New to launch the Create a New Project wizard
2. In the Select EPS field, click
3. Select a node, TA Turnaround Projects and then click

selection.
to assign your
4. Click Next.
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Entering Project Name

FIG 1.5: Type a
Project ID and
Project Name.
The name of the project is Stabilizer Unit Shutdown. You can shorten the name
to create the Project ID, STAB S/D.
Project ID Type a unique ID in this field.
Project Name Type a new name in this field. (The Project Name field does
not require a unique name.)
Steps
EXERCISE: Type a
Project ID and
Project Name for the
new project.
1. Type a unique Project ID for the project <STAB S/D>.

2. Type a Project Name <Stabilizer Unit Shutdown>.
3. Click Next.
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Entering Project Start and End Dates

*Click a month name
to scroll through the
calendar by year.
Use the calendar to select Planned Start and Must Finish By dates for the
project.
The Must Finish By field is not mandatory, you can assign a project Must Finish
By date at any point in the project life cycle in the Dates tab in Project Details.
To navigate in the calendar:
When you launch the calendar, the current month/year is displayed. To
navigate to a different year, click the Month/Year section in the calendar
and then use arrows to scroll to the desired year.
Click the desired month and date and then click Select.
FIG 1.6: Navigate

in calendar to
select Planned
Start Date, 6-June08
3
1
EXERCISE: Assign
a Planned Start date
for the project.
Steps
1. In the Planned Start field, click
2. Use the calendar to specify a Planned Start date <6-June-08>.

3. Click
to select the date.
4. Click Next.
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Entering Responsible Manager

The Responsible Manager, selected from the Organization Breakdown
Structure (OBS), is the individual responsible for the work.
The OBS is a hierarchical arrangement of an organizations project
management structure, either as roles or individuals. The OBS can be
configured to represent a detailed organizational breakdown (with employee
names) or a more general framework where departments, teams, or types of
responsibility are modeled in the structure.
FIG 1.7:
Responsible
Manager is
selected from the
OBS.
EXERCISE: Select
a Responsible
Manager
Steps
1. In the Responsible Manager field, click
3
.
2. Select a Responsible Manager, Tim Harris and then click

selection.
to assign the
3. Click Next.
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Selecting Assignment Rate Type

Specify the Assignment Rate Type for new resource assignments. The default
rate type determines which price/unit is set on a resource assignment. Values
in the Rate Type drop-down list reflect rate types defined in the Rate Types tab
in Admin Preferences.
FIG 1.8: Use dropdown list to select

Assignment Rate
Type.
EXERCISE: Select
the default
Assignment Rate
type.
Steps
1. In the Rate Type drop-down list, confirm Commercial.

3. Click Next.
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Running Project Architect

Project Architect helps you to create a project from an existing methodology or
project template. You will create the Stabilizer Unit Shutdown project anew,
without the use of a methodology.
FIG 1.9: Project
Architect enables
you to create a
project from an
existing
methodology.
Steps
1. Verify No, do not run the Project Architect is selected and then click Next.
The Stabilizer Unit Shutdown project has been successfully created.
FIG 1.10: Click
Finish to exit the
wizard.
1a
Steps
1a. Click Finish.
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Projects Window
The project has been created and opened.
To view high-level information about the project, navigate to the Projects
window, which displays the projects within the EPS that you can access. You
can also:
Open, create and save project layouts.
Group projects by the Enterprise Project Structure, project codes, or other
project-related items.
Filter projects.
Modify column data.
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Projects Window (continued)

The
icon in the Projects window indicates that the project is open.
The table below lists key navigation items in the Projects window. Numbers in
the table correspond to those in the screenshot.
FIG 1.11: The
Projects Window
1
2
4
3
6
5
Steps
1. In the Directory bar, click Projects.
TABLE 1a: The

Projects Window
Item
Functionality
1. Toolbar
Click icons to change the look of the window.
2. Layout Options bar Options to format data, open layouts.
64
3. Command bar
Options to add, edit project data.
4. Bar area
Graphical display of project progress over time.
5. Project Table
Displays project information in spreadsheet format.
6. Vertical Split bar
Drag bar between the Project Table and the Gantt

Chart to hide/show more information in each pane.
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Project Details
Project Details is located in the bottom layout of the Projects window. It can be
used to define the project properties and defaults that are applied to the
selected project.
FIG 1.12: The

General tab is
selected in Project
Details.
Steps
EXERCISE: Open a
layout.
1. In the Layout Options bar, click Layout, Open.

2. If prompted to save changes made to the layout, click No.
3. Select a layout, Selected Tabs.
4. Click Open.
5. Select a project, STAB S/D Stabilizer Unit Shutdown.
6. Verify the General Tab is selected.
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General Tab
The General tab enables you to view or modify general information about the
selected project. Project ID, Project Name and Responsible Manager can be
set when you create the project, or you can change them here. The remaining
fields are set by default.
Fields in the General tab:
Project ID Short, unique identifier for the project.
Project Name Name of the project.
Status Indicates project status based on the table below:
TABLE 1.b: Project
Status
Status
Indicates project is
Planned
Being analyzed before establishing permanent plan.
Active
Currently being worked on.
Inactive
Completed or on hold.
What-if
Used as test scenario.
Responsible Manager Individual, selected from the OBS, who is

responsible for the project.
Risk Level Indicates the overall risk in executing the project. You can use
the risk level to organize, filter and report on projects within the project
structure. You can enter a value between Very High and Very Low; the
default is Medium.
Levelling Priority User-defined rank of the project against all other
projects, based on its importance to the organization. You can enter a value
between 1 and 100. The highest rank is 1; the default is 10.
Check-out Status Indicates whether the project is checked in or checked
out.
Checked Out By Displays the user that checked out the project.
Date Checked Out Indicates the date and time the user checked out the
project.
Project Web Site URL Displays the projects Web Site address.
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Dates Tab
The Dates tab enables you to edit date information for the selected project. The
Planned Start and Must Finish By dates can be set when you create the
project, or you can change them here.
Fields in the Dates tab:
Planned Start Planned start date of the project.
Data Date Date used as the starting point for schedule calculations.
Must Finish By Date indicating the desired project end date.
Finish Non-editable field indicating the latest early finish date calculated
when the project was last scheduled.
Actual Start and Actual Finish Non-editable field indicating the actual
start and finish dates of the project.
Anticipated Start and Anticipated Finish Expected dates that can be
entered while planning the project at a high level.
FIG 3.9: Planned
Start date and Data
date are the same.
1
1
2
EXERCISE: View
data date.
Steps
1. Click the Dates tab.
2. In the Data Date field, confirm 06-Jun-08.
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Notebook Tab
* Notebook topics
can also be added
to WBS elements
and activities.
The Notebook tab enables you to write, view, or edit project notes such as the
projects purpose, core requirements, or other project specific details.
Fields in the Dates tab:

