TA - RP07 Turnaround and Project Integration

T/A – Turnaround and
Project Integration
Recommended Practice
Non-Mandatory
Restricted
Version T/A_RP_07_v1
Date Issued: June 2017
Copyright 2017 SGSI B.V.
The copyright of this document is vested in Shell Global Solutions International B.V., The Hague,
The Netherlands. All rights reserved. Neither the whole nor any part of this document may be
reproduced, stored in any retrieval system or transmitted in any form or by any means
(electronic, mechanical, reprographic, recording or otherwise) without the prior written consent
of the copyright owner.
Shell | Asset Management System T/A - Turnaround and Project Integration Recommended Practice
Contents
1 Purpose and Scope............................................................................................. 3
1.1 Purpose ............................................................................................................................... 3
1.2 Scope ................................................................................................................................. 3
2 Process Activity Description ................................................................................. 4
2.1 Critical Success Factors ........................................................................................................ 4
2.2 Key Principles ...................................................................................................................... 5
2.2.1 Leadership and Commitment ......................................................................................... 5
2.2.2 Accountability .............................................................................................................. 6
2.2.3 Integrated Schedule and Execution Plan ......................................................................... 6
2.2.4 Integrated Organisation ................................................................................................ 7
2.2.5 Planning ...................................................................................................................... 7
2.2.6 Project and T/A Deliverables ........................................................................................ 8
2.2.7 Late Projects ................................................................................................................. 9
2.2.8 Plant Changes ............................................................................................................ 10
2.2.9 Cost Control............................................................................................................... 10
2.2.10 Proratables ................................................................................................................ 10
2.2.11 Integrated Execution and Contracting Strategy ............................................................. 11
2.2.12 Representation in the T/A and Projects Work Processes ................................................ 11
2.2.13 Sharing of Resources .................................................................................................. 11
2.2.14 Communication between the Project and T/A ............................................................... 12
2.2.15 Trust ‘Barriers’............................................................................................................ 12
3 Key Work Process Interfaces.............................................................................. 13
4 Performance Indicators ..................................................................................... 14
4.1 Integration Plan ................................................................................................................. 14
4.2 Integration Benchmarking ................................................................................................... 14
5 Glossary .......................................................................................................... 15
Appendices ............................................................................................................ 17
Appendix 1: Turnaround and Projects Integration Checklist .............................................................. 17
Printed copies are uncontrolled

T/A_RP_07_v1 June 2017 2
Terms in green are included in the Glossary
1 Purpose and Scope
1.1 Purpose
This Recommended Practice (RP) supports the Perform Turnarounds Standard and Manual. It provides
guidance on how to improve the integration of projects executed during a Turnaround (T/A) window and
to improve the overall results of both T/As and Projects.
Both T/A and projects should target, plan and design for:
 minimum intrusive T/A work and consequently minimising T/A duration and associated
production loss
 review technology application jointly to either eliminate T/A scope, make a safer T/A scope
and/or accelerate execution
 alignment with the regular T/A sequence, not introducing incremental T/As
 ensuring project and/or plant change do not introduce new constraints limiting T/A interval
and/or a longer critical path
 one fully integrated scope that is planned, scheduled and executed by one team which is led by the
T/A organisation; this team often includes key members from the project team who were involved
before T/A design and construction activities.
1.2 Scope
The guidance in this RP is intended to help sites to align milestones and deliverables of both the T/A and
Projects. This integration starts in the strategy phase of the T/A work process, requires more detailed
interaction and alignment in the scoping and planning phases and then carries on through the execution of
the T/A Event. See the Turnaround Milestone Plan in RP01 for more detail. A Turnaround and Project
Integration Plan checklist can be found in the Appendix. Click here for an example spreadsheet of an
Integration Plan. It can be used to help sites to capture and track this integration.
The content of this RP supports all phases of the Perform Turnarounds process as shown in Figure 1.
Figure 1: RP07 and the Perform Turnarounds process

T/A_RP_07_v1 June 2017 3
2 Process Activity Description
2.1 Critical Success Factors

