Advanced Work Packages - CII Best Practice

What is AWP, Benefits of Use, Case Study Example

Tannis Liviniuk, Bentley Systems

Stanley Stasek, DTE Energy
 Agenda
• Introductions
• What is Advanced Work Packaging and why use it?
• CII research team findings and conclusions (RT272 and RT319)
• DTE approach to initial implementation of AWP
• DTE Energy Case Study
– Background
– Work Package Process
– Process Improvements (Maturity)
– Lessons Learned through Implementation
• Benefits & Conclusions

• Questions & Answers

2
 Introductions

Tannis Livinuk
Director, Construction Academy,
Bentley Systems

Stanley Stasek
Director, Quality Management, DTE
Energy

3
 Bentley Systems
• Bentley is a global leader dedicated to providing
architects, engineers, geospatial professionals,
constructors, and owner-operators with
comprehensive software solutions for advancing
infrastructure.
– Founded in 1984, Bentley has more than 3,000 colleagues in over
50 countries, more than $600 million in annual revenues, and since
2008 has invested more than $1 billion in research, development,
and acquisitions.

4
 Bentley Systems
• ConstructSim and WPS

5
 DTE Energy
• DTE Energy is a Detroit based diversified energy provider
involved in the development and management of energy
related businesses and services nationwide.
– Fortune 500 company
– DTE Electric: 2.2M customers, DTE Gas: 1.2M customers
– Subsidiaries in 22 U.S. States

6
DTE Energy – Major Enterprise Projects
• Major Enterprise Projects is responsible for
managing large capital and strategic projects for DTE
Energy
• Portfolio is large and very diverse
• 2016 budget - $1.4B
• ISO9001 certified

7
 To Improve Project Performance . . .
First PLAN THE WORK, then WORK THE PLAN

• Establish a process to:

– Plan the areas of work and the work sequence for each
area
– Plan the engineering work and design delivery sequence
– Plan the procurement and sequence of material delivery
– Plan the installation work and in-field sequence
– Integrate the plans.
– Execute the plans
Otherwise known as Advanced Work Packaging

8
 Megaprojects

• Typically exceed $1 Billion USD in size

• Are technically and logistically complex, and
extremely resource intensive
• Have a significant impact on the local region’s
economy, infrastructure and environment
• Have a historically poor performance record within
most industries
• Are becoming a new norm in project delivery

9
 Megaproject Challenges

• The increase in project

sizes has resulted in some
alarming industry project
performance trends.
– These trends result in a great
deal of frustration for entire
project teams, but more
specifically to Owner-Operators
that are struggling to maintain
control of expenditures that
continue to exceed budgets, and
maintain control of schedules
that continue to slip away.

10
 Megaproject Challenges

In a recent study by Ernst & Young, an analysis of 365

Megaprojects, that occurred in a variety of countries
around the world, found that many of these projects
exceeded their budgets and experienced schedule
delays (Ernst and Young, 2015).

Cost overruns Schedule Overruns

64% Reported 73% Reported

11
 Megaproject Challenges

• It is no secret that large and complex projects

frequently overrun their budgets.
• This trend is evident across all industries.
– The Channel Tunnel project overran its budget by 80%
– The Suez Canal cost 20 times more than original estimates
– The Concorde cost 12 times more than originally estimated

Source of information: Wikipedia (2012)

12
 Megaproject Challenges
• Fast tracking has become a norm for
construction projects.
– Fast tracking occurs when activity
sequences are scheduled to be
executed concurrently rather than
consecutively. This approach reduces
the total planned duration of the project.
– Fast tracking yields a significant amount
of risk for projects, as you are making an
assumption that you will be able to
achieve planned workforce levels and
that productivity will be equal to or
greater than estimated.

13
 What about other sized projects?
• Large, medium, and small projects
– Any projects can experience many of same issues
experienced by mega-projects as well
• Fast tracking
• Budget overruns
• Schedule overruns
• Rework
• Loss of predictable outcomes

– How can these type of issues be avoided?

14
 Construction Productivity
• Choy (2004) reported a decline
in construction site productivity
from the period of 1984 to 2004
within the province of Alberta.
• Jergeas (2009) reported a
similar trend across North
American construction projects,
thereby indicating that the
declining productivity in Alberta
was not an isolated case.
• Other studies have confirmed
this trend globally. Construction
productivity is declining, in
some regions quite significantly.

