AWP Presentation UTexas 161104 PDF
AWP Presentation UTexas 161104 PDF
AWP Presentation UTexas 161104 PDF
2
Introductions
Tannis Livinuk
Director, Construction Academy,
Bentley Systems
Stanley Stasek
Director, Quality Management, DTE
Energy
3
Bentley Systems
• Bentley is a global leader dedicated to providing
architects, engineers, geospatial professionals,
constructors, and owner-operators with
comprehensive software solutions for advancing
infrastructure.
– Founded in 1984, Bentley has more than 3,000 colleagues in over
50 countries, more than $600 million in annual revenues, and since
2008 has invested more than $1 billion in research, development,
and acquisitions.
4
Bentley Systems
• ConstructSim and WPS
5
DTE Energy
• DTE Energy is a Detroit based diversified energy provider
involved in the development and management of energy
related businesses and services nationwide.
– Fortune 500 company
– DTE Electric: 2.2M customers, DTE Gas: 1.2M customers
– Subsidiaries in 22 U.S. States
6
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
• 2016 budget - $1.4B
• ISO9001 certified
7
To Improve Project Performance . . .
First PLAN THE WORK, then WORK THE PLAN
8
Megaprojects
9
Megaproject Challenges
10
Megaproject Challenges
11
Megaproject Challenges
12
Megaproject Challenges
• Fast tracking has become a norm for
construction projects.
– Fast tracking occurs when activity
sequences are scheduled to be
executed concurrently rather than
consecutively. This approach reduces
the total planned duration of the project.
– Fast tracking yields a significant amount
of risk for projects, as you are making an
assumption that you will be able to
achieve planned workforce levels and
that productivity will be equal to or
greater than estimated.
13
What about other sized projects?
• Large, medium, and small projects
– Any projects can experience many of same issues
experienced by mega-projects as well
• Fast tracking
• Budget overruns
• Schedule overruns
• Rework
• Loss of predictable outcomes
14
Construction Productivity
• Choy (2004) reported a decline
in construction site productivity
from the period of 1984 to 2004
within the province of Alberta.
• Jergeas (2009) reported a
similar trend across North
American construction projects,
thereby indicating that the
declining productivity in Alberta
was not an isolated case.
• Other studies have confirmed
this trend globally. Construction
productivity is declining, in
some regions quite significantly.
15
Time on Tools
• Time on Tools measurements identify
a numerical value of the amount of
time that a construction trades person
spends completing productive work.
– Productive work is work that is
progressable or increases earned value. It
is quantifiable.
– Reading drawings, waiting for
transportation or searching for material
would not be considered Time on Tools.
– Rigging in a spool, welding, erecting
scaffold or pulling cable would all be
considered Time on Tools activities.
16
Time on Tools
• Organizations measure Time on Tools
in different ways, which makes
comparison between companies
difficult.
– Some organizations have Foremen
complete Time on Tools Reports.
– Some organizations employ analysts to
measure and record data on field activities
to generate Time on Tools calculations.
– Accuracy of these reports is sometimes
called into question as processes for
reporting time can be subjective.
17
COAA and CII
18
COAA Analysis of Productivity
Crew
Movement,
15%
Tool Time Early Quits Planning Crew Movement Equip / Mat. Movement Wait Time
19
CII Analysis of Productivity
• CII reports that time on tools values are generally
lower than those reported by COAA, being only 33%
in research studies conducted (CII, 2013).
– Ultimately, these statistics indicate that there is room for
improvement in labor productivity within our construction
projects.
20
COAA Analysis of Productivity
Percentage of Time Spent - Foremen
8%
3%
5%
9% 30%
10%
20%
15%
21
WorkFace Planning
22
WorkFace Planning
• WorkFace Planning was coined as a best practice by
COAA in the early 2000’s, and since then has been
successfully implemented and executed on a variety of
project types and project sizes.
23
WFP – Doesn’t Affect the Front-End
Construction
Engineering &
Procurement
24
Advanced Work Packaging
• In 2009, CII initiated a research team that began to
explore and research work packaging processes
throughout the project lifecycle.
– CII and COAA developed a jointly funded research committee
(Research Team 272), that facilitated the research that
continued into Phase II of this project, which wrapped up in
2013.
25
Advanced Work Packaging
26
Advanced Work Packaging
27
Advanced Work Packaging - Alignment
Construction &
Completions
Engineering Procurement
28
Project Sizes
• Historically, WorkFace Planning and Advanced
Work Packaging have been used strictly on
Mega/Gigaprojects.
– We are now seeing use on medium and large sized
projects ranging from $2 Million – $500 Million.
