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INDEPENDENT PROJECT ANALYSIS, INCORPORATED

Research and Metrics


Measuring
Capital Project
Best Practices

Presented by: Carlos Tapia

NWCC Meeting
Bellingham, WA
February 25, 2004

THE AMERICAS ‹ EUROPE ‹ AUSTRALIA ‹ CHINA


Focus

• In this presentation we will focus on capital


project Best Practices identified and researched
through the IPA methodology

• These Best Practices have been quantified and


their effect on projects has been measured

• IPA clients routinely apply this knowledge in the


definition and execution of their capital project
portfolio

• What are the keys to successful project


execution?

CONFIDENTIAL 2 INDEPENDENT PROJECT ANALYSIS


Few Projects Meet All Objectives

Schedule

Cost

Cost & Schedule

Cost Pred.

Schedule Pred.

Cost & Sched. Pred.

Operability

All Objectives

0% 20% 40% 60% 80% 100%


% Projects Meeting Performance Objectives

CONFIDENTIAL 3 INDEPENDENT PROJECT ANALYSIS


Outline

• IPA Background
• Best Practices: Research and Metrics

• Special Study: Labor Productivity

• The Challenge

CONFIDENTIAL 4 INDEPENDENT PROJECT ANALYSIS


IPA Corporate Background

• Founded in 1987 to provide a unique project research


capability for the chemical process, petroleum, and
minerals industries

• Staff includes engineers, economists, scientists,


statisticians, and operations researchers with most
members holding an advanced degree

• Offices in the United States, The Netherlands, China, and


Australia

• Mission is to improve competitiveness of our customers by


improving their use of capital

• Devoted exclusively to the analysis of capital projects as a


field of empirical research

CONFIDENTIAL 5 INDEPENDENT PROJECT ANALYSIS


IPA’s Customers

• Petroleum Industry

• Chemical Industry

• Pharmaceutical Industry

• Pulp & Paper Industry

• Specialty chemicals and consumer products

• Mining, Minerals Processing and Metals

• Contractors

CONFIDENTIAL 6 INDEPENDENT PROJECT ANALYSIS


Clients Represented in the IPA Databases

Abbott Laboratories Chiyoda ICI PEMEX


ABB Lummus CITGO Iluka Resources Petrobras
Abitibi-Consolidated Clark Refining & Marketing Incitec Petrokemya
AEC East CNRL Inland Paperboard & Packaging Petróleos de Venezuela
Agip Codelco International Paper Pharmacia
AGRA Simons Condea Vista Pillsbury
AIOC Colonial Pipeline Company Iscor
Portland Pipeline
AIR Liquide Comalco (Rio Tinto) Jacobs Potlatch
Air Products Cominco JGC Procter & Gamble Co.
AKZO Nobel ConocoPhillips Kellogg Brown & Root Qatar General Petroleum Co.
Alcan CRI Keyma Quimica Fluor
Alcoa CSR Timber Products Kimberly Clark Repsol YPF
Alyeska CYTEC Koch Rhodia
AMEC DeBeers Diamonds Kodak Rohm & Haas
Amerada Hess Degussa-Hüls Royal Dutch Shell Group
Kvaerner
Amoseas Department of Defense (US) South Australian Magnesium
Anadarko Dofasco Lasmo SAPPI
Appeyl Dow Chemical Company LTV Steel Sasol
Army Corps of Engineers DSM Lundin Malaysia Saudi Aramco
AstraZeneca DuPont Lyondell Citgo Shell Oil Company
Atlantic LNG DuPont Dow Elastomers Magnesium Intl. Ltd. Shell Canada
AtoFina Eastman Chemical Co. Malaysian Refining Co. Shell MIning
Australian Magnesium Corp. EC Erdolchemie Marathon Ashland Solutia
Australian Paper Edison Company Marathon Oil Solvay
BASF Eichleay Engineering Southern Natural Gas
Bayer Elf Atochem Mead Statoil
Bechtel Eli Lilly & Co. Merck & Company, Inc. Stepan
BE&K Entergy Merial Stone & Webster
BHP Billiton Enterprise Oil Ltd. Milliken Suncor Energy
Bluewater ExxonMobil Montell Sunoco
Borealis Fluor Daniel Morton International Syncrude
British Borneo Florida Power & Light NAOC TotalFinaElf
British Gas FMC Corporation Nederlandse Aardoilie Mj. Toyo
British Nuclear Fuels Foster Wheeler Union Carbide Corporation
BP Gaz De France Noranda Falconbridge Unocal
Bristol-Myers Squibb General Electric Norsk Hydro US Gypsum
Caltex GlaxoWellcome North Star Steel US Steel
Cargill Dow Polymers Hammersley iron Nova Chemicals Valero
Chevron Texaco Hoffman-La Roche Nycomed Amersham Wellman
China Three Gorges Project Honeywell Orica Weyerhaeuser
Development Corp. Husky Oil Owens Corning WMC
Woodside
CONFIDENTIAL 7 INDEPENDENT PROJECT ANALYSIS
Outline

