BPC-2015-PRS-11-2015-v1 Workshop - Case Study Validation of AWP

RT319
Validating Advanced Work Packaging as a Best Practice – A Game Changer

Michael Bankes, Fluor
Joel Gray, Coreworx
William O’Brien, University of Texas at Austin
Jim Rammell, Wood Group Mustang, Inc.
Stan Stasek, DTE Energy
Agenda
AWP Concepts
Triangulation of Evidence
Results
Resources
Implementation Panel
2
RT 319 – Edmonton, 13May2015

A Long Research Journey!
RT272 Phase I (09-11) RT272 Phase II (11-13) RT319 (14-15)
Process Implementation Validation
Steve Autry, ConocoPhillips

ConocoPhillips Sarah
Bryan Meeks,
Robin The
Mikaelsson,
Parsons, University
KBR of Texas at Austin
Bentley Systems
Michael Bankes,
Richard Bankes,
Michael Fluor
Buxo, SNC-Lavalin
Fluor Bill
RobinO’Brien,
Simone The University
Mikaelsson,
Ponticelli, Bentley
The of Texasofat
Systems,
University IncAustinat Austin
Texas
Jim Blevins, Pathfinder Bryan Parsons, KBR
DougGray,
Joel House,
Coreworx
Zachry Industrial Inc. Bill
JimO’Brien,
Rammell, The University
Wood GroupofMustang
Texas at Austin
Roy Burnette, CH2M HILL Sean Pellegrino, Chevron
Mark
John
Keith Hunter,
Hyland,
Critzer, Bechtel
Lauren Engineers & Constructors
ExxonMobil Mark Parsons,DTE
StanRammell,
Jim Stasek, KBR
Wood Energy
Group Mustang
Joel Gray,
Robin
John Coreworx
Hyland,
Mikaelsson,
Lauren
Bentley
Engineers
Systems
& Constructors Lloyd
Randy Rankin,
Paulson,
Glen Warren, – COAA
Ascension
Progress
Retired Systems
Energy
Olfa Hamdi,
LaRota,The
JoseO’Brien,
Bill The University
Southern
Universityofof
Company Texas at at
Texas Austin
Austin Yogesh
Sean Srivastava,
Pellegrino, North West Redwater Partnership
Chevron
Ken Kohl, GE Power & Water Stan Stasek, DTE Energy
Fernanda Leite, The University of Texas at Austin Jim Rammell, Mustang
Jose LaRota, Southern Company Jim Vicknair, WorleyParsons 3
Brendan
FernandaLynam, Kvaerner
Leite, The University of Texas at Austin Jim
GlenVicknair,
Warren, WorleyParsons
COAA
Agenda
AWP Concepts
Results
Resources
4

Background

AWP Work Package Relationships
Path of Construction

Research Objective
RT 272 Deliverables
Contracts Model Tools Examples

• Requirements • Flowcharts • Assessments • Support
• Deliverables • Job Descript. • Templates • Preliminary
Evidence
Is AWP leading to Performance Improvement?

Prove it!
RT 319 Objective
2. Document Implementation
1. Validate the Benefits
Challenges & Lesson Learned
7

Agenda
AWP Concepts
Results
Resources
8

• Methods of AWP Implementation

Case Studies • Benefits / Challenges / Lessons Learned
• 17 Case Studies
• Statistical Validation Case Survey

Survey • AWP and Project Predictability Studies
• 92 Surveyed Managers
TRIANGULATION
• Specific AWP Processes
Expert Interviews • Feedback on Research Findings
• 22 Direct Interviews Expert
Interviews
Cross-Validated Results! 9

Agenda
AWP Concepts
Results
Resources
10

Case Studies
In-depth Results on AWP Benefits!
• 17 Case Studies and 46 Interviewees