15
 Time on Tools
• Time on Tools measurements identify
a numerical value of the amount of
time that a construction trades person
spends completing productive work.
– Productive work is work that is
progressable or increases earned value. It
is quantifiable.
– Reading drawings, waiting for
transportation or searching for material
would not be considered Time on Tools.
– Rigging in a spool, welding, erecting
scaffold or pulling cable would all be
considered Time on Tools activities.

16
 Time on Tools
• Organizations measure Time on Tools
in different ways, which makes
comparison between companies
difficult.
– Some organizations have Foremen
complete Time on Tools Reports.
– Some organizations employ analysts to
measure and record data on field activities
to generate Time on Tools calculations.
– Accuracy of these reports is sometimes
called into question as processes for
reporting time can be subjective.

17
 COAA and CII

Construction Owners Association of Alberta

• Comprised of site owners, construction contractors, engineering firms,
labor groups and government associations
• WorkFace Planning Subcommittee
• Website: http://www.coaa.ab.ca/Productivity/WorkFacePlanning.aspx

Construction Industry Institute

• “A consortium of more than 100 leading owner, engineering-contractor,
and supplier firms from both the public and private arenas” (CII, 2012).
• Research Team 272
• Website: https://www.construction-
institute.org/scriptcontent/rts2.cfm?section=res&RT=272
• Research Team 319
• Website: https://www.construction-
institute.org/scriptcontent/rts2.cfm?section=res&RT=319

18
 COAA Analysis of Productivity

Percentage of Time Spent - Crew

Wait Time, 15%
Tool Time, 37%
Equip / Mat.
Movement, 8%

Crew
Movement,
15%

Planning, 11% Early Quits, 14%

Tool Time Early Quits Planning Crew Movement Equip / Mat. Movement Wait Time

19
 CII Analysis of Productivity
• CII reports that time on tools values are generally
lower than those reported by COAA, being only 33%
in research studies conducted (CII, 2013).
– Ultimately, these statistics indicate that there is room for
improvement in labor productivity within our construction
projects.

20
 COAA Analysis of Productivity
Percentage of Time Spent - Foremen
8%
3%
5%

9% 30%

10%

20%
15%

Travel Planning Supervision of Crew Safety Activities

Paperwork QA/QC Meetings (non-safety) Other

21
 WorkFace Planning

“WFP is the process of organizing and delivering all elements

necessary before work is started, to enable craft persons to
perform quality work in a safe, effective and efficient manner.”
(Construction Owners Association of Alberta, 2011).

22
 WorkFace Planning
• WorkFace Planning was coined as a best practice by
COAA in the early 2000’s, and since then has been
successfully implemented and executed on a variety of
project types and project sizes.

• The goal of WorkFace Planning is to improve

construction predictability, productivity and performance
through early definition of construction needs, improved
access to information, and by eliminating roadblocks
that would prevent crews from executing work in the
field.

23
 WFP – Doesn’t Affect the Front-End

Construction
Engineering &
Procurement

24
 Advanced Work Packaging
• In 2009, CII initiated a research team that began to
explore and research work packaging processes
throughout the project lifecycle.
– CII and COAA developed a jointly funded research committee
(Research Team 272), that facilitated the research that
continued into Phase II of this project, which wrapped up in
2013.

25
 Advanced Work Packaging

“Advanced Work Packaging is the overall process flow of all

the detailed work packages (CWPs, EWPs and IWPs). It is a
planned, executable process that encompasses the work on
an engineering, procurement and construction (EPC) project,
beginning with initial planning and continuing through detailed
design and construction execution.” (CII, 2013).

26
 Advanced Work Packaging

Source: CII (2013)

27
 Advanced Work Packaging - Alignment

Construction &
Completions

Engineering Procurement

28
 Project Sizes
• Historically, WorkFace Planning and Advanced
Work Packaging have been used strictly on
Mega/Gigaprojects.
– We are now seeing use on medium and large sized
projects ranging from $2 Million – $500 Million.

Small Cap
Projects Megaprojects

Medium & Gigaprojects

Large
Projects

29
 Applicable Industries

Advanced Work Packaging and WorkFace Planning programs may

be applied in any industry that plans and delivers construction
projects. While the best practice began in the oil and gas industry, it
has been successfully applied in a variety of other industries where
adoption continues to grow.