Notebook Topic List of topics assigned to the selected node/project.
Detail User-defined description of the selected topic. You can use HTML
editing features, including formatting text, inserting pictures, copying,
pasting and adding hyperlinks.
FIG 3.10: Click Add
to assign a
Notebook topic.
EXERCISE: Use
Notebook topic to
define the scope of
the project.
Steps
1. Click the Notebook tab.
2. In the Notebook Topic section, click Add.
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Notebook Tab (continued)

FIG 3.11:
Hyperlinks can be
added to the
Notebook topic
description
8
* Test hyperlinks by
right-clicking in the
detail section and
selecting Browse.
Right-clicking or
pressing F2 in
browse mode allows
you to return to edit
mode.
Steps (continued)
3. Scroll down and highlight the Notebook topic, Scope.
4. Click
to assign the topic.
5. Close the Assign Notebook Topic dialog box.

6. In the Scope section, type <3 year inspection turnaround to overhaul
PSV's, inspect pressure vessels, conduct process cleaning and
maintenance work on equipment that cannot be executed on-stream.>
7. Press Enter on your keyboard.
8. Type < Click www.cpmsolutions.ca for additional information.>.
9. Press Enter on your keyboard.
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Codes Tab
The Codes tab enables you to assign project code values to the selected
project.
Project codes allow you to group the projects in the EPS to specific categories,
such as location or division.
Unlimited hierarchical project codes are supported.
Allows for summarization of large amounts of information across projects.
FIG 3.12: Click
Assign to display
the Assign Project
Codes dialog box
where you can
assign a project
code value
3b
EXERCISE: Use
Notebook topic to
define the scope of
the project.
3a
Steps
1. Click the Codes tab.
2. Click Assign.
3. Scroll down in the Assign Project Code dialog box and find Project Code:
Business Unit, select a project code value, NatGas and then click
assign the selection.
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Type Ahead and Search in Dialog Boxes

The Search field in dialog boxes throughout Primavera offers a faster
alternative to scrolling through a long list of values:
Search Type in the Search field and then press Enter to search for a
value.
Type ahead Type in the Search field and, as you type, values that match
begin with the letters you have typed are displayed in the dialog box.
Below you will type ahead to find the project code value Comm-Commercial.
FIG 3.13: In Search
field, type first few
letters of the value
you are seeking.
EXERCISE: Use
type ahead to find a
project code value in
the Assign Project
Codes dialog box.
1
2
Steps
1. In the Search field in the Assign Project Codes dialog box, type <co>.
2. Close the dialog box.
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Defaults Tab
The Defaults tab is divided into two sections:
Defaults for New Activities Indicates the settings that will be used when
new activities are added to the project. Note that changing these setting will
not affect existing activities.
Auto-numbering Defaults Sets how new activities will be numbered in
your project.
When the Increment Activity ID based on selected activity field is
marked, the prefix or suffix of the selected activity is applied to the
activity that is being added.
For the activities in the Stabilizer Unit Shutdown project, you will set the prefix
to BA and verify the suffix as 1000 and the increment as 10. When adding
activities, the first activity ID will be numbered BA1000, the second activity ID
will be BA1010, etc. This numbering structure relates activities to the project,
which is especially helpful when viewing activities from different projects.
FIG 3.14: Activity
ID Prefix is among
default setting that
can be assigned in
the Defaults tab.
2
3
EXERCISE: Set an
Activity ID prefix.
Steps
1. Click the Defaults tab.
2. In the Activity ID Prefix field, type <BA>.
3. Verify an Activity ID Suffix, 1000 and an Increment, 10.
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Settings Tab
The Settings tab consists of three sections:
Summarized Data Identifies the date and the level to which the project
was last summarized.
Project Settings Sets the character used to separate WBS levels;
indentifies the month in which the fiscal year begins; and specified the
baseline used in earned value calculations.
Define Critical Activities - Identifies which activities are displayed as
critical, either longest path or a value of Total Float.
FIG 3.15: Settings
tab is divided into
three sections.
EXERCISE: View
the Settings tab.
Steps
1. Click the Settings tab.
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Calculations Tab
* This setting
enables Primavera
to calculate only the
actual units or costs
when Duration %
Complete is
updated.
Use this tab to specify how to calculate cost and resource use when you
update activities. Two fields of note:
Recalculate Actual Units and Cost when Duration % Complete
Changes Mark to calculate actual units and costs as Actual (units or
costs) = Budgeted (units or costs) * Duration % Complete
Primavera performs these calculations whenever you update the
Duration % Complete.
Values you specify override the applications calculated values. If you
clear the checkbox, the application does not estimate actuals and the
actual fields remain blank unless you specify values.
Link Actual and Actual This Period Units and Cost Mark this checkbox
to recalculate actual or actual this period units and costs when one of these
values is updated. This option is selected by default.
FIG 3.16: Use the

Calculations tab to
specify how to
calculate costs and
estimate resource
use when you
update activities.
1
2
EXERCISE: Enter a
default price/unit for
activities.
Steps
1. Click the Calculations tab.
2. In the Default price/unit for activities without resource or role price/units field
in the Activities section, type <68.00> and then press Enter.
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Best-Practices
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Work Breakdown Structure Best-Practices