Small Cap
Projects Megaprojects
29
Applicable Industries
30
Industry Certification Programs
https://getpicced.com/
31
(2003 - Present) (2009) (2011)
COAA AWP CII RT 319 – CII RT 272 – Report CII RT 272 – Kickoff
ROI Team – Kickoff of the 319 out of the 272 Team of the RT 272 Phase II
COAA AWP Project (phase II) Research Project
Research Project
begins
(2015) (2016)
32
What is Advanced Work Packaging?
• Industry & CII Recognized Best Practice
• In project management, a work package is defined as “the
effort required to produce a deliverable within a project.
This effort may be a single task or it could be several
related tasks”.
• Could think of a work package as a “mini project” within a
larger project. When all of the individual work packages
within a larger project are completed, the overall project is
done.
– Each work package includes the steps needed for completion along
with a schedule.
• This helps the project manager ensure the overall project
remains on schedule.
33
AWP 3 Stages
34
Stage One
35
Stage One - Overview
36
Path of Construction
• A Path of Construction is a
visual representation of the
project scope areas (silos)
and sequencing within the
plot plan.
– The Path of Construction should
be marked up on a plot plan to
visually identify general area
sequencing of execution.
– The Path of Construction will
form the basis of the Level 2
Schedule.
37
Construction Work Areas
38
The Construction–Engineering Chasm
39
Construction & Engineering Planning
40
Interactive Planning
Construction
Engineering
41
Interactive Planning
• Construction involvement in the
engineering planning process facilitates
the identification of construction needs
early in the project, which in turn helps
the engineering team to better plan and
organize their activities to support
construction requirements.
• This process also facilitates the
identification of early constructability
initiatives that may significantly affect
project safety, cost, schedule or quality.
42
Work Breakdown Structure (WBS)
Project
IWP 101-1-1 IWP 101-1-2 IWP 101-2-1 IWP 101-2-2 IWP 102-1-1 IWP 102-1-2 IWP 103-1-1 IWP 103-1-2
43
Work Breakdown Structure (WBS)
CWA
CWP
Discipline
IWP
EWP
44
EWP Boundary Definition
EWP CWP
45
AWP 3 Stages
46
Stage Two – Detailed Engineering
47
Engineering
48
Engineering Work Packages
49
Construction Work Packages
50
Engineering Work Packages
51
Detailed Construction Schedule
Engineering
Details
Preliminary
Procurement
Level 3
Information
Schedule
Detailed
Level 3
Schedule
52
AWP 3 Stages
53
Stage Three – Construction
54
1 IWP Creation 2 Document Control
Interface
Manage IWP
Create IWPs Release Plan – Send Sequence and
Dynamic Monitor Constraints Content of IWP to
Construction Document Control
Planning
5 IWP Closeout
3 Issuance to the Field
55
IWP Release Plan - Document
IWP Target Issue IWP Target IWP Target IWP Target Constraint Free Construction
Construction HSE QC Issued for IWP Returned Man Hours Man Hours Man Hours
CWP IWP Date Constraint Free Execution Start Completion Date Package Created and Issued Complete Progress P.F.
Sign-Off Sign-Off Sign-Off Execution (Signed off) Estimated Earned Burned
(T-60 days) Date (T-21 days) Date (T) (T+14) (Planner) (100% progress)
56
Installation Work Packages
• Installation Work Packages
(IWPs) are a natural extension of
the CWP. They are discipline
specific packages of activities
that consist of approximately
enough work for one crew for
one shift.
– This equates to 500 – 1000 man
hours of work.
– The size of the work packages will
vary dependent upon the crew and
the shift schedule.
57
Installation Work Packages
58
IWP Format
IWPs typically contain a variety of the following sections:
1. Cover page
2. Table of contents
3. Sign off sheets – review and completion
4. Constraint list & verification of constraint mitigation
5. WorkFace Planner’s report:
• Scope
• Interdependencies
• Task list (detailed)
• Resource requirements
• Man hour allocation
• Specialty tool requirements and request form
• Equipment requirements and request form
• Scaffold request form and sketch
• Bill of Materials
6. Quality control documents and requirements
7. Health, safety and environmental requirements and documentation
59
IWP Format
IWP’s typically contain a variety of the following
sections:
60
Controlling the IWP in the Field
Once the IWP has been released
to the field, it is the responsibility of
the Foreman to submit progress
reports for the IWP that they are
working on that shift/rotation.