30
 Industry Certification Programs

https://getpicced.com/

31
 (2003 - Present) (2009) (2011)

COAA – Research and Best CII RT 272 CII RT 272 – Completion of

Practice Development of WorkFace – Kickoff of RT Phase I (process) of AWP Research
Planning Model 272 Phase I Project

(2015) (2014) (2013) (2011)

COAA AWP CII RT 319 – CII RT 272 – Report CII RT 272 – Kickoff
ROI Team – Kickoff of the 319 out of the 272 Team of the RT 272 Phase II
COAA AWP Project (phase II) Research Project
Research Project
begins

(2015) (2016)

CII RT 319 – Report out of AWP & WFP

Research Team 319 publication. CII
Announces AWP as industry best Certification – PICC
practice. Certification launch.

32
 What is Advanced Work Packaging?
• Industry & CII Recognized Best Practice
• In project management, a work package is defined as “the
effort required to produce a deliverable within a project.
This effort may be a single task or it could be several
related tasks”.
• Could think of a work package as a “mini project” within a
larger project. When all of the individual work packages
within a larger project are completed, the overall project is
done.
– Each work package includes the steps needed for completion along
with a schedule.
• This helps the project manager ensure the overall project
remains on schedule.
33
 AWP 3 Stages

34
 Stage One

35
 Stage One - Overview

36
 Path of Construction

• A Path of Construction is a
visual representation of the
project scope areas (silos)
and sequencing within the
plot plan.
– The Path of Construction should
be marked up on a plot plan to
visually identify general area
sequencing of execution.
– The Path of Construction will
form the basis of the Level 2
Schedule.

37
 Construction Work Areas

38
 The Construction–Engineering Chasm

39
 Construction & Engineering Planning

• A primary goal of Advanced Work

Packaging is to have the Path of
Engineering support the Path of
Construction, which is why defining the
Path of Construction is so important to
accomplish early in the project.
– To ensure that this process is
successful, Engineering and
Construction must regularly engage to
review and refine the Path of
Construction to ensure that it is viable,
and that it may be supported by all
stakeholders.

40
 Interactive Planning

Construction

Engineering

41
 Interactive Planning
• Construction involvement in the
engineering planning process facilitates
the identification of construction needs
early in the project, which in turn helps
the engineering team to better plan and
organize their activities to support
construction requirements.
• This process also facilitates the
identification of early constructability
initiatives that may significantly affect
project safety, cost, schedule or quality.

42
 Work Breakdown Structure (WBS)

Project

Construction Construction Construction

Work Area Work Area Work Area
101 102 103

Discipline Discipline Discipline Discipline

CWP 101-1 CWP 101-2 CWP 102-1 CWP 103-1

IWP 101-1-1 IWP 101-1-2 IWP 101-2-1 IWP 101-2-2 IWP 102-1-1 IWP 102-1-2 IWP 103-1-1 IWP 103-1-2

43
 Work Breakdown Structure (WBS)

CWA
CWP

Discipline

IWP
EWP

44
 EWP Boundary Definition

• According to industry best practice, EWPs and

CWPs have a defined and explicit relationship.
– Ideally, EWPs and CWPs are discipline specific, and will
exist in a 1:1 ratio, although a many to 1 relationship is also
acceptable.

EWP CWP

EWP EWP EWP CWP

45
 AWP 3 Stages

46
 Stage Two – Detailed Engineering

47
 Engineering

• Detailed engineering deliverables are produced

during this stage of the project.
– These deliverables include 3D data, detailed engineering
drawings, technical documentation, specifications and
procedures that will form the Engineering Work Packages
that will be handed over to the construction teams, and to the
software provider to load the automation tool.

48
 Engineering Work Packages

• Engineering deliverables are

packaged in the form of
EWP 1
Engineering Work Packages.
– These packages are
geographically founded, and are
not prepared on a system by
system basis nor packaged by
design area.
– It is important that these EWP
boundaries support the overall
construction strategy, and are not
defined solely by engineering.

49
 Construction Work Packages

• Construction Work Packages (CWPs) are the backbone

of construction projects. They are the foundation from
which all Installation Work Package planning will occur.
• Contents
– Scope of work
– Equipment
– Specialty tools
– Scaffold requirements
– Constraints
– Weather considerations
– HSE
– Quality

50
 Engineering Work Packages

51
 Detailed Construction Schedule

With Engineering Work Packages now being developed, and

information being produced for the development of Construction
Work Packages, the Level 3 Schedule may now be further
detailed out and solidified.