Projects and plant changes are a key driver in the complexity of T/As with the other two being T/A interval
length and size, which is measured by the number of direct field labour hours in the execution window.
Inclusion of greater than 25% Project work into a T/A in most cases guarantees a high complexity event
reinforced by the drive to optimise T/A intervals and can result in cost and schedule variance. The concept
is illustrated in Figure 2. See the Complexity Calculator in RP06 for more detail.
Figure 2: Complexity and Cost and Schedule Variance
High complexity events, by their nature, have a lower probability of delivering T/A premises in safety,
quality, cost and schedule and, therefore, eroding value. As a result, project integration, or lack of it, is one
of the industry leading causes of failure of T/As to meet premises. The purpose of this RP is to establish
conditions for successful integration of both Projects and T/As, enabling premised delivery for both.
Experience shows that four brownfield critical success factors are key to delivering projects/plant changes
during SIMOPS, pre-T/A, T/A event and post-T/A. These are as follows.
Know the Asset:
 know its design, standards, condition, operation and performance

 know its long term objectives
Assess Execution Constraints:
 identify and plan for resource space, access and logistics constraints
 identify, plan and resource for simultaneous operations (SIMOPS) restrictions
More Detailed Definition, early:
 generate solutions for the constrained situation

 be explicit about scope boundaries

T/A_RP_07_v1 June 2017 4
Create Joint Ownership:
 align and integrate Project, T/A, Maintenance and Operations objectives and priorities
 optimise the execution plan recognising production value and obligations.
Manage to Capacity of Site:
 Joint analysis by T/A, Operations, Maintenance, Project and Contractor to manage to site
capacity during the Turnaround using historic experiences at site. See the Recommended Practice
T/A Process Milestone Plan and Activity Description (RP01) for more detail.
2.2 Key Principles

Failure to identify the project early enough to meet project milestones for T/As is the most common cause of
failure. Projects and plant changes, typically, originate from the site value growth plans, the site business
improvement reviews or from other work processes, e.g. Equipment Integrity, Hazard and Effects
Management Process, Risk Based Inspection, Reliability Centred Maintenance, Instrument Protective
Function, Management of Change. It is imperative to collect additional projects post T/A event as part of
the close-out and 80/20 scope collection process to provide sufficient time to prioritise and assign project
resources to meet the needed milestone delivery.
It is important to recognise that, for Projects proposed to be done during T/A events, it is much more
expensive to execute work during this timeframe. Care should be taken to minimise the project scope
during T/A events to improve efficiency and effectiveness of both the Project and the T/A.
All projects and plant changes to be included in the T/A event, should be on one vetted scope list in
accordance with the T/A milestones to support TAR-0. Click here to see the T/A and Projects Milestone
Integration Calculator for more detail. The list can be as simple as a project title, a brief description of the
work, and who is accountable for developing the Project details and milestone dates.
The key principles as shown in Figure 3, and described below, are intended to be used as tactics to
improve the overall performance and integration of T/A and Projects.
Figure 3: Turnaround Key Principles
2.2.1 Leadership and Commitment

Site leadership should make T/As a mission critical site wide priority.
Management, the site T/A Steering Team, T/A Event Manager and Project Manager need to
communicate clearly to all affected organisations the importance for the T/A event to be fully
integrated. This begins with projects identified early enough to meet T/A planning and execution
milestones (see complexity calculator in RP06). Event success is measured as a team, and not by

T/A_RP_07_v1 June 2017 5
managers of individual activities. It is important that all parties recognise that overall business drivers
(safety, production) over-ride individual T/A or Project objectives. Priorities should be set and
decisions made on that basis. Management ensures the one team, one goal approach to delivery
and communicates a consistent HSSE message. Figure 4 shows an example of a priority integration
chart.
Figure 4: Priority integration chart
2.2.2 Accountability
Both the T/A and Project have joint ownership for the successful delivery of project scope in a T/A
event.
The T/A Event Manager, leading the T/A, has overall accountability for delivery of the agreed
integrated T/A and Project scope and meeting the established T/A delivery requirements, including
safety, quality, schedule and cost. The Project maintains overall accountability for meeting the
project premises and is responsible for communicating the project results, including the project work
in a T/A, to the project stakeholders, e.g. decision review board, business opportunity team, etc. The
T/A Event Manager is responsible for communicating the T/A results, including the project delivery
results included in the T/A, to the T/A stakeholders.
2.2.3 Integrated Schedule and Execution Plan

There should be only one integrated schedule (file) for a T/A Event.
The schedule for the T/A event should be comprehensive, appropriately detailed for a T/A event,
identifying links/constraints and be resource loaded. Any activities planned for execution during the
T/A window are to be included in the schedule, including projects, plant changes, catalyst work,
etc., and necessarily includes operational components of shutdown, hydrocarbon-free, isolations,
commissioning and start-up. The integrated schedule is used to measure progress and manage all
the work in the T/A window, projects and maintenance scope, including the pre-T/A prior to feed