Purpose The Work Breakdown Structure defines how the Turnaround
Management Team intends to partition the Workscope for the Turnaround into
manageable sections that can be effectively planned and executed.
Best-Practices
Develop a Work Breakdown Structure that is consistent with how you intend
to execute the Workscope.
Define the Work Breakdown Structure that integrates with the Organizational
Breakdown Structure.
Define the Work Breakdown Structure before initiating the Workscope
Development Phase for:
The Planned Job Package preparation
The Equipment Networks (Sort, Trade and Company Codes)
The Process Availability (Process Area and Equipment Type)
The Contracting Strategy and Request for Quotation Packages (RFQ)
Schedule Development (Manpower Planning by Process Area and
Equipment Type)
Report Generation (Process Area, Equipment Type and Supervisor)
The Work Breakdown Structure serves as the basis for partitioning the work
into packages as part of the Contracting Strategy. If the size and complexity
of the Workscope or the contracting philosophy of the Facility dictates the
maximum amount of work that will be given to one Contractor then the work
must be partitioned into separate RFQs according to the WBS as follows:
Establish Prime Contracts for all work by Area / Process Unit except
Rotating Equipment and Electrical / Instrumentation which should be
awarded as a separate package by System,
If it is necessary or advantageous to subdivide the work under the
Prime Contractor, ensure the Prime Contractor is held accountable for
the day to day direction of all support sub contractors in the area
regardless of who ultimately pays the Subcontractors invoices. The
reasons why subcontractors may be required include:
The Prime Contractor may not be financially capable of handling
the entire Workscope
A portion of the Workscope involves special skills or equipment
that the Prime Contractor is not capable of supplying
The Facility has an existing contract with a Specialty Contractor
who they want to use to execute part of the Workscope.
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Work Breakdown Structure Best-Practices (continued)

Best-Practices
The WBS is an important management tool to:
1. Partition the Turnaround Workscope into smaller components to
improve the accuracy of planning, budgeting, scheduling and control
2. Assign responsibility and accountability to individuals in the
Turnaround Organization to execute the Workscope
3. Provide a mechanism that allows the Planning / Scheduling software
to optimize the utilization of resources
4. Sort reports, e.g. Daily Shift Report, Progress / Cost Status Reports,
Permit Report, etc. for work distribution and data collection
Utilize the Work Breakdown Structure (WBS) to partition the total
Turnaround into component elements. The WBS represents the hierarchy
of the Turnaround broken down by level into manageable areas, equipment
types, work packages, equipment networks and finally into activities. It
serves to organize the Turnaround by grouping all the activities that must
be performed in the identification, planning, scheduling, execution and
management of the Turnaround.
As the levels of the WBS become more detailed, the scope, complexity and
the cost of each level becomes smaller, until the individual activities are
defined, quantified and measured. At the lowest level, the logical
sequence of activities, grouped as Equipment Networks and organized into
Planned Job Packages, are identified as manageable components which
can be planned, budgeted, scheduled and controlled.
Fig 4.1: on the following page illustrates a Facility Breakdown Structure
provides a graphical representation of the Work Breakdown Structure that
describes a typical WBS for a Turnaround as follows:
Level 1 Summary - the top box represents the total Turnaround,
Level 2 - Area / Process Unit - this level provides more detail and
would typically be assigned to one Execution Co-ordinator and Area
Planner to manage,
Level 3 Equipment Type / Asset Classification - this level
separates the Area / Process Units into the Types of Equipment or
Systems that form part of the Turnaround Workscope,
Level 4 Planned Job Packages - this level defines the individual
Planned Job Packages that make up the approved Worklist for the
Turnaround,
Level 5 Activity / Task in Logical Sequence - this level defines the
Equipment Network for the Workscope within each Planned Job
Package.
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Work Breakdown Structure (continued)

* The Work
Breakdown
Structure has no
time constraints. By
adding a calendar in
the next lesson we
will learn about
Process Availability.
The Work Breakdown Structure (WBS) provides a visual representation of a

facility (Plant) down to the lowest level of activities.
Middle Lake
Gas Plant
Level 1 - Plant
Level 2 - Area
Inlet
Separation
Level 3 - Unit
Compression /
Process
Stabilizer Unit
No. 1
Level 5 Equip Type
Level 6 Equip ID
Level 7 Work
Orders (Task
Open/Clean/Inspect)
Level 8 Activity
Networks (Blind,
Open, Clean,
Inspect, etc.)
Refrigeration /
Dehy
Flare / Waste
Water
Stabilizer Unit
No. 2
Process
Level 4 - System
FIG 4.1: The Work

Breakdown
Structure (WBS)
Utilities /
Sulphur Plants
Towers
Utilities
Exchangers
E-101
E-102
2314567
231474
Blind
Open
Clean
Steps
EXERCISE: Sketch
a Work Breakdown
Structure.
1. On the following page, sketch a Work Breakdown Structure that represents

your facility / turnaround project.
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Work Breakdown Structure Exercise Sheet
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Viewing WBS Elements

When a project is created, a root level WBS element is added with the same ID
and name as the project.
FIG 4.2: STAB
S/D1-01 is the root
level of the WBS.
4
3
Steps
EXERCISE: View
the WBS element
that is created for
the STAB S/D101project.
1. In the Projects window, select a project, STAB S/D1-01

2. Right-click with your mouse on project STAB S/D1-01 and then click Open
Project.
3. In the Directory bar, click WBS.
4. In the General tab, note the WBS Code and WBS Name, STAB S/D 01
STABILIZER UNIT SHUTDOWN.
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Creating the WBS Hierarchy

WBS elements added to the root level element are automatically indented to
form the second level of the hierarchy.
FIG 4.3: Click Add
to add a WBS
element.
Steps
1. In the Command bar, click, Add.
EXERCISE: Add a
WBS Element.
2. In the WBS Code column, type <UTY> and then press Tab to move to the
next field.
3. In the WBS Name column, type <UTILITIES> and then press Enter.
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Creating the WBS Hierarchy (continued)

When you create a new WBS element, it is indented as a child of the WBS
element that is currently selected.
If you add a WBS element to the wrong level or in the wrong order, you can
use the indentation keys located on the Command bar to adjust the structure of
the WBS hierarchy.
FIG 4.4: Use
arrows to indent or
outdent elements
within the WBS.
2
1
4
7
EXERCISE: Add the

Process WBS
Element.
Steps
1. Select a WBS element, UTILITIES.
2. In the Command bar, click Add.
3. In the WBS Code column, type <PROC> and then press Enter.
4. In the WBS Name column, type <PROCESS> and then press Tab to move
to the next field.
5. In the Responsible Manager field in the General tab in WBS Details, click
.
6. Select a responsible manager, Dave Goodey and then click
7. In the Command bar, click
to outdent the PROCESS WBS element.
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Creating the WBS Hierarchy (continued)