61
Outstanding IWP Tasks
IWP 1 IWP 2
64
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
Develop EWP Plan To support the Path of Construction and CWP Release Dates
65
CII Research Teams RT272 and RT319
• RT272
– Defined AWP concepts and provided illustrative case studies
– Provided support and “How-To” guidance
• RT319
– Validated that using AWP improves project overall
performance
– Quantified performance improvements in 6 key areas
• Productivity
• Cost
• Schedule
• Safety
• Quality
• Predictability
66
CII AWP Maturity Model
Three AWP Maturity Stages (CII IR272)
67
CII Research Team RT 319 validated that using
AWP really does improve project performance
68
(1) AWP Maturity Model - Early Stages
69
(2) AWP Maturity Model - AWP Effectiveness Stage
70
(3) AWP Business Transformation Stage
71
Implementing AWP
The DTE Energy story (so far)
72
Perceived Work Packaging Benefits Upfront
• Allows many different pieces of the overall project to be worked on at
the same time, usually by different groups of people – results in
improved productivity
• The team assigned to each work package completes their tasks and
then the individual packages all merge together seamlessly at the end
• Establishes acceptance criteria for each task activity improving quality
thresholds
• Integrated into resource loaded schedule yielding improved work
planning
• Proactively identifies Constructability issues to avoid field changes
• Can improve schedule management and adherence
• Ensures Construction crews have tools and resources necessary
73
Approach to getting started - Embedding
AWP into the work
• Established a core team (including an AWP implementation lead with
prior experience)
• Benchmarked AWP techniques/insights/lessons learned (RT272)
• Plan and execute IWP/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)
74
Benchmarking / Go-and-See
Conducted several benchmarking/”go-and-see” activities:
75
Advanced Work Package World-Wide Adoption
76
Benchmarking efforts identified several key
attributes of work packages
77
DTE Energy Case Study –
Use of Advanced Work Packaging
MATS/DSI/ACI Project
78
Project Background Summary
• The Environmental Protection Agency (EPA) issued Mercury Air Toxic
Standards (MATS) to reduce mercury and other toxic air pollution from
coal and oil-fired power plants.
• For all existing and new coal-fired Electric Generating Units (EGU)s,
the proposed standards would establish numerical emission limits for
mercury, Particulate Matter (PM - a surrogate for toxic non-mercury
metals), and HCl (a surrogate for acid gases).
• EPA’s requirements generated significant interest in utilizing Dry
Sorbent Injection (DSI) and Activated Carbon Injection (ACI)
technology to comply with the new standards. DSI technology can be
a lower capex technology option which could allow the continued
operation of many EGUs while meeting the proposed HCl, Mercury
(Hg) and Particulate Matter (PM) emission limits, along with additional
SO2 reductions.
• DTE performed previous performance testing to verify the suitability of
this technology to cost effectively meet EPA's requirements.
79
Process Overview: DSI and ACI systems remove Hg
and acid gases in the flue stream
DSI Solution
• Trona requirements will vary depending on fuel
blend, chlorine content of REF and MW loading.
• Trona will be transported to Belle River, St Clair,
Trenton Channel and River Rouge power plants
via truck
• Each DSI equipped power plant will have a silo
system to store sorbent for daily operations which
is then conveyed to injection lances placed in the
flue gas ductwork
ACI Solution
• Activated carbon will be required and delivered to
each of the ACI equipped units and stored in a
silo system for operation and then conveyed to
injection lances placed in the flue gas ductwork
Ash Handling
• The additional volume of particulate created by
ACI and DSI will require some improvements to
current ash handling systems and precipitators to
maintain PM compliance
80
Project Process Overview
• Mapping of the existing as-found conditions
• Full 3-D analysis and construction design
• Scope includes plant upgrades and new equipment installation design
• Installation of new equipment including factors such as:
– Constructability
– Accessibility
– Maintainability
– Operations
– Safety
• Startup and Commissioning activities including as-built incorporation
• System Performance Testing
• Extended Reliability Testing (90 operating day+)
• Project closeout
81
STCPP System Locations (islands)
82
BLRPP System Layout
83
3D Model of System Layout
84
Used a Contractor Work Packaging Strategy
• Overall Strategy:
• Civil Structural type WPP was typically assigned, broken
up by installation work flow which was predetermined by
knowledgeable/experienced Superintendent. Typically by
area, location, trade, etc….
• Mechanical/Electrical WPP were assigned, broken up by
Startup & Commissioning Boundary Drawings. This
assisted construction schedule to make sure construction
completions were “systems” based on how commissioning
agent planned to commission.
85
Contractor Work Package Considerations
• Work Scope • Civil/Structural
• Safety Planning • Technical/Engineering
• JHA Documentation
• QA Planning • Schedule
• Discipline • Logistics
Documentation • Workforce Planning
Checklist As Applicable • Material & Equipment
• Mechanical Planning
• Electrical • Approvals
86
Work Package Planning Process
• Process
Started with the end in mind!