T/A_RP_07_v1 June 2017 6
out. The single file for the T/A event is not managed through linked milestones to other project
Primavera files. Separate schedule files can be used for the SIMOPS and post-T/A. See the
Recommended Practice T/A Scheduling (RP05) for more detail.
2.2.4 Integrated Organisation

There should be only one integrated organisation for T/A planning and execution.
The organisation for the T/A event is established years ahead of the event, in line with milestones
established by the T/A work process.
The T/A Event Manager leads that organisation, and project execution personnel report to the T/A
Event Manager for purposes of work planned for the T/A window. The T/A and projects personnel
are integrated into a seamless organisation in the planning phase (phase 4), minimising silos, and
hand-offs and/or interfaces.
In cases where the size of the project dominates the cost and schedule of the event, the T/A Event
Manager may report to the Project Manager. In any case, there is a single point of accountability to
plan and execute the combined event, with an integrated execution organisation including personnel
with T/A experience at site.
During the planning cycle for a T/A event, at a minimum, roles and responsibilities should be
identified and assigned. For example, definition of responsibilities for QA/QC, e.g. flange joint
tracking and checking, weld NDE requirements, hydro testing requirements, documentation and
turnover package requirements etc. needs to be developed well in advance of the event.
The T/A Steering Team composition should consider the size and impact of projects on the overall
event. A Projects Manager should be part of the T/A Steering Team.
In developing the execution organisational plan, it is recommended to consider integrating the

project organisation into the overall event. Examples could include use of project construction
management personnel as T/A field coordinators, use of project engineers as T/A block
coordinators, and night shift event manager, etc.
2.2.5 Planning
All planned work should follow the T/A work process.
Planning for all work should be done with forethought so that it is feasible to integrate the schedule.
Work breakdown structures, craft codes, duration of activities, level of detail, etc. should be
discussed and agreed before planning begins, but in most cases are part of the T/A work process.
In general, and unless agreed otherwise, project planning for scope executed during the T/A
window conforms to the guidance provided by the T/A work process, including the basis for
scheduling document (see RP1). Normally this work is completed by the T/A planning department
after receipt of the project deliverables / Issued For Construction (IFC) packages.
It is recommended to integrate the labour resource plan between the projects, maintenance and
turnarounds at a facility. Key areas are shared resources, level work force peak, manage to site
capability, reduce cost in training and retain key contractors supervision, resources and experience.
Site logistics, e.g. lunch areas, office spaces, tool trailer locations, weld/fab area, scrap and waste
handling, bussing/people movement, moving of large items like exchangers, vessels, air coolers etc.
should be agreed between Project and T/A.

T/A_RP_07_v1 June 2017 7
A material management plan should also be agreed between Project and T/A. Items to be discussed
include:
 procurement of engineered/tagged equipment

 pre-fabrication of piping components
 QA/QC documentation of pre-fabricated materials and a handover protocol of material
with QA/QC documentation from project team to T/A team
 purchase and use of bulk materials
 storage of materials prior to use during T/A, and how these materials are transferred to
use in the field and when materials are considered surplus, waste (contaminated) or scrap.
2.2.6 Project and T/A Deliverables

Use the T/A and Projects Milestone Integrator to understand when project identification starts.
The timing for the delivery of the project information required to execute the T/A activities should be
included in the T/A premises and conform to T/A work process at a minimum, e.g. a milestone on
final IFC packages delivery can be 9 months before the event. Completion of IFC Packages is a
leading indicator of T/A performance as shown in Figure 5. In return, cost and schedule estimates
are delivered to the project well in advance of the event, e.g. for a high complexity T/A event 6
months before. Project deliverables, relative to the T/A, execution timing varies based on the
complexity of the T/A and size of the project.
Figure 5: Completion of IFC packages and T/A performance
A plan for phased and piecemeal delivery of project IFC drawings should be developed and
managed to ensure all drawings are delivered on the milestone date.
Figure 6 shows an example milestone integration chart for a medium complexity event, as well as
the T/A and Projects Milestone Integration Calculator. This calculator uses input for the complexity of
the T/A and size of the project, and generates milestones for each based on a cost-driven project.