Engineering
Details

Preliminary
Procurement
Level 3
Information
Schedule

Detailed
Level 3
Schedule

52
 AWP 3 Stages

53
 Stage Three – Construction

54
 1 IWP Creation 2 Document Control
Interface

Manage IWP
Create IWPs Release Plan – Send Sequence and
Dynamic Monitor Constraints Content of IWP to
Construction Document Control
Planning

Superintendent & WFP

Meetings to Define IWP
Release Plan
1 Master & 2 Hard
Generate Request
IWP Copies Created
Forms & Work with
Support Depts.

5 IWP Closeout
3 Issuance to the Field

IWP Close Out Report Progress

Issue IWP to the
Field According to
Schedule &
Constraints

4 Control of IWP in the Field

Report IWP Construction

Completion Executes the Work

Remove Incomplete Leave in Field Until Complete? Monitor Completion

Items from IWP Complete Yes/No Status in the Field

55
 IWP Release Plan - Document

IWP Status Report

Project
PLANNED DATES ACTUAL DATES PERFORMANCE

IWP Target Issue IWP Target IWP Target IWP Target Constraint Free Construction
Construction HSE QC Issued for IWP Returned Man Hours Man Hours Man Hours
CWP IWP Date Constraint Free Execution Start Completion Date Package Created and Issued Complete Progress P.F.
Sign-Off Sign-Off Sign-Off Execution (Signed off) Estimated Earned Burned
(T-60 days) Date (T-21 days) Date (T) (T+14) (Planner) (100% progress)

56
 Installation Work Packages
• Installation Work Packages
(IWPs) are a natural extension of
the CWP. They are discipline
specific packages of activities
that consist of approximately
enough work for one crew for
one shift.
– This equates to 500 – 1000 man
hours of work.
– The size of the work packages will
vary dependent upon the crew and
the shift schedule.

57
 Installation Work Packages

58
 IWP Format
IWPs typically contain a variety of the following sections:

1. Cover page
2. Table of contents
3. Sign off sheets – review and completion
4. Constraint list & verification of constraint mitigation
5. WorkFace Planner’s report:
• Scope
• Interdependencies
• Task list (detailed)
• Resource requirements
• Man hour allocation
• Specialty tool requirements and request form
• Equipment requirements and request form
• Scaffold request form and sketch
• Bill of Materials
6. Quality control documents and requirements
7. Health, safety and environmental requirements and documentation

59
 IWP Format
IWP’s typically contain a variety of the following
sections:

8. Technical documentation and drawings

9. Model shots
10. Lessons learned sheets
11. Project contact list
12. Copies of daily progress sheets (loosely inserted so
that they may be handed in daily)
13. Copies of pre-populated time sheets (crew and cost
codes included where possible)
14. Punch lists

This is a sample of contents that may be found within an

IWP, however each organization will utilize a slightly
different format.

60
 Controlling the IWP in the Field
Once the IWP has been released
to the field, it is the responsibility of
the Foreman to submit progress
reports for the IWP that they are
working on that shift/rotation.

This data is used to update project

controls systems, which enables
us to glean visibility into actual
performance to date through status
visualization and reporting
capabilities.

61
 Outstanding IWP Tasks

IWP 1 IWP 2

Incomplete activities are aggregated at a system level

regardless of the IWP that they originally belonged to.

62 | WWW.BENTLEY.COM | © 2016 Bentley Systems, Incorporated

 Running Electronic Punch List / Work-to-Go List

63 | WWW.BENTLEY.COM | © 2016 Bentley Systems, Incorporated

 Advanced Work Packaging- CII View

AWP- Advanced Work Packaging

CWA – Construction Work Area

CWP- Construction Work Packages
EWP- Engineering Work Packages
IWP- Installation Work Packages

64
 Fundamental Steps to AWP
Determine Path of Defined early in Stage 1 to allow for integrated planning during the
Construction development of the CWP & EWP plans

In accordance with the Path of Construction and the Integrated

Develop CWA Plan Planning Sessions

In accordance with the Path of Construction and the Integrated

Develop CWP Plan Planning Sessions

Develop EWP Plan To support the Path of Construction and CWP Release Dates

Complete EWPs Per Integrated Schedule

Build CWPs Several factors will determine the actual content

The Workface Planner will develop IWP’s and installations schedule

Create IWPs in accordance with Path of Construction and Integrated Plan

Once a backlog of IWP’s are available without constraints,

Construction Construction (field crews) mobilizes and begins site work

65
 CII Research Teams RT272 and RT319
• RT272
– Defined AWP concepts and provided illustrative case studies
– Provided support and “How-To” guidance