• Different industrial sectors and project sizes
• Documented AWP benefits, challenges, and lessons learned
Sector
Size* Location
Chemical, 2
Power, 5
Infrastructu Small, 5
re, 2 Big, 5
Canada, 7
US, 10
Medium,
11
2
Oil&Gas, 8 *Size (million USD):
Mega, 5
Small: < 5
Medium: btw. 5 and 50
RT 319 – Edmonton, 13May2015 Big: btw. 50 and 500
Mega: > 500
Maturity Model
Three AWP Maturity Stages conceptualized within CII IR272 – Volume II
Objectives:
1. Provide empirical evidence of the 3 stages
2. Investigate the relationship between AWP
Maturity and Project Performance
3. Deliver practical recommendations to obtain
higher levels of AWP maturity
12

Maturity Model – Case Study Evaluations
Results:
6
• 60 Ratings on 15 Different Projects.
• Independent Ratings (CII Experts).
5
• 2 Dimensions of Analysis:
AWP Maturity
4
Project Performance
A. Process Adherence
B. Organizational Alignment
3 C. Contract Integration
2 Project Performance
A. Productivity
1
B. Cost
C. Safety
D. Schedule
0 E. Quality
0 1 2 3 4 5 6 7 8 F. Predictability 13
AWP Maturity

Maturity Model
AWP Early
Stages
PROJECT PERFORMANCE
AWP Early Stages

• Set small project goals
• Allocate adequate budgets
• Identify key roles to drive
AWP implementation
• Perform intensive training
1
14
AWP MATURITY

(1) AWP Early Stages
Maturity Stage
Performance
Dimension 1 – AWP Early
Stage
Around 10%
Productivity
improvement
Cost Project on budget
0 lost-time accident
Safety (TRIR below company
average)
Project experienced
Schedule
minor delays
Not very satisfying

Predictability (major changes to
estimates)
In line with previous

Quality
quality performance 15

Maturity Model
AWP Early Stages AWP
Effectiveness
AWP Effectiveness
PROJECT PERFORMANCE
• Set ambitious project goals

• Prioritize incremental
improvement projects
2
• Watch out for complacency
• Attain to AWP guidelines
16
AWP MATURITY

(2) AWP Effectiveness
Maturity Stage
Performance
Dimension
1 – AWP Early Stage
2 – AWP
Effectiveness
Around 10% Around 25%
Productivity
improvement improvement
Cost Project on budget Around 10% below TIC
0 lost-time accident 0 lost-time accident

Safety (TRIR below company (sporadic first-aids and
average) near misses)
Project slightly ahead of

Project experienced
Schedule schedule during
minor delays
execution
Moderately positive
Not very satisfying (major
Predictability (minor changes to
changes to estimates)
estimates)
In line with previous Reworks slightly below

Quality
quality performance company's average 17

Maturity Model
AWP Early Stages AWP Effectiveness
AWP Business
Transformation
AWP Business
Transformation
PROJECT PERFORMANCE
3
• Continue investing in AWP
2 implementation
• Increase the flexibility of
Project Managers to
evolve/adapt AWP
processes
• Export the project as
1 “world-class” benchmark
18
AWP MATURITY

(3) AWP Business Transformation
Maturity Stage
Performance
Dimension
1 – AWP Early Stage 2 – AWP Effectiveness
3 – AWP Business
Transformation
Around 10% Around 25% Around 25%
Productivity
improvement improvement improvement
Cost Project on budget Around 10% below TIC Around 10% below TIC
0 lost-time accident 0 lost-time accident 0 lost-time accident

Safety (TRIR below company (sporadic first-aids and (sporadic first-aids and
average) near misses) near misses)
Project slightly ahead of Project slightly ahead of

Project experienced
Schedule schedule during schedule during both
minor delays
execution planning and execution
Moderately positive
Not very satisfying (major Completely positive (full
Predictability (minor changes to
changes to estimates) alignment to estimates)
estimates)
Reworks and RFIs

substantially below
In line with previous Reworks slightly below
Quality company's average
quality performance company's average 19
(negligible impact on
IWP execution)

Managerial Implications
AWP Early Stages AWP Effectiveness AWP Business Transformation
• Continue investing in AWP implementation

• Increase the flexibility of Project Managers to
PROJECT PERFORMANCE
evolve/adapt AWP processes

