One of the characteristics of turnaround projects is the change of scope due to inspections during execution.
My questions:
- What is in your experience the best way to deal with discovery and additional work ?
- How do you incorporate these daily found extra items in the current schedule ?
- Can they drastically change the critical path ?
- How often is a rescheduling considered as best practice ?
- How can people in the field do their job without loosing confidence in the schedule or forecast for the next 3 days, when after a reschedule, due to the extra work discovered, the forecast looks completely different ?
Ciao,
In the STO's execution phase you will face the additional works, So to incorporating these activities on the schedule you have to be sure that these activities will not affecting the late finish date of the shutdown, otherwise you can keep these works for the next shutdown.
But about how to be sure that these additional activities will not delay the project, you have to make a leveling resources in keeping the same priorities by area by systeme.
Regards,
K.SAADI
Ciao,
In the STO's execution phase you will face the additional works, So to incorporating these activities on the schedule you have to be sure that these activities will not affecting the late finish date of the shutdown, otherwise you can keep these works for the next shutdown.
But about how to be sure that these additional activities will not delay the project, you have to make a leveling resources in keeping the same priorities by area by systeme.
Regards,
K.SAADI
Hi Floris
It is standard practice for extra work to be added to the programme as task bars.
They may affect the critical path.
Rescheduling should be done as often as is necessary.
Best regards
Mike Testro
Nobody ?