• RT319
– Validated that using AWP improves project overall
performance
– Quantified performance improvements in 6 key areas
• Productivity
• Cost
• Schedule
• Safety
• Quality
• Predictability
66
 CII AWP Maturity Model
Three AWP Maturity Stages (CII IR272)

67
 CII Research Team RT 319 validated that using
AWP really does improve project performance

RT 319 validation methodology

• Conducted “blind” surveys of project professionals

• Performed 20 project case studies (3-way independent
analysis of each)
• Conducted expert interviews

• Conclusions on the following slides:

68
 (1) AWP Maturity Model - Early Stages

69
 (2) AWP Maturity Model - AWP Effectiveness Stage

70
 (3) AWP Business Transformation Stage

71
 Implementing AWP
The DTE Energy story (so far)

Why pursue using AWP:

• Need to deliver our enterprise projects in a predictable

and repeatable manner
• Client expectations focus on safety, schedule, cost, quality
• Reduce variability in productivity, constructability, and
rework rates
• Contractor variability in using work packaging
• From zero use of work packages to full use of Advanced Work
Packaging (AWP)

72
 Perceived Work Packaging Benefits Upfront
• Allows many different pieces of the overall project to be worked on at
the same time, usually by different groups of people – results in
improved productivity
• The team assigned to each work package completes their tasks and
then the individual packages all merge together seamlessly at the end
• Establishes acceptance criteria for each task activity improving quality
thresholds
• Integrated into resource loaded schedule yielding improved work
planning
• Proactively identifies Constructability issues to avoid field changes
• Can improve schedule management and adherence
• Ensures Construction crews have tools and resources necessary

73
 Approach to getting started - Embedding
AWP into the work
• Established a core team (including an AWP implementation lead with
prior experience)
• Benchmarked AWP techniques/insights/lessons learned (RT272)
• Plan and execute IWP/AWP on targeted pilot projects (large repeating
project, small repeating project)
• Conduct After Action Reviews
• Apply lessons learned and “finalize”
governance / procedure controls
• Roll out to all “new” MEP projects
• Check and adjust, coach and mentor (ongoing)

74
 Benchmarking / Go-and-See
Conducted several benchmarking/”go-and-see” activities:

75
 Advanced Work Package World-Wide Adoption

76
 Benchmarking efforts identified several key
attributes of work packages

Key Attributes of Installation Work Packages Insights & Recommendations

Step-by-step Safety Special tools Crew resources • Work Packages should be developed as early as
work precautions and special possible during a project
instructions and PJB expertise
requirements requirements • Engineering and installation planning should be
integrated
• Work Package requirements should be specified in
Quality checks, Span of work - Predecessor Staged parts
contracts upfront using standardized wording
verifications Each package and Successor and materials
and acceptance covers one work packages list
• Work Package planning and execution should be built
criteria crew for 4-5 are identified into the project schedule and progress tracked at the
shifts Work Package level
• There should be a Work Package change control
process and engineering feedback loop
Support Scaffolding / Lessons Crew feedback
documents accessibility Learned from documentation • Installation Work Packages should include key
and drawings requirements previous work
information (see chart on left)

77
 DTE Energy Case Study –
Use of Advanced Work Packaging

MATS/DSI/ACI Project

78
 Project Background Summary
• The Environmental Protection Agency (EPA) issued Mercury Air Toxic
Standards (MATS) to reduce mercury and other toxic air pollution from
coal and oil-fired power plants.
• For all existing and new coal-fired Electric Generating Units (EGU)s,
the proposed standards would establish numerical emission limits for
mercury, Particulate Matter (PM - a surrogate for toxic non-mercury
metals), and HCl (a surrogate for acid gases).
• EPA’s requirements generated significant interest in utilizing Dry
Sorbent Injection (DSI) and Activated Carbon Injection (ACI)
technology to comply with the new standards. DSI technology can be
a lower capex technology option which could allow the continued
operation of many EGUs while meeting the proposed HCl, Mercury
(Hg) and Particulate Matter (PM) emission limits, along with additional
SO2 reductions.
• DTE performed previous performance testing to verify the suitability of
this technology to cost effectively meet EPA's requirements.