You can determine the level that WBS elements group to by right-clicking in the
WBS window and choosing Collapse To.
Right-click in the WBS window and click Expand All or Collapse All to expand
or collapse elements of the WBS.
FIG 4.5: V-101 is
added as a child to
the PV
PRESSURE
VESSELS WBS.
2
1
EXERCISE: Add the

next WBS Element.
Steps
1. Select a WBS element , PRESSURE VESSELS.
3. In the WBS Code column, type <DRUM> and then press Enter.
4. In the WBS Name column, type <DRUMS> and then press Enter.
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Workshop: Creating a Work Breakdown Structure

Objectives
1. Add WBS codes and names for items that are bold in the list below.
WBS Parent
WBS
Code
WBS Name
Responsible
Manager
STAB S/D1-01
UTY
UTILITIES
Tim Harris
STAB S/D1-01.UTY
E/I
Tim Harris
STAB S/D1-01.UTY
MECH
ELECTRICAL /
INSTRUMENTATION
MECHANICAL
Tim Harris
STAB S/D1-01.UTY
AIR
AIR SYSTEM
Tim Harris
STAB S/D1-01.UTY
STEAM
STEAM SYSTEM
Jayme Eyma
STAB S/D1-01.UTY.STEAM
55#
55# STEAM
Jayme Eyma
360#
360# STEAM
Jayme Eyma
BOIL
POWER BOILERS
Jayme Eyma
VLV
VALVES
Jayme Eyma
STAB S/D1-01
PROC
PROCESS
Dave Goodey
STAB S/D1-01.PROC
PV
PRESSURE VESSELS
Dave Goodey
STAB S/D1-01.PROC.PV
DRUM
DRUMS
Dave Goodey
TWR
TOWERS
Dave Goodey
SEP
SEPARATORS
Dave Goodey
STAB S/D1-01.PROC
EXCH
EXCHANGERS
Marti Psenicka
STAB S/D1-01.PROC
PSV
PRESSURE SAFETY VALVES
Dave Goodey
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Workshop Results
FIG 4.6: Completed
WBS for STAB
S/D1-01 project.
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Best-Practices
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Layouts Best-Practices
Purpose Understand how to create and save Layouts for various phases of
the turnaround project for entering and managing data.
A Layout is a customizable view of information, combining all the visual
elements that appear on the screen. Layouts are available in the Projects,
WBS, Activities, Resources Assignments and Tracking windows.
There is typically more data programmed into any project that can be viewed
totally on one screen display, therefore, it is necessary to establish Layouts to
display certain data, i.e., Cost, Planning, Resources, Schedule, Status,
Variance, etc.
Before entering any activity data you should create the Layouts to be used and
their associated columns, made up of standard columns, user-defined, activity
codes, calendars, etc.
Best-Practices
Create standard Layouts for Turnaround Projects by phase, i.e., Planning,
Scheduling, Updating, Cost Management, Resource Management, etc.
Create standard Layouts for reports.
Use standard column widths and titles.
Use common colours for column data and Gantt Chart bars.
Dont change a standard Layout by saving it. If you change a standard
Layout and you want to save it, use the Save As feature.
Layouts should be created for plotting Gantt Charts separately from data
management Layouts.
Create a Field Planning Sheet that is consistent with a Planning Layout to
make it easier for the programmer to enter the data into Primavera, i.e., an
administration or clerical person may be entering (programming) the data
into Primavera from a Field Planning Sheet. If the information from the field
is consistent with the columns being used on the Layout it will be easier
and more effective/consistent.
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Layouts in Primavera P6
A layout is a customizable view of information and data, combining all the
visual elements that appear on the screen. Layouts are available in the
projects, WBS, Activities, Resource Assignments and Tracking windows.
* You do not have to
display a bottom
layout.
Activity Layouts
The Activities window provides the option of viewing data in top/bottom layouts.
Choose one of the following to show on top:
Activity Table
Gantt Chart
Activity Usage Spreadsheet
Activity Network
Choose one of the following to show on bottom:
Activity Details
Activity Table
Gantt Chart
Resource Usage Spreadsheet
Activity Usage Profile
Resource Usage Profile
Trace Logic
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Opening an Existing Activity Layout

A variety of layouts are available to present activity data from different
perspectives. You can create user-specific layouts and project-specific layouts,
or use global layouts provided by your company.
Apply Displays layout but keeps Open Layout dialog box open.
Open Displays layout and closes Open Layout dialog box.
FIG 9.1: Click
Apply to view
layout without
closing the Open
Layout dialog box.
3
2
EXERCISE: Apply
the Planning Layout
layout.
Steps
If you make modifications to the current layout, you are prompted to save those
changes, In most cases, choose No).
2. When prompted to save changes to the layout, click No.
3. Select a layout, Planning Layout.
4. Click Apply.
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Opening an Existing Activity Layout (continued)

You will select a different layout and then click Open, which displays the layout
and closes the Open Layout dialog box.
FIG 9.2: Layout
name is displayed
next to the Layout
Options bar.
EXERCISE: Apply
the Classic WBS
Layout.
Steps (continued)
5. Select a layout, Classic WBS Layout.
6. Click, Open.
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Gantt Chart
The Classic WBS Layout displays a Gantt Chart in the top layout and Activity
Details in the bottom layout.
Activity Table Displays activity data in columns.
Bar Area Provides a graphical display of activity progress over the
duration of the project.
FIG 9.3: The Gantt
Chart is divided
into two sections:
Activity Table on
the left and bar
Area on the right.
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The Activity Usage Spreadsheet displays unit, cost, or earned value data by
activity over time. Use this type of layout to review per period and rolled up
activity resource/cost data.
You can customize the timescale of the Activity Usage Spreadsheet:
Move the timescale to focus on a specific time period Point in
timescale until cursor displays a hand with a finger pointing and then slide
cursor left or right.
Expand the timescale to widen/narrow width of columns Point in
minor date interval until the cursor displays a magnifying glass with
crosshairs and then slide cursor left or right.
FIG 9.4: Activity
Usage
Spreadsheet
covers top and
bottom layouts.
3/4
1/2
EXERCISE: Display
the Activity Usage
Spreadsheet.
Steps
1. In the Layout Options bar, click Show on Top, Activity Usage Spreadsheet.
2. In the Layout Options bar, click Show on Bottom, No Bottom Layout.
3. Expand the timescale.
4. Move the timescale to display July 2008.
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Activity Network
* Press the Alt
button, click and
hold the mouse
button and move the
mouse up/down to
manually determine
zoom settings.
Use the Activity Network to view the relationships between activities and the
logical flow of the activities in the project:
Left pane Displays the WBS hierarchy.
Right pane Shows a graphical display of activities and their relationships.
2
FIG 9.5: Activity
Network shows a
graphical display
of activities and
their relationships.
Steps
EXERCISE: Display
the Activity Usage
Spreadsheet.
1. In the Layout Options bar, click Show on Top, Activity Network.