Created a defined feature of work from Stage I & II AWP steps.
Most critical prior steps are planning how the project will be commissioned.
WPP should be sized to be assigned to a person/group that can be
accountable for results.
• Objective
All necessary information pertaining to WPP compiled in one location
WPP Structured to collect information from executing work to final
turnover documents
87
Advanced Work Package Planning
Implementation Overview
• Overall WPP Process was based on a standard template
for the project
• This helped create consistent packages
• All information was located in one document
• Utilized hyperlinks in WPP to reference pertinent outside
documents.
• Reduced human performance errors
88
Work to Develop the Packages
• Started with end in mind
• Used Startup/Commissioning Boundaries to help guide
Electrical/Mechanical Trade Packages
• One person responsible for drafting Work Package and
collected input/resources from other key individuals
• Held Meeting with all necessary key individuals to finalize
Work Package
89
Advanced Work Package Planning
Consistency is Key
• WPP was a form based standard template Folder Structure
90
Improvement in Transitions to Other Sites
• Work Packages become central location to house
information for executing the work
• Allowed for knowledge sharing from site to site.
Example- Lessons learned from Foundation
Concrete Pours
91
What was effort needed to create IWPs?
• Overall Process was based on Template
• First Stage – Package Preparation
– Create package and schedule WPP Meeting.
– The effort from the individual was usually 4-8 hours and was
completed over 2-3 days.
• Second Stage was WPP Meeting.
– Typically 2 hours or less.
– Attendees are at minimum PE, Superintendent/Foreman, Safety &
QAQC Personnel. (Example: IWP: Foundation Concrete Pours)
– Outcome of Second Stage was IWP Approval or Action Items
• Third Stage was Execution and Documentation of IWP
92
Installation Work Package Quantities
• Number of packages was identified by analyzing work to be
performed by discipline, common/redundant and unique work/atypical
TOTAL IWP'S MATS PROGRAM WORK PACKAGE PLANNER MONTHLY
CREATED FOR
COMMON, UNIQUE
PROGRESS SUMMARY AUGUST 2015
Remaining
AND OUTAGE WORK
This Month
1
70 0 Previous YTD
IWP'S CREATED FOR
60 WORK ACTIVITIES
COMMON TO A
50 TYPICAL ISLAND
INSTALLATION IWP'S CREATED FOR
Total WPP
93
Process
Improvements
(Maturity)
Learnings along the way
94
Work Planner Layout
• Original concept:
• Scope
• Supporting Engineering &
Vendor
• Safety Plan
• Quality Assurance
• Equipment Planning
• Special Tools
95
Revised Planner
• Identified Work
Package Planner –
tied to schedule
• Job Hazard Analysis
incorporated
• Electronic
documents hyper-
linked
• Checklists included
96
Revised Planner
• Technical
Documents and
revisions numbers
• Schedule connection
• Logistics and
workforce
requirements
97
Revised Planner
• Materials &
Equipment planning
with cost capture
• Package signoff and
approvals for
creation, and
completion
98
Lessons Learned
through
Implementation
99
Owner Learnings
• Early Challenges
– 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 all project stakeholders on AWP
(owner’s staff, contractors, client representatives)
– Very difficult to initially implement AWP on in-flight, in-
progress projects
• Contract changes
• Renegotiate
100
Contractor Learnings
• Early Learnings
– Productivity improvements (less crew downtime)
– Improved tracking of work progress
– Improved visibility of issues
• 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
– Improved emphasis on construction planning
– Contractor recognized improvements could be made to
bid process for major work packages
101
Advanced Work Package Planning
Implementation Lessons Learned
• Keep the WPP simple and flexible. To much
information will burden the process.
• Populate the WPP with the most important
information.
• Get team buy-in through use of meetings.
• As early on in the project as possible use the
WBS to outline the WPP structure.
• Don’t stray away from philosophy of “one
document”.
102
Advanced Work Package Planning
Applied Lessons Learned
• Checklists
– Developed for every section of each document
– Give objective feedback of compliance
– Provide everyone with a tool for approval and
review.
• At the end of every checklist a summary
gives an overall indication of how good
the package is.
• Should have established schedule
included up front and included bid
packages to each Work Package. That
would have streamlined the work
packaging
• Eased the Owner’s Construction
Supervision daily task management
103
Benefits &
Conclusions
104
Benefits of using Work Packages
105
DTE Energy has concluded that:
106
Resources Available
CII Community of
CII Volumes Practice Conferences
RT 272 + RT 319 ASI / COAA BP
Virtual Meetings
107
Q&A
Questions?
108