• Export the project as “world-class”
benchmark
• Set ambitious project goals
• Prioritize incremental improvement projects
• Watch out for complacency
• Attain to AWP guidelines
• Set achievable project goals

• Allocate adequate budget during planning
• Identify key roles to drive AWP implementation
• Perform intensive training for all key
participants
AWP MATURITY

Agenda
AWP Concepts
Results
Resources
21

AWP World-Wide Adoption

Resources
CII Volumes CII Community of Practice Education

RT 272 + RT 319 Virtual Meetings Conferences and Training
23

Agenda
AWP Concepts
Results
Resources
24

IMPLEMENTATION PANEL
MODERATOR: JOEL GRAY, COREWORX
AWP RESEARCH OVERVIEW: WILLIAM O’BRIEN, UNIVERSITY OF TEXAS AT

AUSTIN
CONTRACTOR STORY: MICHAEL BANKES, FLUOR
OWNER STORY: STAN STASEK, DTE ENERGY
OWNER STORY: TREVOR POSYLUZNY, SHELL
RESOURCES: JOEL GRAY, COREWORX

Agenda
AWP Concepts
Research Validation Review
Story: AWP Transformation
Story: AWP Early Stages
Resources
27

What is Advanced Work Packaging?
•Work planning that emphasizes construction requirements
28

Sample CWP and EWPs
29
CWA – Construction Work Area EWP- Engineering Work Packages
CWP- Construction Work Packages IWP- Installation Work Packages
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 Planning

Develop CWA Plan Sessions
In accordance with the Path of Construction and the Integrated Planning

Develop CWP Plan 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 in

Create IWPs 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

30
Inside the CWP Plan
• A CWP Plan considers:
– Construction constraints
– Trades being used
– Contracting plan
– Modules – separate CWPs for
fabrication and installation
– Minimize interfaces to other
CWPs
– Minimize schedule duration
31

Inside the CWP
• All information required
by Construction Contractor
• Usually compiled by
Construction Management
(or the party responsible
for managing subcontractors)
• Considers construction
constraints, trades,
contracting plan, module
fabrication & installation,
minimal interfaces with other 32
CWPs, minimal duration

Inside the EWP Plan
• A EWP Plan considers:
– Availability of engineers and
drafters
– Availability of design data
– Dates when needed by
construction
33

Inside the EWP
• All information required to be developed
& transmitted from Engineering
– Scope of work, drawings and specifications,
vendor data, line lists and equipment lists
• Content will vary depending on
Engineering's scope of work
– Is the Engineering Contractor
also procuring materials?
– Is Engineering developing the
specifications or are they being
provided? 34
– Full EPC contract?
Inside the IWP
• All unique requirements to install a
portion of work
• Enough work for one “Shift”
• Includes
• IWP Constraints
• Scope of Work
• Safety Requirements
• QA/QC Requirements
• Trade Coordination
• Material Take Offs & Locations
• Scaffold Requirements
• Model Shots, Drawings and All Other
35
Necessary Engineering Information
• Any Other Information Required to
Install the Work RT 319 – Edmonton, 13May2015
AWP – the Ultimate Payoff
• Brings Construction planning into the early phases of the project
• Provides better visibility to the progress in a given portion of the
project
– Highlights areas that are falling behind plan and allows more efficient
recovery planning
– Allows flexibility in construction execution
• Provides a mechanism to maximize supervision time and tool time
in the field
36

Agenda
AWP Concepts
Story: Research Validation Review
Resources
37

RT 319 Objective
1. Identify AWP Maturity

2 . Validate AWP Benefits
Levels
• Methods of AWP Implementation

Case Studies • AWP Benefits & Lessons Learned
• Support Case Study Analysis

Expert Interviews • Focus on Specific AWP Processes
• Statistical Validation
Survey • AWP and Project Predictability 38
Cross-Validated Results!
Case Studies
Objective:
*Size (million USD):
In-depth Results on AWP Benefits Small: < 5
Medium: btw. 5 and 50
• 20 Case Studies and 52 Interviewees. Big: btw. 50 and 500
Mega: > 500
• Different industrial sectors and project sizes.
• Documented AWP benefits, challenges, and lessons learned.
Sector Size* Location

