Floris,

Sorry if I moved too far from the central theme of your discussion I believe we better return to your topic.

Steven,

If you are interested in further discussion on how to model the many types of resources I suggest doing so under separate discussion.  Just let me know via PP messaging to join the discussion.

Thank you all.

Best Regards,

Rafael

All personnel are mobilized by helicopter to the platform.

• Personnel mobilization can be modeled by activities that increase/decrease resource availability through activity resource production. Calendar driven resource availability as well as activity driven availabilities are common. 

16 seats available on the outbound flight, up to 19 available on the return from the platform.

• Quantity of seats assigned per flight can be leveled if using variable resource quantity models.

An individual’s trip offshore cannot exceed 3 weeks.

• I suppose this means a minimum rest period is required before another trip for same individual can be scheduled. How long is the rest period, a week, two, three …? 
• If for every return trip there will be a rest period activity for the returned resources this should be included in the schedule. At the end of the rest period the resources will be available for another trip. 
• Resource vacation calendars and skill replacements might be in order.

Majority of shutdown scope is executed by external contract companies, not core crew.

• Companies are just activity codes, what matter is availability.

Platform POB Limit for number of beds - need to make sure this number is not exceeded between flights if there is more than 1 flight on a day.

• Beds are spatial resources used by a group of activities, released as soon as all activities within same group are finished.

Number of flights available to the platform is limited, up to 3 per week, availability of additional flights is not guaranteed.

• This means flights are to be scheduled as consumable resources to be replenished every week.

Shutdown plan only accounts for Shutdown Personnel - catering & other non shutdown personnel are considered for the POB Allocation but not for any other reason & not included within the plans.

• Catering and other shutdown personnel I suppose are relevant to number of beds used, relevant to inbound and outbound flights.  Therefore must be considered within the schedule, not allocated to shutdown activities but allocated to other activities.

Platform team competencies needs to be taken into account - i.e. are they authorised to perform Isolations of plant or not.

• Please explain what competencies are and how are they taken into account.

Number of platform competent Performing Authorities that can take permits out needs to be taken into account

• Please explain what competencies are and how are they taken into account.

Dayshift / nightshift split needs to be considered.

• Why splitting the activities if execution is usually to be scheduled as contiguous. It is a team assignment issue of different teams working on same activity on different shifts at different production rates. Crew size for night shift teams can be different to daytime.  Still no matter if daytime or night shifts beds cannot be shared, beds are spatial resources.

Work Location for SIMOPS needs to be considered - working at height means work cannot progress below it.

• This is an interesting issue of space as a renewable resource.

Fall back work needs to be identified for the usual Weather Constrained activities.

• Please explain.

Material delivery planning needs to be taken into account due to limited deck space & only usualy 2 sailings per week to get material out.

• This is common consumable resource modeling.  Materials are produced by delivery activities, consumed by installation activities. Installation can be scheduled only contiguous or split, quantities can be scheduled fractional or discrete.

Nitrogen purging spread takes up quite a bit of deck space for the pumps & tanks of liquid nitrogen - the nitrogen tanks also flash off when sitting, so need to be mobilized as close to the shutdown start as possible, as otherwise you are losing nitrogen all the time & would need to mobilize more offshore.

• Consumption of nitrogen can be by installation activities as well as by storage activities at different rates.

Type of Work being performed also needs to be considered - cannot break containment on Hydrocarbon systems if Hot Work / Spark Potential activities is taking place in the same area.

• Two sets of activities competing for same spatial resource, this is common spatial resource modeling.

If breaking containment (e.g. removing a valve for replacement), I cannot release the valve flanges then wait for a rigger to be available to remove it next day - needs to happen as soon as possible after containment broken - Primavera is a pain for this as if I try to use Resource Levelling it usually ends up splitting these tasks which then needs to be resolved manually.

• This is common spatial resource modeling.

Currently planning shutdowns for 3 different plaforms all with different POB restrictions & flights per week - all due to happen in the same 25 day period. Currently have 35000 Man Hours in the plan & a fair bit to add yet. 