T/A_RP_07_v1 June 2017 8
Figure 6: Milestone Integration Chart
Key project deliverables included in the construction package to the T/A organisation varies based
on the project size and complexity. These include, but are not limited to:
 IFC packages
 engineered equipment list and drawings
 list of tie-in points
 completed T/A Management of Change (MoC)
 instrument loop drawings
 power requests, electrical power assignments
 bill of materials
 purchase orders
 any special lift plans
 QC needs (on- and offsite inspections, RLMs)
 aligned logistics plan
 material laydown and warehousing plan
 commissioning and start-up plan, including operator training, PSSR, SoF and handover.
2.2.7 Late Projects

Balance the potential benefits of a late project with the risk of not meeting T/A premises.
There may be tension to add projects to the T/A scope of work knowing full well that the milestones
for proper integration may not be met. This is not the fault of the projects organisation, but normally
the result of late identification by others. The Site T/A Steering Team needs to balance the potential
benefits of a late project with the risk to the success of the T/A premises, including duration
extension with risk to the business (see RP01 and RP02).
The industry target is a maximum of 2% addenda and 5% discovery from scope freeze. This
measurement is based on cost growth, however, man-hours, as well as site and contractor capacity,
should also be factors that are considered when evaluating any late scope requests.

T/A_RP_07_v1 June 2017 9
Additional scope beyond these values should be considered as certain to cause T/A duration
extension, and the benefits of the project should be balanced against the T/A duration extension
and negative impacts included in the project financial justification and analysis. When cumulative
addenda has reached 2%, this should be communicated by the T/A Event Manager to the Steering
Team as T/A schedule, and potentially cost, premises are at risk.
If the site does approve a late project, the closure plan should include meeting the IFC date as a
minimum, extension to T/A duration if IFC dates cannot or are not met, and ultimately supported
and approved by the T/A Steering Team.
Projects that fall behind their milestones should be treated the same as any other late project with the
same risk to meeting T/A premises, e.g. removed from T/A scope list at missing first milestone after
implementation of mitigation plan or move T/A start date if it is business critical scope.
2.2.8 Plant Changes

Large numbers of plant changes can derail a T/A.
Plant changes are, typically, minor alterations to plant equipment or piping. They are, generally,
small in spend value (Opex) but, cumulatively, can be large in numbers and have a big impact on
T/A success. They can overwhelm the T/A organisation as they historically are not well tracked,
come late, and are in double digit quantities.
Plant changes should be identified as part of the normal T/A scoping process be locked in at scope
freeze and follow the small project milestones with IFC packages delivered / developed in line with
the T/A and Projects Milestone Integration Calculator.
2.2.9 Cost Control

T/A and projects should agree on cost control premises well in advance of execution.
It is recommended to use the cost control systems developed for T/As and report results for project
work as a sub-component of the overall scope (see RP3 on T/A budgeting, estimating and cost
control). Representatives from T/A and Projects should agree on how cost controls are managed and
reported at no later than T-6. During the event, the T/A group provides Projects with periodic
updates on the project performance, e.g. weekly cost, schedule and productivity updates in a similar
fashion as done for T/A work. More frequent cost control may be needed if an individual project is
nearing over-commitment. See RP03 for further details on T/A Event cost control.
2.2.10 Proratables
Proratables for projects should only cover costs incremental to the T/A event.
The proratables need to be fair and, in general, the projects cover costs of project activities that are
added to the T/A event. Where practical, costs are direct charged rather than prorated, provided
there is reasonable balance to the increased administrative burden to do so. See RP03 Budgeting,
Estimating and Cost Control for more details on proratables.
It should be used to facilitate sharing of resources or services where circumstances make that overall
more efficient or effective. It should not be used as a mechanism to artificially shift significant costs
from T/A to projects or vice versa. In any case, the right answer depends on the particular influence
the project has on the effort and the equipment and services needed. Representatives from T/A and

T/A_RP_07_v1 June 2017 10
Projects should meet several months ahead of each T/A event, to evaluate and agree on the
allocation for event proratables.
2.2.11 Integrated Execution and Contracting Strategy