2. In the Toolbar, click
several times to get a closer look at the activities.
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Activity Table
The Activity Table enables you to see project data in spreadsheet format. You
can also modify the columns displayed in the Activity Table to meet your needs.
You can display the Activity Table on the entire screen if you want to analyze
data solely in a tabular format.
FIG 9.6: Columns
in the Activity
Table can be
customized.
Steps
1. In the Layout Options bar, click Show on Top, Activity Table.
EXERCISE: Display
the Activity Table.
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Customizing a Layout
The Activities window can be customized and saved as a layout. Saving
layouts for future use allows you to quickly retrieve information.
The Layout Options bar is the centralized menu for layout customization.
The following is a list of layout elements that are customizable:
Bars
Columns
Timescale
Table font and colours
Row height
Filters
Activity grouping and sorting
Top/bottom layouts
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Selecting Columns
* To remove
groupings in the
Available Options
section, click
Available Options,
Group and Sort by,
List.
The Columns dialog box enables you to select columns to display in the Activity
Table and specify the order in which they appear:
Available Options section Lists data items in groups or in list.
Selected Options section Lists items you have chosen to display.
Single arrows Move highlighted data items to the other section.
Double arrows Move all data items to the other section.
Up/down arrows Configure the order of the data items.
Click Edit Column to edit the selected items title and choose its alignment in the
display.
2
FIG 9.7: Items are

arranged
alphabetically
when grouping
and sorting the
Available Options
section by list.
5
6
Steps
EXERCISE: Add a
column to the
Activity Table and
reorder the items
displayed.
1. In the Layout Options bar, click Columns.

2. In the Available Options bar, click Group and Sort by, List.
3. Select a data item to display in the Activity Table, Budgeted Labour Cost.
4. Click
to move the selected data item into the Selected Options column.
5. Use the navigation arrows to configure the order of the data items as seen in
the screenshot above.
6. Click Apply.
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Using Hint Help in Columns Dialog Box

You can use Hint Help to view a definition for any data item in the column list.
To move Hint Help, click
and drag to a desired location.
FIG 9.8: Hint Help

is displayed in the
Columns dialog
box.
1/3
3
2
EXERCISE: Display
Hint Help in the
Columns dialog box.
Steps
1. In the Available Options bar, click Hint Help.
2. Click a column heading, Budgeted Labour Cost.
3. In the Available Options bar, click Hint Help to disable the onscreen help
dialog box.
4. Click OK.
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Displaying Activity Details

Activity Details displays detailed information for the activity highlighted in the
Activity Table or Activity Network.
2
Activity Details Icon on the Toolbar
FIG 9.9: Activity
Details is arranged
in tabs.
Steps
EXERCISE: Display
Activity Details.
1. In the Layout Options bar, click Show on Bottom, Activity Details.

2. On the Toolbar, click
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Selecting Details Tabs

The tabs displayed in Activity Details can be customized.
FIG 9.10: Feedback
tab is added to the
Display Tabs
section.
3
2
EXERCISE: Add a
tab to Activity
Details.
Steps
1. In the Layout Options bar, click Bottom Layout Options.
2. In the Available Tabs section, select Feedback.
3. Click
to move the selected data item into the Display Tabs section.
4. Click OK.
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Saving Layouts
* Layouts can be
global, projectspecific, or userspecific.
Layouts can be saved and shared with other users to facilitate project
communication. Use the Save Layout dialog box to save a layout in the
Activities, WBS, Projects, Assignments, or Tracking windows:
Layout, Save Saves changes to the existing layout.
Layout, Save As Prompts you to save the layout with a new name.
Current User Only the user creating the layout will have access to it
in the future.
All Users All licensed users will have access to the layout (Global).
Another User A specified user will have access to the layout. Note,
however, that the current user will not have access to the layout.
Project Apply the layout to any project that is currently open in
Primavera. Though project-specific layouts can be applied to multiple
projects, you can only select one project at a time in the Layout Save
As dialog box. After a project-specific layout is saved, it can be viewed
in the Project band in the Open Layout dialog box. Project-specific
layout offers two advantages:
Exported with the project when it is exported
Enhanced organization of multi-user layouts.
FIG 9.11: After

typing Layout
Name, specify to
whom the layout is
available.
Steps
1. In the Layout Options bar, click Layout, Save As.
EXERCISE: Save
the Classic WBS
with Budgeted
Labour Cost layout.
2. Type a Layout Name <Classic WBS with Budgeted Labour Cost>.

3. Verify Current User is selected in the Available to drop-down list.
4. Click Save.
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Saving Layouts (continued)

5. The new layout is displayed with the Budgeted Labour Cost column.
FIG 9.12:New
layout is displayed.
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Closing a Project
Close the project when you are finished working with it. You are prompted to
verify that you want to close the project.
Closing the project takes you back to the Home window.
FIG 9.13: You are
prompted to
confirm that you
want to close the
project.
EXERCISE: Close
the project that is
currently open.
Steps
1. In the File menu, click Close All.
2. When prompted, click Yes.
100 Primavera P6 for STO Planning & Scheduling STO300
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Workshop
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Workshop: Creating a Planning Layout

Background
Before adding activities to your project you must create a Planning Layout to
ensure the appropriate data is entered.
Objectives
1. Create a Planning Layout with the data in the following table.
2. Group by WBS then by Work Order.
3. Sort by Work Order, then by Activity ID.
4. Select Show on Bottom, Activity Details.
Column Group
Name
Rename
Width
General
Activity ID
General
Activity Name
Activity
Description
245
Durations
Original Duration
Dur
50
Activity Codes (Global)
Equipment
Equip
75
Activity Codes (Project)
Activity Type
Act Type
60
Activity Codes (Global)
Work Order
50
Work Type
60
Task Type
60
Phase
60
General
WBS
200
General
Calendar
200
180
www.stonavigator.com 2012 101
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Create your STO Project
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Lesson 2: Creating Activity Plans
Lesson 2
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Objectives
This lesson describes the use of calendars in Primavera. Calendars define the
number of available work hours in each calendar day, as well as specify
holidays and nonworktime. At the completion of this lesson, you will be able to:
Establish calendars for various activity types
Establish Process Availability calendars to manage the Work Breakdown
Structure
Shifting defining worktime and nonworktime
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Tasks and Activities