The 3 platform shutdowns are all separate scopes of work, but 2 of the platforms tie into the 3rd, so the flushing of the plant needs to be completed before the 3rd platform can start flushing. All need to be resourced separately.

Export Pipeline route is being shutdown by a 3rd party on a fixed date - all platforms need to be flushed by this date or no route available for process fluids.

• These are common portfolio management where there are inter-project relationships. Some projects at the plant, some projects at the platforms.

Not sure how I would model the number of variables that need to be considered to rely on the software doing it for me!

Once I get the fully resourced activity details into the plan I then work out the POB Requirements - the POB Mobilisations / Demobilisations are worked into the flights lists to make sure I can get the required numbers of each trade onboard, then I work the plan up to suit the mobilisations then review & repeat until it works out. In some cases I need to remove scope from a shutdown as we cannot get sufficient competent personnel to allow us to complete the work in the required timeframe.

• P6 is not good at complex resource models.

A single day of delay to a single platform restart can cost the company over 1 million from additional costs & lost production, so time constraints are the biggest factor. 

• Not all resource leveling engines are equal, some are better.
• Resource Constrained Scheduling Capabilities of PM Software

Nice challenge! Better than an all inclusive resort.

As I said it is easy if using software capable of modeling spatial resources as well as other advanced resource models.

I suggest you download Spider Project Demo.

http://www.spiderproject.com/index.php/spiderproject/spiderdemo

Then download sample schedule limited to less than 40 activities where you can explore how beds are leveled by the resource leveling engine.  Because of the activity number limitation on demo software instead of adding activities I suggest to increase number of beds to see how everything is automatic, no need to mess with artificial constraints. We can also explore other advanced resource modeling scenarios such as those shown in the above presentation.

https://www.mediafire.com/file/fpqap234kuwd6dk/ResourcesE.001.sprj/file

Leveling number of beds is an issue of resource modeling easy if considered as spatial resources.

It would be insane to resource level beds manually. 

WBS Structures are just a way to organize your schedules WBS do not interfere with resource leveling. 

Vladimir,

How Peter describes it makes sense to me & is pretty much how I build my shutdown / TAR Plans.

The Level 1 Summary basically indicates overall shutdown duration - this is the one that Senior Management are interested in.

I use the Level 2 to split out the shutdown into the major Phases required to complete the shutdown (e.g. Drain-Flush-Purge-Vent-Isolate / Mechanical Window / Leak Testing / Line Walking / Start Up).

The Level 3 is split into Systems, as this relates to the Leak Testing & Line Walking - some systems are required to be available before other systems can be brought back into service (e.g. Flare & Drains systems so that Leak Testing can take place on the remaining plant systems).

Level 4 is split into Major Work Groups for each system - e.g. Vessel Inspections / Valve Replacements / Relief Valve Replacements / Discipline Routine Maintenance etc.).

Level 5 is each package of work that is to be completed within that system / Work Group.

When you say "The schedule can be collapsed up to certain level of WBS and that's all" - the same could be said for pretty much any WBS structure for any project.

The personnel requirements for each of the Level 2 items is usually quite different from the next & may require additional flights arranged to account for the change in Personnel - We require Nitrogen Pumps & Operators to purge the plant, however the requirement for these technicians once the plant has been purged is reduced & we do not have sufficient bed space to accommodate these tech's whilst executing the main body of work so we usually change out the N2 tech's for additional Pipe fitters / riggers at the end of the DFPVI phase.

Once the Majority of the Main shutdown scope has been executed, we reduce the Pipefitters / Riggers to allow the N2 Tech's to come back out to complete the leak testing.

This may not be as much of an issue on an onshore plant, however offshore is very restrictive as to how many beds we have to execute work, so having this split out helps in identifying when the main crew changes are for additional flight requirements.

Regards,

Steven

Level 1 - Total project or TAR summary.  One single bar showing the start and end dates

Level 2 - Shows the Major Milestones of the project or TAR usually in Gantt chart style

Level 3 - Shows the Major components of the project or TAR such as systems, plant units and areas

Level 4 - Shows the main equipment types such as Exchangers, Towers, RV's etc and should align with the cost WBS

Level 5 - Shows the details of the job or activities needed to do the work on the equipment.