Power, 5 Chemical, 3 Small, 5 Canada,
8
Big, 7
Infrastructur
e, 2
39
Mega, 6 Medium, 2 US, 12
Oil&Gas, 10

AWP Maturity Model
S-Curve pattern:
• High Correlation between AWP Maturity and

Project Performance (Spearman rho = 0.959, significant at
99% confidence level)
• AWP Maturity level can be used to set Project

Performance expectations (R2 = 0.923, significant at
99% confidence level)
40

Maturity Model
Three AWP Maturity Stages (CII IR272 – Volume II)
Objectives:
1. Provide empirical evidence of the 3 stages
2. Investigate the relationship between AWP Maturity and
Project Performance
3. Deliver practical recommendations to obtain higher levels
of AWP maturity
41

AWP Maturity Model
AWP Early Stages AWP Effectiveness
AWP Business Transformation
PROJECT PERFORMANCE
AWP MATURITY

5
(1) AWP Early Stages

43
(2) AWP Effectiveness

44
(3) AWP Business Transformation

45
Survey
Objective:
Achieve Generalizable Results on AWP Benefits
• 92 Responses (Houston + Alberta Data)
• Unit of Analysis = Project
• Strong Statistical Robustness
AWP explains 25% of Timely and
Engineering
Complete Eng. Deliverables
Deliverable
AWP Implementation AWP is a large contributor to Project Predictability (range of performance

improvement from case study analysis)
AWP explains 30% of Project

Project
Predictability (time, schedule, and 46
Predictability rework)

Expert Interviews
Objective: Role
Provide Confirmatory Results to Case Study Analysis
Owner, 11
• 22 Expert Interviews
• Explore AWP in different sectors (e.g. building) EPC, 9
• Focus on specific implementation areas
Specific AWP Multi-Project Consulting,

Feedback
Processes Perspective 2
Sector
Roles and
Contract Clarity
Responsibilities Power, 4 Oil&Gas, 16
Change Communication
Practicality
Management and Control Technology,
2
FEED Supply Chain 47

Integration Management

Agenda
AWP Concepts
Resources
48

Maturity Model
AWP Early Stages AWP Effectiveness AWP Business Transformation AWP Business Transformation
• Continue investing in AWP implementation
• Increase the flexibility of Project Managers to
evolve/adapt AWP processes
PROJECT PERFORMANCE
• Export the project as “world-class” benchmark
3
Performance Breakout
Productivity
2
Quality Cost
1 Predictability Safety
Schedule
49
AWP MATURITY

• Project Setup and Execution
– Written Practices and Procedures
– WBS/CBS
– Engineering and Construction Work Package Plans
– Scheduling and Progress Measurement by Work Package
– Change Management Systems
• Construction Focused
– Effective Construction input early in FEED
– Well thought out Path of Construction and CWP Plan
– Material delivery dates integrated into schedule
– Dedicated and Experienced WorkFace Planners
50

Influence of WBS on AWP
51
Influence of WBS on AWP
Sample Numbering Schemes

CWP-29-02-01
EWP-29-02-01-01
52
Mark-29-02-01-03-05-10202
Key Points to Maximize Full Potential
CONSTRUCTION INPUT
DEVELOP DURING
FEED
COORDINATION
BETWEEN
CONSTRUCTION AND
ENGINEERING
53
Alternate WBS Structure

CONSTRUCTION INPUT
COORDINATION
BETWEEN
CONSTRUCTION AND
ENGINEERING
ONE TO ONE
RELATIONSHIP
54
• Integrated Data Systems

– Statusing individual EWP’s, CWP’s and IWP’s
– Automated constraint analysis
– Automated IWP creation
– Effective checkout and start up
55
Agenda
AWP Concepts
Resources
56

One Owner’s Story – DTE Energy
• DTE Energy is a Detroit based diversified energy provider involved in the
development and management of energy related businesses and services
nationwide.
57