Tasks
* Activities make up
the network of steps
required to complete
a task.
Tasks are created as the second lowest level of a Work Breakdown Structure
and may either be added to the Work Breakdown Structure, or created as an
Activity Code.
In the case of a Shutdown or Turnaround, Tasks are generally created as
an Activity Code for a couple of reasons.
First, Tasks are usually created as Work Orders, which in most
industries are created in the CMMS (Computerized Maintenance
Management System) such as Maximo, SAP, etc. Once they have
been created there they can be transferred electronically to your
project (if you transfer them electronically they will come over to
Primavera as Activity Codes at the Global Level).
Second, there are typically more than 500 Worklist Items (Work
Orders) for any given turnaround. It takes too much effort to create
this detailed of a Work Breakdown Structure.
A Task describes the one-line header, content, of the Work Order; for
example: Open, Clean, Inspect. Or, Service PSV, etc.
When grouping and sorting for the purpose of planning and adding activities
you should group by WBS and then by the Activity Code created for the
task which will generally be called Work Order, or Task; you should sort by
this Activity Code field first, then by Activity ID.
Activities
Activities are the fundamental work elements of a project. They are the lowest
level of a Work Breakdown Structure and the smallest subdivision of work that
directly concerns the project manager.
Activities are added as steps, or operations, required to complete each task;
for example: Erect Scaffold, Remove Insulation, Blind, Purge, Remove
Channel Cover, Remove Channel Head, Pull Bundle, etc.
Activities are linked by creating relationships to form an Activity Network (or
more commonly referred to as: Equipment Logic)
Building Activity Networks is part of Planning, not Scheduling.
Do not link activities from one network to another (one task to another), this
is Scheduling and will be explained later in the Scheduling Lesson.
The Activities window provides the option of viewing data in top/bottom
layouts.
Most detailed work unit tracked in a project schedule.
Contains all information about the work to be performed.
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Activity Components
Activities contain all the detailed requirements for completing a task.
* Activities are
operational steps
that are executed in
a logical sequence
to complete a task.
Activity ID and Description

Equipment Type and Description
Crew Size and Duration
Equipment (cranes, vac trucks, etc)
Tools
Materials
Calendar
Activity Codes
Work Procedures
Relationships within the Network (FS,SS,SF,FF)
OBS &
WBS
Expenses
Activity ID
&
Description
Activity
Type
Roles &
Resources
Assignments
Duration
Constraints
Activity
Dates
Steps /
Procedures
Calendar
Assignment
Notebook /
Feedback
Activity
Codes
Logic
Relationships
WPs & Docs
Duration &
Percent
Complete
Types
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Adding Activities using a Planning Layout

Use the Activities window to create, view and modify activities for the selected
project. To add an activity to a project, perform one of the following actions:.
In the Command bar, click Add.
In the Edit menu, click Add.
Press Insert on the keyboard.
Right-click and click Add.
FIG 10.1: The
Planning Layout
is displayed with
no activities.
4
3
EXERCISE: Open
a project, STAB
SD1-05 and a
Planning Layout.
Steps
If you make modifications to the current layout, you are prompted to save
those changes, In most cases, choose No).
2. When prompted to save changes to the layout, click No.
3. Select a layout, Planning Layout.
4. Click Apply.
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Adding Activities to Tasks

* The Task is the
Work Order Header
Description created
as an Activity Code
at the Global Level.
Before you begin adding activities you need to ensure you have Tasks (Work
Orders) available within each WBS element. The Task (Work Order) header
description, i.e., OPN/CLN/INSP is used in conjunction with the Equipment
Number, Equipment Description and the Work Order number if applicable.
The Tasks will be identified as a Global Activity Code called Work Order.
FIG 10.2: The

Planning Layout is
displayed with a
new activity.
1
2
3
Steps
EXERCISE: Add an
Activity.

2. Fill in each column field with the information from your Field Planning Form.
3. Use the Copy feature to copy and paste an Activity.
4. Click F9 to run the scheduler and calculate the data youve entered.
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Using Activity Details Tabs

* The tabs on the
Activity Details
window can be
customized.
You can use the Activity Details tabs to add an activity and then enter
additional information about the activity. When adding an activity, first select
either the WBS band in which the activity will reside, or select an existing
activity in the WBS band.
FIG 10.3: The

Activity Details
window at the
bottom of the
screen showing
the default tabs.
2
4
EXERCISE: Review
the Activity Details
tabs and customize
the layout.
Steps
1. Click on the General tab in the Activity Details window.
2. Verify the information you have entered for an Activity is correct, i.e., Activity
Type <Task Dependent> (defaulted from Project Details), Duration Type
<Fixed Units/Time> (defaulted from Project Details), % Complete Type
<Duration>, Activity Calendar (from Scheduler/Programmer data entry),
WBS (from Scheduler/Programmer data entry), Responsible Manager (from
roles), Primary Resource (from Resource Dictionary).
3. Left-click in the tabs area to customize the tab layout.
4. Add the column tab, WPs & Docs.
5. Click OK.
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Assigning Activity Type

* The default Activity
Type can be set in
the Defaults tab in
Project Details.
Activity Type controls how an activitys dates are calculated (how they are
scheduled and leveled).
Select the Activity Type according to the activitys function in the project and the
calendar that should be used for the activity during scheduling.
Start Milestone This type is typically used to mark the beginning of a
phase or to communicate project deliverables.
Zero-duration activity
Only has a Start date
You can assign constraints, steps, expenses, work products and
documents.
You can assign a primary resource
You cannot assign roles
Finish Milestone This type is typically used to mark the end of a phase or
to communicate project deliverables.
Zero-duration activity
Only has a Finish date
You can assign constraints, steps, expenses, work projects and
documents.
You can assign a primary resource
You cannot assign roles
Task Dependent This type is typically used when the work needs to be
accomplished in a given timeframe, regardless of the assigned resources
calendar.
The activitys resources are schedule to work according to the activity
calendar.
Duration is determined by the assigned calendars workweek.
* Task Dependent is
the default activity
type.
Resource Dependent This type is typically used when multiple resources

assigned to the same activity can work independently.
The activitys resources are schedule according to the individual
resources calendar.
Duration is determined by the availability of the resources assigned to
work on the activity
Level of Effort This type is typically used for ongoing tasks dependent on
other activities.
Duration is determined by its predecessor and successor activities and
its assigned calendar
Examples include clerical work, a security guard and meetings
You cannot assign constraints
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Assigning Activity Type (continued)