Leverage the projects organisation for T/A execution roles.
Early on in project development, collaborative discussions should occur between the project and T/A
groups about construction strategy, contractor selection, coordinator assignments, estimate checks,
etc. An overall written, project execution strategy is prepared and communicated to all involved in
order to facilitate continuity throughout the event. Contractor selection should be discussed and
agreed upon by both the project and T/A groups prior to any awards.
It is often desirable to assign members of the project organisation to the T/A organisation for
seamless integration of larger project and T/A activities. Timing is dependent on the project and
T/A complexity. For small project items, it may be more efficient to issue them directly to the T/A
group for construction with an agreed upon cost estimate. The projects group is, typically,
responsible for construction support on RFIs.
Contracting strategies for T/As are developed in line with the T/A Milestones Timeline. In most
cases, it makes sense for the T/A main mechanical contractor to execute all scope in the geographic
region during the T/A window to maximise efficiency and limit congestion. This may necessitate a
hand-off between projects and T/As for those projects that have a component executed outside of
the T/A window, and potentially the same in reverse post-T/A. T/A and Project staff manage these
interfaces to facilitate a smooth transition. The main point is to ensure there are sufficient checks in
place for high confidence of first time fit up of equipment and piping in the field. Finally, the
integrated contracting strategy submission to the Contracts Review Board (CRB) should be managed
to reflect an integrated approach to sourcing goods and services.
2.2.12 Representation in the T/A and Projects Work Processes

Project personnel should be included in all T/A alignment, premise setting, and team building
activities.
Throughout the course of activities leading up to the T/A event, projects should be represented in the
T/A Steering Team. This could, typically, be the Project Manager or delegates, depending on size of
the project load in the T/A and potential impact to the event premises. This facilitates identifying and
addressing the issues that can undermine the integration.
Likewise, T/A representation is included in the Business Opportunity Team for major projects
planned for T/As. This could be the site T/A Event Manager, if already named. For smaller projects,
T/A engagement can be ad hoc, e.g. challenge session reviews may need T/A team participation.
2.2.13 Sharing of Resources

Resources at site should be shared between T/A, Maintenance and Project.
The T/A Event Manager and Project Manager should identify Asset-wide opportunities for sharing
and optimising resources to improve/increase productivity and reduce cost:
 Physical, e.g. temporary equipment, cranes, boats, scaffolding and logistics

 Human, e.g. HSSE, QC, cost controller, field supervisors, construction trades, specialists,
logistics coordinator and new technology providers

T/A_RP_07_v1 June 2017 11
Any obstacles to integration should be raised to the Steering Team for support.
2.2.14 Communication between the Project and T/A

Establish formal means of communications between T/A and Projects organisations.
Communication at all levels of the organisation is imperative to success. Coordination discussions

between project engineers and planners should commence as early as possible.
These discussions should sequentially become more focused as the event draws nearer:
 aligning and defining roles and responsibilities

 providing and explaining the deliverables, e.g. planning level of details, IFCs, work
packages, etc.
 developing contact and execution strategies jointly
 reviewing estimates and schedules
 carrying out team building activities
 on-boarding of personnel.
Pre-T/A turnover of key items between projects and T/A, including their contractors, is essential for
smooth execution. Items include purchased materials, pre-fabricated piping, partially assembled
sub-components and QA/QC documentation up to pre-T/A.
2.2.15 Trust ‘Barriers’

Be aware of trust barriers and work to eliminate them.
Proratables – a reasonable approach to proration of shared costs is critical to the team success.
Quality – poor quality of deliverables pre- and post- T/A can put at risk the success of the event by
rework and delays. It may sometimes be necessary to place additional controls on engineering,
procurement and fabrication to provide first time fit up or to eliminate “field fit up”, given the
schedule driven nature of T/As.
Co-location – experience shows that close proximity yields a closer working relationship and this
should be considered in how arrangements are made for personnel working the event. Location of
all personnel supporting T/A execution should be as close as practical. Integration of project
resources into the event execution team is key.
Commitments – keep to your promises, e.g. meet the dates of your deliverables as per milestone
plan.

T/A_RP_07_v1 June 2017 12
3 Key Work Process Interfaces

Interfaces with other processes are:
Input to Turnaround and Project Output from Turnaround and Project

Process
Integration Integration
Manage Projects Opportunity Realisation Process and Perform Turnarounds deliverables

Projects Management Framework
deliverables

T/A_RP_07_v1 June 2017 13
4 Performance Indicators
TAR and VAR scores, percentage IFC drawings on time per milestone and the Integration Plan are leading
indicators.
4.1 Integration Plan

The T/A and Project Integration Plan helps identify, track and score alignment and tasks per discipline
between teams.
Reference Industry
Leading/ Reason for
PI Category PI Description to Best in
Lagging Metric
Standard Class
Organisation Integrated T/A Event Team and Leading Integration >75% High
Steering Team in place at T+3 from Plan probability
previous event, TARs and VARs of success
T/A
Planning and Agreed Deliverables, Execution and
meeting
Scheduling Contract Strategy, Logistics,
Permitting, Integrated Schedule, Cost and
Cost Control and Proratables Schedule
Target
Team Common Goals, Milestones and
Alignment T/A Team Communication
4.2 Integration Benchmarking

Third parties, i.e. AP-Networks, IPA and Solomon can also provide integration benchmarking for high
complexity Turnarounds.