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
58

Case for Change – Why Advanced Work Packaging?
• MEP exists to deliver enterprise projects in a predictable and
repeatable manner
• Client expectations focus on safety, schedule, cost, quality
– Sounds like AWP might help achieve
• MEP has experienced variability in productivity, constructability,
and rework rates
• Significant contractor variability in using work packaging
– From zero use of work packages to full use of AWP
• MEP has focus on process orientation for all project activities
59

Approach - Embedding AWP Into MEP Work
• Establish a core team (including an AWP implementation lead with prior
experience)
• Benchmark AWP techniques/insights/lessons learned (RT272)
• Plan and execute WP/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)
60

Benefits Realized So Far
• Early wins
– Productivity improvements (less crew downtime)
– Improved tracking of work progress
– 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
61

Challenges
• Early learnings
– 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 project stakeholders on AWP (owner’s staff, contractors,
client representatives)
– Very difficult to initially implement AWP on in-flight projects
62

One Owner’s Conclusions
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 Stages of AWP can see a payback even if their maturity level is low
• Need only use technology/software necessary to do the job

63

Initial Misperceptions of AWP
• True or False?
– Costs of AWP implementation outweigh the benefits (FALSE)
– In the Early Stages, expensive new technology and software are required
to implement AWP (FALSE)
– AWP can only be used on large complex projects (FALSE)
– AWP requires large additional staffs to implement (FALSE)

64

AWP IMPLEMENTATION IN SHELL
Owners Story
Use this area for cover image

(height 6.5cm, width 8cm)
Trevor Posyluzny
Global AWP/WFP Subject Matter Expert
Shell May 2015 65

OPTIMAL PATH OF CONSTRUCTION
 Established in Select (very early)
and finalized in Define (Pre-
execution).
 Utilizes Construction Work Areas
(CWAs) as its primary elements
 Drives the sequence and
prioritization of the Engineering
and Procurement deliverables
 Facility commissioning
complexity, start-up sequence
and long lead items must be
considered and incorporated
Shell
AWP/WFP IN SHELL
Both Shell and its contractors develop Engineering and Procurement packages
that are broken down into discrete work packages that align with optimal
construction sequencing.
This guide provides the framework to implement a systematic process to

organize and deliver all the elements necessary, to enable craft persons to
perform quality work in a safe, effective, and efficient manner.
Shell
WORK BREAKDOWN STRUCTURES AND REPORTING
Shell
GLOBAL IMPLEMENTATION
Projects >$100M have been identified in all regions and all

Business Super Buckets.
DOWNSTREAM
HEAVY OIL OPERATED INTEGRATED GAS DEEP-WATER ENGINE
KPIs and Reporting Processes include Site

reporting and extend up to Regional VP score cards
AWP is an expectation for all projects – It will be

one of our major levers to become predicable
and efficient in Project delivery.
Shell
PERFORMANCE INDICATORS
Leading Indicators
 IWPs approved by HSSE, QA and Construction Engineering, and ready for issuance to field
 vs plan vs total forecast of IWPs; ~ Go/No-Go Status; by discipline and area,
 IWPs completed and closed out vs plan vs total forecast of IWPs; by discipline and area,
 IWPs issued to field and in progress vs plan; by discipline and area,
 90 day look-ahead of IWPs ready for release to field for execution (Unit and/or area) vs plan; status of
engineering and procurement deliverable constraints
Lagging Indicators
 IWPs returned incomplete (due to constraints), for week and in total; trend analysis of constraints; by
discipline and area,
 % Time on Tools - # hours on tools working constraint free / duration of work shift, plus list of typical
constraints w/ trending analysis,
 Productivity factor – based on earned labor man-hours/budgeted labor man-hours, by discipline, by CTR, by
IWP or total, 3 week trending,
 Average trend of Cost Performance Index of IWP – actual costs/budget,
 Average trend of Schedule Performance Index of IWP – actual duration/approved duration,
Shell
COLLABORATION WITH OUR CONTRACTORS
Project strategy is shared among key project participants to
obtain commitment towards a shared vision.
AWP Language and expectations have been included
within the contracts.
The procedures are prepared by the EPC and then
reviewed and approved by the owner.
Contracts included the specification of major project
milestones and serve as a basis for the audits throughout
the various project phases.
AWP IS A TEAM SPORT!
Shell
AWP AND MODULARIZATION
 Aligning the delivery sequence of

modules with the construction
sequence is critical because of the
different optimization logics
between the mod-yard and the
construction site.
 Identify Module Work Scope and