79
Process Overview: DSI and ACI systems remove Hg
and acid gases in the flue stream
DSI Solution
• Trona requirements will vary depending on fuel
blend, chlorine content of REF and MW loading.
• Trona will be transported to Belle River, St Clair,
Trenton Channel and River Rouge power plants
via truck
• Each DSI equipped power plant will have a silo
system to store sorbent for daily operations which
is then conveyed to injection lances placed in the
flue gas ductwork
ACI Solution
• Activated carbon will be required and delivered to
each of the ACI equipped units and stored in a
silo system for operation and then conveyed to
injection lances placed in the flue gas ductwork
Ash Handling
• The additional volume of particulate created by
ACI and DSI will require some improvements to
current ash handling systems and precipitators to
maintain PM compliance

80
 Project Process Overview
• Mapping of the existing as-found conditions
• Full 3-D analysis and construction design
• Scope includes plant upgrades and new equipment installation design
• Installation of new equipment including factors such as:
– Constructability
– Accessibility
– Maintainability
– Operations
– Safety
• Startup and Commissioning activities including as-built incorporation
• System Performance Testing
• Extended Reliability Testing (90 operating day+)
• Project closeout

81
 STCPP System Locations (islands)

82
 BLRPP System Layout

Unit 1 DSI/ACI System

Unit 2 DSI/ACI System

83
 3D Model of System Layout

84
 Used a Contractor Work Packaging Strategy
• Overall Strategy:
• Civil Structural type WPP was typically assigned, broken
up by installation work flow which was predetermined by
knowledgeable/experienced Superintendent. Typically by
area, location, trade, etc….
• Mechanical/Electrical WPP were assigned, broken up by
Startup & Commissioning Boundary Drawings. This
assisted construction schedule to make sure construction
completions were “systems” based on how commissioning
agent planned to commission.

85
 Contractor Work Package Considerations
• Work Scope • Civil/Structural
• Safety Planning • Technical/Engineering
• JHA Documentation
• QA Planning • Schedule
• Discipline • Logistics
Documentation • Workforce Planning
Checklist As Applicable • Material & Equipment
• Mechanical Planning
• Electrical • Approvals

86
 Work Package Planning Process
• Process
 Started with the end in mind!
 Created a defined feature of work from Stage I & II AWP steps.
 Most critical prior steps are planning how the project will be commissioned.
 WPP should be sized to be assigned to a person/group that can be
accountable for results.
• Objective
 All necessary information pertaining to WPP compiled in one location
 WPP Structured to collect information from executing work to final
turnover documents

87
 Advanced Work Package Planning
Implementation Overview
• Overall WPP Process was based on a standard template
for the project
• This helped create consistent packages
• All information was located in one document
• Utilized hyperlinks in WPP to reference pertinent outside
documents.
• Reduced human performance errors

88
 Work to Develop the Packages
• Started with end in mind
• Used Startup/Commissioning Boundaries to help guide
Electrical/Mechanical Trade Packages
• One person responsible for drafting Work Package and
collected input/resources from other key individuals
• Held Meeting with all necessary key individuals to finalize
Work Package

89
 Advanced Work Package Planning
Consistency is Key
• WPP was a form based standard template Folder Structure

• Flexible so that it could be tailored to anything,

• from Electrical Scope to Civil/Earthwork
• Resources such as drawings, specifications,
schedule, etc. were hyperlinked within folder
structure.

90
 Improvement in Transitions to Other Sites
• Work Packages become central location to house
information for executing the work
• Allowed for knowledge sharing from site to site.
Example- Lessons learned from Foundation
Concrete Pours

91
 What was effort needed to create IWPs?
• Overall Process was based on Template
• First Stage – Package Preparation
– Create package and schedule WPP Meeting.
– The effort from the individual was usually 4-8 hours and was
completed over 2-3 days.
• Second Stage was WPP Meeting.
– Typically 2 hours or less.
– Attendees are at minimum PE, Superintendent/Foreman, Safety &
QAQC Personnel. (Example: IWP: Foundation Concrete Pours)
– Outcome of Second Stage was IWP Approval or Action Items
• Third Stage was Execution and Documentation of IWP