T/A_RP_07_v1 June 2017 14
5 Glossary
Term Definition
Asset An organisational set-up within a business domain which is responsible for the life cycle
management of an agreed delineated set of single or multiple facilities and/or reservoirs.
For producing Assets, the management accountability of the organisation resides with a
delegated Asset Manager/Site General Manager according to the Manual of Authorities.
Asset is synonymous with Site in Downstream Manufacturing terminology.
Discovery All scope that is proposed and approved (or rejected) during the execution of the T/A
Scope (execution window of phase 6 of the T/A process).
Issued For Issued For Construction drawings or package (same as AFC; Approved For Construction).
Construction Intended to mean design is complete and ready to issue to the contractor for construction.
(IFC) Implies little to no change after issuance.
Project Accountable manager for the execution of one or more (capital) projects.
Manager
Proratables Costs incurred by the T/A but shared with projects and other activities not funded by the
T/A budget. Examples are overhead services and incidental materials that are not directly
attributable to either the T/A or the project. These costs are allocated based on a
proratable cost allocation agreement.
Request for Part of the project work process where the construction contractor formally requests further
Information details be provided to continue or complete construction on particular piece of equipment
(RFI) or component.
Scope Activities defined by the scope generation processes (such as EI, HEMP, RBI, RCM, SIF,
MoC) and/or regulatory/statutory requirements that needs a T/A for execution. The T/A
scope of work consists of preventive and corrective maintenance items, inspection and other
engineering discipline scope, (capital) projects tie-ins, plant changes, operational cleaning,
etc.
Pre-Turnaround That period between the end of SIMOPS construction and feed out, where the T/A Event
Team is transitioning to execution, and completing last minute tests and checks to validate
that all plans are ready to execute. It is intentionally a buffer period, in part, to preclude
pre-T/A work from encroaching into the execution window.
Turnaround A Turnaround (T/A) is characterised by a scheduled unit outage, planned well in advance
(T/A) (in the Business Plan) with a planning horizon of at least 1 year, has a known schedule and
repetitive interval, consists of intrusive, multi-discipline (mechanical, instrumentation,
electrical, operational, etc.) maintenance, inspections and repairs.
Short and partial unit downtimes for e.g. ESD tests, catalyst replacements, cleaning or
emergency repairs are not T/As.
T/A Event Accountable manager for the integration of all required disciplines and, through them, the
Manager full preparation and execution of an integrated T/A event, potentially comprising multiple
smaller unit T/As or blocks in the same time window.

T/A_RP_07_v1 June 2017 15
Term Definition
T/A Steering Chartered by the Site Leadership Team and typically chaired by the Asset Manager (AM) or
Team Production Unit (PU) Manager, the T/A Steering Team is accountable for setting premises
and delivery of one or more T/A event(s).

T/A_RP_07_v1 June 2017 16
Appendices
Appendix 1: Turnaround and Projects Integration Checklist