• IPA Background

• Best Practices: Research and Metrics


• Special Study: Labor Productivity

• The Challenge

CONFIDENTIAL 8 INDEPENDENT PROJECT ANALYSIS


Elements of Capital Effectiveness

Business Technology
Strategy Strategy

Alignment
of Lo
w
Functions Discipline Co
st

Leading SAFETY
Technology Optimal Executed
Scope for With Fast Cycle
Business Minimum Time
Use of
Needs Change
Value Improving BETTER
Practices
ROI
y
Timely Involvement of cilit
Front-End Fa ality
Loading Contractors/Vendors Qu

Key Leading Indicators Key Performance Indicators


CONFIDENTIAL 9 INDEPENDENT PROJECT ANALYSIS
Application of the IPA Methodology

Schedule
Histories

Management
Contingencies
Strategies

IPA
Databases
Cost
Performance
Histories

Project Technical
Definition Characteristics

Project Project System


Benchmarking
Evaluations Monitoring

CONFIDENTIAL 10 INDEPENDENT PROJECT ANALYSIS


The Approach: Linking Inputs to Outputs
Project Performance Inputs

KEY PROJECT PRACTICES

Parametric
Statistical
Techniques

KEY PROJECT RESULTS

Project Performance Outputs


CONFIDENTIAL 11 INDEPENDENT PROJECT ANALYSIS
The Approach: Linking Inputs to Outputs

Project Performance Inputs

Team Project
FEL VIPs Technology
Practices Controls

Parametric
Statistical
Techniques

Operational
Safety Cost Schedule
Performance

Project Performance Outputs


CONFIDENTIAL 12 INDEPENDENT PROJECT ANALYSIS
Outline
• IPA Background

• Best Practices: Research and Metrics


– Safety First

– Front-End Loading

– VIPs

– Teams and Core Competencies

– Project Controls

• Special Study: Labor Productivity

• The Challenge
CONFIDENTIAL 13 INDEPENDENT PROJECT ANALYSIS
Drivers of Project Safety

• IPA research has identified a set of primary


drivers of project safety:
– Excellent Front-End Loading

– Strong, interactive new-hire safety orientation


effort

– Craft worker review of the safety program

– Pre-task planning after changes

– Individual recognition awards for safety

CONFIDENTIAL 14 INDEPENDENT PROJECT ANALYSIS


The Approach: Linking Inputs to Outputs

Project Performance Inputs

Team Project
FEL VIPs
Practices Controls
Technology

Parametric
Statistical
Techniques

Operational
Safety Cost Schedule
Performance

Project Performance Outputs


CONFIDENTIAL 15 INDEPENDENT PROJECT ANALYSIS
What Is Front-End Loading?
Front-End Loading (FEL) is the process by which
an owner develops a detailed definition of the
scope of a capital project to meet business objectives

-- Why

-- What

-- When

-- Where

-- How

-- Who
CONFIDENTIAL 16 INDEPENDENT PROJECT ANALYSIS
What Is Front-End Loading?