WBS Summary This type is used to summarize a WBS level.
The WBS summary activity comprises a group of activities that share a
common WBS level
Dates calculated on a WBS summary activity are based on the earliest
start date of the activities in the group and the latest finish date of
these activities
The WBS summary activity duration is calculated based on its
assigned calendar
You cannot assign constraints to WBS summary activities
FIG 10.4: Project
Details window
with Defaults tab.
3
4a
4b
Steps
EXERCISE: Review
the Project Details
Default tab.
1. On the Directory bar, click Projects.

2. Click on Project, STAB S/D1-05.
3. In the Project Details window at the bottom of the screen select the Defaults
tab.
1. Review and ensure each field is completed as follows:
a. Duration Type Fixed Units/Time
b. Percent Complete Type Duration
c. Activity Type Task Dependent
d. Cost Account N/A at this time
e. Calendar 24 Hours
f. Activity ID Prefix 000
g. Activity ID Suffix 1
h. Increment 10
i.
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Using Steps
* The tabs on the
Activity Details
window can be
customized.
You can use the Activity Details tabs to add an activity and then enter
additional information about the activity. When adding an activity, first select
either the WBS band in which the activity will reside, or select an existing
activity in the WBS band.
FIG 10.3: The

Activity Details
window at the
bottom of the
screen showing
the default tabs.
2
4
EXERCISE: Review
the Activity Details
tabs and customize
the layout.
Steps
1. Click on the General tab in the Activity Details window.
2. Verify the information you have entered for an Activity is correct, i.e., Activity
Type <Task Dependent> (defaulted from Project Details), Duration Type
<Fixed Units/Time> (defaulted from Project Details), % Complete Type
<Duration>, Activity Calendar (from Scheduler/Programmer data entry),
WBS (from Scheduler/Programmer data entry), Responsible Manager (from
roles), Primary Resource (from Resource Dictionary).
3. Left-click in the tabs area to customize the tab layout.
4. Add the column tab, WPs & Docs.
5. Click OK.
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Best-Practices
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Best- Practices Creating Relationships

Purpose Understand how to create tasks and activity relationships with
Network Logic.
Best-Practices
Create Tasks from the Worklist / Work Order Header (description of work;
i.e., Open/Clean/Inspect) as Activity Codes in Primavera.
Indent (group by Tasks) the activities that form the Network Logic (stripdown/re-build; i.e., Erect Scaffold, Remove Insulation, Install Blinds, Open
Manways, Ventilate, Inspect, etc.)
Connect Activities in a logical sequence using a Precedence Method, i.e.,
Predecessors and Successors.
Avoid linking Tasks to Tasks unless it makes logical sense. Linking Tasks
to Tasks restricts the capability of the scheduling software to build a good
plan; i.e., you can link all the converter catalyst removals to each other if
only one contractor and one vac truck is being used to extract the catalyst.
Use Lag for scheduling resources, not activities; for example, a crane is
required to remove a valve at during the last hour of a 4 hour duration
The hot-bolting process will take 3 hours for 2 Pipefitters before the crane
is required to lift it down. Activities that need to lag should be scheduled
within a WBS calendar that forces them to a specific phase or date within
the outage duration; i.e., Install PSV should be scheduled towards the end
of the outage which in a sense lags the Overhaul activity sometimes by
many days.
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Network Logic Diagram

A Network Logic Diagram is a logical representation of all the activities
associated with a Task in a project showing their dependency relationships.
Precedence Diagramming Method
Precedence Diagramming Method (PDM) is a technique for creating network
logic diagrams.
A box or rectangle represents an activity.
Lines with arrows connect the boxes and represent the logical relationships
between the activities.
Predecessor Controls the start or finish of another activity.
Successor Depends on the start or finish of another activity.
Start with either the first activity in the network and enter each successor, or
start with the last activity in the network and enter each predecessor.
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Relationship Types
There are four relationship types. In the following diagrams, Activity A
represents the predecessor and Acitvity B represents the successor.
Finish-to-Start (FS) When A finishes, B can start.
Start-to-Start (SS) When A starts, B can start.
Finish-to-Start (FF) When A finishes, B can finish.
Start-to-Finish When A starts, B can finish
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Relationships with Lag

Lag specifies an offset or delay between an activity and its successor. It can be
added to any type of relationship and have a positive or negative value.
Lag is scheduled based on the calendar selected in the General tab in
Schedule Options dialog box. (In the Tools menu, click Schedule then click
Options to access the Schedule Options dialog box.)
There are four calendar options for scheduling lag:
Predecessor activity calendar
Successor activity calendar
24-hour calendar
Project default calendar
Below are two examples of relationships with lag:
Finish-to-Start with Lag The following example shows that the Leak Test
activity must be finished for 72 hours before the Install Insulation activity
can start. (FS72h indicates there is a finish-to-start relationship with 72
hours of lag.)
Start-to-Start with Lag The following example shows that the Hot Bolting
activity can start 12 hours after the Cool-down activity starts. (SS12h
indicates there is a start-to-start relationship with 12 hours of lag.)
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Creating Relationships in the Gantt Chart

* Double-click
between WBS Code
and WBS Name to
expand the WBS
Code column.
FIG 11.1: The

Activity Network
for Work Order
000020196518-0040
showing the
relationship tab
and lines.
The Gantt Chart is useful when sequencing activities because it displays the
activities graphically as you create relationships.
Hover your mouse pointer at the end or beginning of an Activity until you get
this symbol:
. Right-click and drag this symbol to the next Activity to create
a FF, SS, SF, or FS relationship.
3a
4
EXERCISE: Display
the Activity Network.
Steps
1. Verify project, STAB S/D1-05 is open.
2. Confirm you are in the Activities window (or in the Directory bar, click
Activities.)
3. Click on the Relationship Lines icon on the Toolbar to show the Relationship
Lines in the Gantt Chart.
4. Click on the Relationship tab in the Activity Details window.
5. Create the Relationships between activities to form the Activity Network.
6. Hit F9 to schedule the activities.
7. Review the logic to ensure it is correct.
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Creating Relationships using Link Activities Feature