92
 Installation Work Package Quantities
• Number of packages was identified by analyzing work to be
performed by discipline, common/redundant and unique work/atypical
TOTAL IWP'S MATS PROGRAM WORK PACKAGE PLANNER MONTHLY
CREATED FOR
COMMON, UNIQUE
PROGRESS SUMMARY AUGUST 2015
Remaining
AND OUTAGE WORK
This Month
1
70 0 Previous YTD
IWP'S CREATED FOR
60 WORK ACTIVITIES
COMMON TO A
50 TYPICAL ISLAND
INSTALLATION IWP'S CREATED FOR
Total WPP

WORK ACTIVITIES STCPP U7 BLRPP U1-U2

40
65 NOT COMMON TO FLY ASH FLY ASH
1 A TYPICAL ISLAND OUTAGE WORK OUTAGE WORK
30
0 INSTALLATION ACTIVITY IWP'S ACTIVITY IWP'S
1
20 0 0 0
24 0 0
10 16 12 12
0

93
 Process
Improvements
(Maturity)
Learnings along the way

94
 Work Planner Layout
• Original concept:
• Scope
• Supporting Engineering &
Vendor
• Safety Plan
• Quality Assurance
• Equipment Planning
• Special Tools

95
 Revised Planner
• Identified Work
Package Planner –
tied to schedule
• Job Hazard Analysis
incorporated
• Electronic
documents hyper-
linked
• Checklists included

96
 Revised Planner
• Technical
Documents and
revisions numbers
• Schedule connection
• Logistics and
workforce
requirements

97
 Revised Planner
• Materials &
Equipment planning
with cost capture
• Package signoff and
approvals for
creation, and
completion

98
 Lessons Learned
through
Implementation

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 Owner Learnings
• Early Challenges
– Contract language needs to clearly define AWP
expectations upfront
– Some contractors were new to AWP – wanting to add
AWP costs as contingency risk to bids (felt it was
potentially added work)
– Need to educate all project stakeholders on AWP
(owner’s staff, contractors, client representatives)
– Very difficult to initially implement AWP on in-flight, in-
progress projects
• Contract changes
• Renegotiate

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 Contractor Learnings
• Early Learnings
– Productivity improvements (less crew downtime)
– Improved tracking of work progress
– Improved visibility of issues
• Improved communication between contractor(s) and owner
• Worker feedback used to improve downstream work
• Increased contractor ownership of issues and their resolution
– Better constructability planning embedded into design
phase
– Improved emphasis on construction planning
– Contractor recognized improvements could be made to
bid process for major work packages

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 Advanced Work Package Planning
Implementation Lessons Learned
• Keep the WPP simple and flexible. To much
information will burden the process.
• Populate the WPP with the most important
information.
• Get team buy-in through use of meetings.
• As early on in the project as possible use the
WBS to outline the WPP structure.
• Don’t stray away from philosophy of “one
document”.

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 Advanced Work Package Planning
Applied Lessons Learned
• Checklists
– Developed for every section of each document
– Give objective feedback of compliance
– Provide everyone with a tool for approval and
review.
• At the end of every checklist a summary
gives an overall indication of how good
the package is.
• Should have established schedule
included up front and included bid
packages to each Work Package. That
would have streamlined the work
packaging
• Eased the Owner’s Construction
Supervision daily task management

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 Benefits &
Conclusions

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 Benefits of using Work Packages

• WPP process creates one single document as point of reference.

• Creates and forces project team to have a structured planning process, prior
to starting work.
• Provides a structured approach to collecting documentation in an organized
fashion.
• Improved tracking of work progress
• Improved visibility of issues (actual vs designed)
• Improved communication between contractor(s) and construction supervisor
• Worker feedback used to improve downstream work
• Increased contractor ownership of issues and their resolution
• Better constructability planning embedded into design phase
• Execution of MEP projects with more predictability
• Construction work planned in more detail (tools, drawings, schedule, quality)
• Construction crews are more productive
• Issues identified earlier (more planning stage versus in the field)

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 DTE Energy has concluded that:

• AWP improved project productivity and predictability

• AWP can be scalable, adjusted and applied to smaller projects as
well as larger projects
• Contractors will embrace AWP once they gain experience in its use
• The Owner needs to drive use of AWP in the early stages
• Early adopters of AWP can see a payback even if their maturity level
is low
• Need only use technology/software necessary to do the job

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 Resources Available

CII Community of
CII Volumes Practice Conferences
RT 272 + RT 319 ASI / COAA BP
Virtual Meetings

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 Q&A
Questions?

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