FEL is
the primary
Best Practice
in project execution

CONFIDENTIAL 17 INDEPENDENT PROJECT ANALYSIS


Capital Project Life Cycle
CYCLE
TIME
Phase

Business
Appraisal Value Creation
EXECUTION

Conceptual
Planning Value Addition

Basic Project
Planning
Detailed
Engineering Value
Maintenance
Construction

Startup and
Front-End Loading Value
Turnover
Production
Operations

CONFIDENTIAL 18 INDEPENDENT PROJECT ANALYSIS


FEL Drives Absolute Cost Performance

1.2
(Project Cost / Industry Avg. Cost)
Relative Capital Cost

1.1
Industry Average Cost

1.0

0.9

0.8 Best Practical Good Fair Poor Screening

FEL Rating

CONFIDENTIAL 19 INDEPENDENT PROJECT ANALYSIS


Better Definition Shortens
Project Schedule Durations
1.15

1.10 Construction
(Industry Average = 1.0)

Execution
1.05
Relative Schedule

Schedule

1.00
Industry Average
Cycle Time
0.95

0.90

0.85
Best Practical Good Fair Poor Screening
3 4 5 6 7 8 9
Front-End Loading

CONFIDENTIAL 20 INDEPENDENT PROJECT ANALYSIS


The Approach: Linking Inputs to Outputs

Project Performance Inputs

Team Project
FEL VIPs Technology
Practices Controls

Parametric
Statistical
Techniques

Operational
Safety Cost Schedule
Performance

Project Performance Outputs


CONFIDENTIAL 21 INDEPENDENT PROJECT ANALYSIS
Value Improving Practices

VIPs are out-of-the-ordinary practices used to improve


cost, schedule, and/or reliability of capital projects

1.2

• Formal, documented
R e la t iv e C a p it a l C o s t

1.1 practices that use a


FEL improvement only repeatable work process
Industry Average
1.0

0.9 • VIPs are almost always


FEL improvement plus VIPs facilitated by specialists
outside the project team
0.8 Best Good Fair Poor Screening
3 Practical
4 5 6 7 8 9
FEL Rating

CONFIDENTIAL 22 INDEPENDENT PROJECT ANALYSIS


Value Improving Practices
Technology Selection
Process Simplification (Value Engineering 1)
Classes of Facility Quality
Waste Minimization
Constructability Review (1)
Potential to Impact Value

Process Reliability Modeling


Minimum Standards and Specifications
Predictive Maintenance
Design-to-Capacity
Energy Optimization
3-D CAD (through execute)
Value Engineering (2)
Constructability Review (2)
Constructability Review (3)

Authorization

Explore Appraise/ Define Execute Operate


Select
Project Phase

CONFIDENTIAL 23 INDEPENDENT PROJECT ANALYSIS


The Approach: Linking Inputs to Outputs

Project Performance Inputs


Team
Practices: Project
FEL VIPs Technology
Team Controls
Development

Parametric
Statistical
Techniques

Operational
Safety Cost Schedule
Performance

Project Performance Outputs


CONFIDENTIAL 24 INDEPENDENT PROJECT ANALYSIS
Team Development
• IPA research and work has shown that well developed
and integrated project teams are a key driver of project
success
– Increased cost effectiveness

– Faster projects

• Project teams must be formed during FEL and remain


stable through execution

• Characteristics of a well developed project team:


– Clearly defined project objectives

– Strong project manager with authority

– Functional representation from key stakeholders

– Clearly defined roles and responsibilities

– Guided by a clear project implementation process


CONFIDENTIAL 25 INDEPENDENT PROJECT ANALYSIS
The Approach: Linking Inputs to Outputs

Project Performance Inputs


Team
Practices: Project
FEL VIPs Technology
Core Controls
Competencies

Parametric
Statistical
Techniques

Operational
Safety Cost Schedule
Performance

Project Performance Outputs


CONFIDENTIAL 26 INDEPENDENT PROJECT ANALYSIS
Background

• Owner companies have downsized and outsourced various


engineering and project management functions for nearly
two decades.

• The effects of downsizing on project performance and the


rationale for downsizing are not clearly understood.

• In 1992, IPA studied contractors’ role in Front-End Loading


(FEL) and concluded that owner leadership during FEL is a
key driver of project success.

• In 2002, IPA studied project competencies and found


distinct cost and schedule advantages to owners retaining
certain competencies in-house.

CONFIDENTIAL 27 INDEPENDENT PROJECT ANALYSIS


What Is a Core Competency?

A set of project functions or skills that are

a source of competitive advantage and

that cannot be effectively and reliably


secured from the market

CONFIDENTIAL 28 INDEPENDENT PROJECT ANALYSIS


Which competencies are
considered Core by Owners?

CONFIDENTIAL 29 INDEPENDENT PROJECT ANALYSIS


Core Competencies
• The following competencies are usually considered core
by owner companies:
– Convert research to project

– Formulation of business case

– Conceptual cost estimating (60/40)

– Conceptual Design

– Environmental/Permitting

– Safety

– Procurement and Contracts Admin.