* Double-click
between WBS Code
and WBS Name to
expand the WBS
Code column.
There is an easier method of linking activities using the Link Activities Feature.
This establishes a series/series relationship between activities that can be
modified to create a series/parallel, or parallel/parallel relationship if desired.
This method of creating relationships cannot be undone with the same action.
FIG 11.2: The Link

Activities option to
quickly create a FS
Relationship
between
highlighted
Activities.
2a
EXERCISE: Use the

Link Activities option
to create an Activity
Network with SF
Relationships.
Steps
4a
1. Highlight all the activities associated with your Task (Work Order)
2. Right-click to get the Activities dialog box.
3. Click on Link Activities.
4. You can double a Relationship Line in the Gantt Chart to bring up the Edit
Relationship dialog box and make changes to the relationship.
5. Press F9 to schedule the activities.
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Creating Relationships in the Activity Network

* Double-click
between WBS Code
and WBS Name to
expand the WBS
Code column.
FIG 11.3: The

Activity Network
for Work Order
000020196518-0040
The Activity Network is useful when sequencing activities because it displays

the activities graphically as you create relationships.
Click
to enlarge the size of activities viewable in the network.
4b
EXERCISE: Display
4a
4c
Steps
1. Click
on the Toolbar menu.
2. Confirm you are in the Activities window (or in the Directory bar, click
Activities.)
3. Click
to enlarge the size of activities viewable in the network.
4. Activity 0050 HIGH PRESSURE WASH TUBE INTERNALS has a SS and

a FS Relationship Link as identified in the Relationship tab and in the Activity
Network graphic.
5. Use your mouse to create an Activity Relationship Link between two of your
Activities.
6. Press F9 to schedule the activities.
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Using the GoTo Feature

Click
on the Relationships tab to change the selection in the
Activity Table to the activity highlighted in the successor or predecessor pane.
FIG 11.4: When

you click GoTo, the
activity selected in
the Relationships
tab is selected in
the Activity Table.
3a
1
3
EXERCISE: Display
Steps
1. Select an activity in the Predecessor pane in the Relationships tab, one of
the activities that youve created as your Activity Network.
2. Click
Note: The activity is now highlighted in the Activity Table.

3. In the Predecessor pane in the Relationships tab, click Assign.
4. Select an Activity in the Assign Predecessors dialog box and click
5. Close the Assign Predecessor dialog box
6. PressF9 to schedule the activities.
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Assigning Lag
* In the
Relationships tab,
drag the vertical split
bar to expose
columns in the
Successor pane.
Although the default relationship type is Finish-to-Start (FS) with zero days, or
hours of lag, you can use the columns on the Relationships tab to make
adjustments to the relationship type or to assign lag.
FIG 11.5: Type in

the Lag column.
EXERCISE: Assign
lag to a relationship.
Steps
1. In the Successors pane, click in the Lag field.
2. Type the number of hours of lag <4>.
3. Press Enter.
4. Press F9 to schedule the Lag.
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Workshop
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Workshop: Creating Relationships

Background
Now that the activities have been entered, relationships need to be
established. The Field Planner has determined the order in which the activities
should occur.
Objectives
1. Use the information on your Field Planning Form to create the relationships
between activities within a Task to form an Activity Network.
2. Use the
activities.
icon on the Toolbar to turn-on the relationship lines between
3. Be sure to verify your logic to confirm there are no loops and that the
relationships indicate series or parallel connections with any lag required.
4. Press F9 to calculate the schedule.
5. View the Activity Network in the Gantt Chart.
6. View the Activity Network in the WBS window
7. View the Activity Network in the Activity Network window
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Creating Activity Plans
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Lesson 3: Creating Resources
Lesson 3
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Lesson 3: Creating Resources

Objectives
This lesson introduces the Resources and Roles to your project. You will learn
to:
Understand Best-Practices
View the roles dictionary
Describe resources
Identify the differences between labour, non-labour, materials and
equipment resources.
View the resource dictionary
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Primavera P6 for STO Planning &

logic sequence to execute a

Copyright 2012 STOnavigator inc.

- Introductions and Course Overview

- Presentation STO Project Methodology and Technology

- Presentation Planning, Scheduling and Field Execution Roles

- Presentation Planning and Estimating Best-Practices

- Exercise Planning and Estimating Best-Practices

- Presentation - Work Breakdown Structure

- Exercise Primavera P6 Lesson 1 Create a STO Project

- Exercise Primavera P6 Lesson 2 Creating Activity Plans

- Exercise Primavera P6 Lesson 3 Creating Resources

Primavera P6 for STO Planning & Scheduling STO300

- Presentation Dynamic Schedule Management

- Exercise Primavera P6 Lesson 4 Coding the STO Project

- Exercise Primavera P6 Lesson 5 Programming the STO

- Presentation Execution Strategy

- Exercise The Execution Strategy

- Exercise Primavera P6 Lesson 6 - Scheduling

- Exercise Primavera P6 Lesson 7 Managing Data

Primavera P6 for STO Planning & Scheduling STO300

- Presentation Execution Management and Control

- Exercise Primavera P6 Lesson 8 Creating Reports

- Exercise Primavera P6 Lesson 9 Updating and Progressing

- Exercise Primavera P6 Lesson 10 Performance Management

- Exercise Primavera P6 Lesson 11 Project Website

- Presentation Milestone Schedule

- Review Questions Certificates and Photos

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Key Performance Targets

Based on Shutdown/Start-up and

Zero rework, zero leaks

Budget / Workscope Based on Risk/Cost Benefit

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

Common Shutdown and Turnaround

Common Shutdown and Turnaround Terminology and Definitions

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

Common Shutdown and Turnaround Terminology and Definitions

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

STO Project Methodology and Technology

3-Day Primavera P6 Planning & Scheduling for

Primavera P6 for STO Planning & Scheduling STO300

STO Project Methodology and Technology

STO Project Methodology and Technology contd

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Workshop Exercise Planning and

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Primavera P6 for STO Planning & Scheduling STO300

Planning and Estimating Best-Practices

Best-Practices - Planning (continued)

Primavera P6 for STO Planning & Scheduling STO300