The list below is intended to be a desk top reference of key items to ensure successful integration of T/A
and (capital) Projects.
 80/20 scope at T+3 developed, including known projects for the next event.
 Vetted project list assembled at TAR0, and cross checked with that developed at T+3 from previous
event.
 Projects identified specifically in the T/A premise document, with timing of delivery of project
information to T/A.
 Projects Manager is standing member of T/A steering team.
 Project representatives are integrated in communications and alignment meetings with the T/A.
 Plant change list assembled as part of the normal scoping process.
 Steering Team exhibiting appropriate leadership behaviours and managing to milestones.
 T/A and Projects have an integrated contracting strategy which is ultimately approved by the
Contracts Review Board.
 Alignment of project components with operational systems.
 Inclusion of Projects in development of the T/A HS&E plan.
 Assessment and agreement on how TARs and project assurance reviews are conducted, and
aligned with T/A excellence.
 Project IFD packages issued to T/A organisation.
 Integrated planning organisation is developed with agreed to roles and responsibilities.
 Planning and scheduling premises agreed to for T/A Event, including WBS, craft codes, duration
of activities, level of detail, etc.
 Logistics plan optimising integration and office space of project personnel during planning and
execution, with goal to be in the same building, structure, side by side.
 Agreement on IFC deliverables needed to build work packages agreed to between T/A and
projects.
 Detailed engineering completed for all projects and plant changes and IFC packages issued on
time.
 Agreed to prorate protocol.
 Agreement on how equipment is left in the field and custody transferred from projects to T/As for
those projects that have work completed outside of the T/A execution window (pre-commissioning,
and preservation of equipment).
 Agreed to plan for material management including engineered equipment, fabrication of piping
components, handover protocol for pre-T/A QA/QC, purchase of bulk materials, storage of
materials, and transfer of custody for T/A execution.
 Agreed to cost control plan, including reporting requirements and frequency for T/A Event.
 Alignment of change management protocol during execution for needed scope changes on
projects.
 Joint construction review of T/A executed project components with the project manager or their
representative, including construction density assessment and aligned with site maximum capability
to execute.
 Agreed process for systems turnover, and integrating Projects Pre-Startup Safety Review (PSSR)
with the T/A PSSR.

T/A_RP_07_v1 June 2017 17
 All operations procedures updated / created for shutdown, start-up, and decontamination of new
equipment installed by projects, including training packages.
 T/A schedule is completely integrated between T/A, Project, and plant changes with one file,
including operational components.
 Integrated execution organisation is developed with agreed to roles and responsibilities.
 Operations training completed for all new and revised procedures and equipment.
 Agreement on post-T/A work completion between T/A, Project and Operations.

T/A_RP_07_v1 June 2017 18

TA - RP07 Turnaround and Project Integration

Uploaded by

Copyright:

Available Formats

TA - RP07 Turnaround and Project Integration

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TA - RP07 Turnaround and Project Integration

Uploaded by

Copyright:

Available Formats

T/A – Turnaround and

Copyright 2017 SGSI B.V.

Printed copies are uncontrolled

1 Purpose and Scope

Figure 1: RP07 and the Perform Turnarounds process

Printed copies are uncontrolled

2 Process Activity Description

2.1 Critical Success Factors

Figure 2: Complexity and Cost and Schedule Variance

Know the Asset:

 know its design, standards, condition, operation and performance

Assess Execution Constraints:

More Detailed Definition, early:

 generate solutions for the constrained situation

Printed copies are uncontrolled

Create Joint Ownership:

Manage to Capacity of Site:

2.2 Key Principles

Figure 3: Turnaround Key Principles

2.2.1 Leadership and Commitment

Printed copies are uncontrolled

Figure 4: Priority integration chart

2.2.3 Integrated Schedule and Execution Plan

Printed copies are uncontrolled

2.2.4 Integrated Organisation

In developing the execution organisational plan, it is recommended to consider integrating the

Printed copies are uncontrolled

 procurement of engineered/tagged equipment

2.2.6 Project and T/A Deliverables

Figure 5: Completion of IFC packages and T/A performance

Printed copies are uncontrolled

Figure 6: Milestone Integration Chart

2.2.7 Late Projects

Printed copies are uncontrolled

2.2.8 Plant Changes

2.2.9 Cost Control

Printed copies are uncontrolled

2.2.11 Integrated Execution and Contracting Strategy

2.2.12 Representation in the T/A and Projects Work Processes

2.2.13 Sharing of Resources

 Physical, e.g. temporary equipment, cranes, boats, scaffolding and logistics

Printed copies are uncontrolled

2.2.14 Communication between the Project and T/A

Communication at all levels of the organisation is imperative to success. Coordination discussions

 aligning and defining roles and responsibilities

2.2.15 Trust ‘Barriers’

Printed copies are uncontrolled

3 Key Work Process Interfaces

Input to Turnaround and Project Output from Turnaround and Project

Manage Projects Opportunity Realisation Process and Perform Turnarounds deliverables

Printed copies are uncontrolled

4.1 Integration Plan

4.2 Integration Benchmarking

Printed copies are uncontrolled

Asset is synonymous with Site in Downstream Manufacturing terminology.

Printed copies are uncontrolled

Printed copies are uncontrolled

Appendix 1: Turnaround and Projects Integration Checklist