Site executed early in project
detailed Planning.
Shell
RESULTS – CASE STUDY 2.8M MAN HOURS
Improved safety: significantly better safety
statistics (Zero LTIs)
Under Budget! >$20M
On time: Delivered 3 months ahead of

schedule!
Superior Quality: Rework from construction

activities was below 1% in comparison to a
target of 3% or less rework.
Predictable: minimal change orders
Not all areas of this project used AWP, those (influenced by both the completeness of
areas used a disproportionate amount of construction specifications and by the higher
contingency. level of engineering completion before field
mobilization).
Shell
LESSONS LEARNED
A global database has been developed with over 120 lessons currently captured – they are shared with
all projects implementing AWP/WFP strategies.
Top 3 lessons:
Start AWP planning/execution early
All home office work must support the optimal Path of construction
Include support crafts in the design stages - early involvement of CM and construction contractors
pays dividends.
Shell
Agenda
AWP Concepts
Resources
76

RT 272 Publication – IR272-2 rev. 3
Volume I:
Recommended Volume II:
Implementation Volume III:
Process
Guidance Case Studies
and Expert
Interviews
77 RT 319 – Edmonton, 13May2015

Flow Charts
78
Narrative & Templates
• Narrative description of the overall

AWP Process
• CWP, EWP, IWP templates
• Contract considerations
• Functional Roles & Job
Descriptions
• Vendor prequalification
• Maturity model
• Audit & assessment tools
79
Detailed Project Example
Example: Construction Work Area (CWA)
80 RT 319 – Edmonton, 13May2015

Questions & Answers
81

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RT319

Validating Advanced Work Packaging as a Best Practice – A Game Changer

RT 319 – Edmonton, 13May2015

RT272 Phase I (09-11) RT272 Phase II (11-13) RT319 (14-15)

Process Implementation Validation

Steve Autry, ConocoPhillips

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

Contracts Model Tools Examples

Is AWP leading to Performance Improvement?

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

• Methods of AWP Implementation

• Statistical Validation Case Survey

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

In-depth Results on AWP Benefits!

• 17 Case Studies and 46 Interviewees

Three AWP Maturity Stages conceptualized within CII IR272 – Volume II

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

AWP Early Stages

RT 319 – Edmonton, 13May2015

Cost Project on budget

Not very satisfying

In line with previous

RT 319 – Edmonton, 13May2015

• Set ambitious project goals

RT 319 – Edmonton, 13May2015

Cost Project on budget Around 10% below TIC

0 lost-time accident 0 lost-time accident

Project slightly ahead of

In line with previous Reworks slightly below

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

0 lost-time accident 0 lost-time accident 0 lost-time accident

Project slightly ahead of Project slightly ahead of

Reworks and RFIs

RT 319 – Edmonton, 13May2015

• Continue investing in AWP implementation

evolve/adapt AWP processes

• Set achievable project goals

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

CII Volumes CII Community of Practice Education

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015

MODERATOR: JOEL GRAY, COREWORX

AWP RESEARCH OVERVIEW: WILLIAM O’BRIEN, UNIVERSITY OF TEXAS AT

CONTRACTOR STORY: MICHAEL BANKES, FLUOR

OWNER STORY: STAN STASEK, DTE ENERGY

OWNER STORY: TREVOR POSYLUZNY, SHELL

RESOURCES: JOEL GRAY, COREWORX

Research Validation Review

Story: AWP Transformation

Story: AWP Early Stages

RT 319 – Edmonton, 13May2015

RT 319 – Edmonton, 13May2015