– Project Management

– Commissioning and Startup

– Continuous Improvement
CONFIDENTIAL 30 INDEPENDENT PROJECT ANALYSIS
Non-Core Competencies
• The following competencies are usually considered non-
core by owner companies:
– Detailed Engineering

– Construction

CONFIDENTIAL 31 INDEPENDENT PROJECT ANALYSIS


The Project Management Competencies

• All owners with successful capital project systems


consider project management a core competency

• Most consider the supporting competencies core too:

– estimating

– scheduling

– procurement

– controls

CONFIDENTIAL 32 INDEPENDENT PROJECT ANALYSIS


Some Conclusions
• Competitive advantage for the project execution phase
is significantly more likely to reside with owners that:
– Build at least a core in-house detailed engineering
capability for large projects

– Maintain a strong control function

– Use in-house construction managers when


> Portfolio of projects includes substantial revamp work

> Risk of changes during startup is high

CONFIDENTIAL 33 INDEPENDENT PROJECT ANALYSIS


How Do I Make
The Right Sourcing Decision?
• I have to own the competency if I can’t buy it reliably
from the market.

• If I decide to get rid of the competency, I must be a


savvy buyer.
– If I don’t do this in-house, can I be a savvy buyer?

• If I believe that I can perform this competency more


effectively in-house than buying from the market, I
may decide to keep it.
– After factoring in the “valley” periods when some of
those jobs might not be needed.
> Need data!

CONFIDENTIAL 34 INDEPENDENT PROJECT ANALYSIS


The Approach: Linking Inputs to Outputs

Project Performance Inputs

FEL Team Project Technology


VIPs
Practices Controls

Parametric
Statistical
Techniques

Operational
Safety Cost Schedule
Performance

Project Performance Outputs


CONFIDENTIAL 35 INDEPENDENT PROJECT ANALYSIS
Good Project Control Practices
Reduce Execution Schedule Slip

20%

15%
Percentage Schedule Deviation

10%

5%

0%

-5%

-10%

-15%

-20%
0 1 2 3 4 5 6 7 8

Weighted Control Practice Score

Worse Better

CONFIDENTIAL 36 INDEPENDENT PROJECT ANALYSIS


Best Practices
• IPA has identified a set of Project Inputs that
when applied correctly constitute Best Practices
• Best Practices should be implemented primarily
during project definition and maintained during
execution
• The primary Project Inputs are:
– FEL or Project Definition
– Use of VIPs
– Team Development
– Project Controls
– Use of New Technology
• “Class A” project systems implement these
practices in a concerted manner
CONFIDENTIAL 37 INDEPENDENT PROJECT ANALYSIS
Outline

• IPA Background

• Best Practices: Research and Metrics

• Special Study: Labor Productivity


• The Challenge

CONFIDENTIAL 38 INDEPENDENT PROJECT ANALYSIS


Keys to Better Productivity

• Detailed execution planning is the single most


important driver of better field productivity
– Execution planning has been progressively outsourced
to contractors

• But the data are clear: owner execution planning and


control are central to securing good labor productivity

• The principal role of the engineering contractor is to


provide timely, high-quality engineering documents to
construction; it is not to take the place of the owner in
the execution planning process

CONFIDENTIAL 39 INDEPENDENT PROJECT ANALYSIS


Components of Improved Labor Productivity

More
More
Front-End
Front-End Execution
Execution Other
OtherDrivers
Drivers Construction
Construction
Loading
Loading Factors
Factors for
forthe
theMoney
Money

• Project Execution • Use of Integrated 3D


• Quantitative
planning • Working weather windows weather effects
–detailed schedules • Effects of overtime
• Role of supervision
• Soils
• Union/open shop effects
• Health and Safety
requirements • Importance of schedule
maintenance
• Engineering status • Control planning
• Equipment specs
• Key VIPs

CONFIDENTIAL 40 INDEPENDENT PROJECT ANALYSIS


Outline

• IPA Background

• Best Practices: Research and Metrics

• Special Study: Labor Productivity

• The Challenge

CONFIDENTIAL 41 INDEPENDENT PROJECT ANALYSIS


What Really Matters?

BEST Strategy

PRACTICES
Process People

CONFIDENTIAL 42 INDEPENDENT PROJECT ANALYSIS


The Challenge in Capital Project Execution

• In the last 15 years, the process industry has made


significant progress understanding the value of Best
Practices in capital project execution

• However, the key challenge remains on the integration


of processes and organization (within which Best
Practices reside)

• The truly successful project systems have managed


to master a process that is supported by a strong
project organization (resources, core competencies,
integrated teams); Best Practices are then inserted
into both the process and the organization at the right
time and level
CONFIDENTIAL 43 INDEPENDENT PROJECT ANALYSIS
INDEPENDENT PROJECT ANALYSIS, INCORPORATED
www.ipaglobal.com

Research and Metrics


Measuring
Capital Project
Best Practices

Presented by: Carlos Tapia


ctapia@ipaglobal.com

THE AMERICAS ‹ EUROPE ‹ AUSTRALIA ‹ CHINA

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