Description
Dynamic priority scheduling is a type of scheduling algorithm in which the priorities are calculated during the execution of the system. The goal of dynamic priority scheduling is to adapt to dynamically changing progress and form an optimal configuration in self-sustained manner. It can be very hard to produce well-defined policies to achieve the goal depending on the difficulty of a given problem.
Dynamic Scheduling
Increase Worker Performance with best-practice work scheduling and project controls…
E.J. E J (T (Ted) d) Li Lister t Project Controls Specialist CPM Solutions Ltd.
Dynamic Scheduling— A Team A Approach h to t Increase I Worker W k Performance & Reduce the Risk of Cost and Schedule Over Over-runs runs
Best Management Practices ? Presentation themes:
? ? ? ? ? ? ?
Establishing Key Performance Indicators and Targets Using Benchmark Estimates for Job Plans P og amming versus Programming e s s Sched Scheduling ling (Dynamic (D namic Scheduling) Sched ling) Receiving accurate and timely activity status from the field Maintaining Control of Shift Reports Trending and Performance Analysis The Dynamic Trio
Organization
Asset Management Team
Technical
Operations
Maintenance
Project j Manager Core Team
• • • • • • • • • • Operations Maintenance Safety Environment Inspection Admin Supply Chain Engineering Project Controls Materials
Project Controls
• Manager • Area Field Planners • Programmer / Scheduler • Area Operations Coordinators • Area Safety Coordinators • Administration
Dynamic Trios
• Area Execution Coordinators • Area Operations Coordinators • Area Safety Coordinators
Vision Statement
? Operate a safe and reliable process for a pre-determined g rates run duration at design
? Established by the Asset Management Team (Leaders Team) ? Supported by effectiveness of workscope optimization ? Supported by a Steering Committee (Core Team) made up of Stakeholder Department Leads ? Approved by Senior Management / Partners
Mission Statement
? Plan, manage and control all aspects of the outage project p j using g a defined process p to meet or exceed Key y Performance Targets
? ? ? ? Established by the Steering Committee (Core Team) Supported by efficiency of the Project Controls Group Approved by the Asset Management Team (Leaders Team) Must be measurable (accountability, responsibility and consequences) )
Key Performance Indicators
? Establish Key Performance Indicators
? Established by y the Steering g Committee (Core ( Team) ) ? Supports the Mission Statement
Key Performance Indicators
1 - Safety / Environment 2 - Quality 3 - Worker Performance
Key Performance Targets
Zero (nothing hits the ground) Zero rework, zero leaks 5.5 hours of direct wrench-time in a 10 hour shift Based on direct planned wrench-hours and indirect cost estimates Based on the longest job or series of jobs with zero float
4a - Budget
4b - Schedule Duration
Using Benchmark Estimates for J b Plans Job Pl
? Detailed planning best-practices
? Assemble Planned Job Plans for all approved pp worklist items (workscope) ? Assign the planning and estimating to a Field Planner ? Do not plan or estimate friction time time, i i.e., e travel travel, permitting permitting, coffee breaks, safety meetings, etc. ? Use industry standard benchmark estimates ? Use a Field Planning Form that is consistent with the data required by the Programmer / Scheduler ? Plan activity logic networks, resources, programming logic; estimate wrench wrench-hours hours and activity durations ? Use consistent data codes and structure
Work Breakdown Structure / P Process A Availability il bilit / Ph Phase / Dynamic Trio Plant
WBS Vertical Area Area Dynamic Trios
• Area Execution Coordinators • Area Operations Coordinators • Area Safety C Coordinators di t
Unit
Unit
S t System
Flare System Day 5 Day 12 (Process Availability)
M i t Maintenance Pre Shutdown Decontaminate Blind Clean Open Inspect Repair Phase Horizontal
Safety Valves
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Ingredients
? ? ? ? ? Detailed plans (benchmark estimated activity networks) Scheduling software A Programmer g / Scheduler Productivity Factors Input / Information from the Project Controls Group
? Process availability ? Resource limits, i.e., cranes, inspectors, operators ? Equipment priority ? Risk
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
Turnaround and Maintenance Projects
Duration driven Level work activities by Work Order Detailed planning by Work Order Schedule to produce a plan that reduces risk and optimizes cost, duration and resources
Construction Projects
Resource and commodity driven Level resources by trade High level planning by WBS Schedule to produce a plan that meets the engineering and procurement process by contract and/or discipline; i.e., civil, structural, mechanical, electrical, etc. Produce a Gantt Chart every week Re-schedule weekly to produce a new plan (Gantt Chart)
Produce a tabular shift report every 12 hours Re-schedule every 12 hours during the Execution Phase to produce a new plan based on current conditions (Shift Report) Manage work activities not human resources Supervise i human h resources
Manage human resources Supervise i work k activities i i i
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Scheduling
Project Management Resource leveling Milestone driven Activity constraints, i.e., mandatory start / finish Task dependent, i.e., activities from one network are dependent on activities from other networks ? Developed in isolation by a Scheduler over a number of weeks to produce a level resource profile and a Gantt Chart ? Very difficult to make changes to a plan that took 2 months to develop ? ? ? ? ?
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Scheduling (continued)
? Often uses a 3 – 7 day look ahead ? Scheduler loses credibility by Field Forces due to the lack of project control ? Updates from the Field Forces are difficult to obtain ? Reacting to changing conditions is almost impossible due to the constraints in logic and dependencies ? Scheduling software cannot calculate a new plan due to the constraints applied by the Scheduler, or the lack of programming information
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming
? Project Control Responsibility ? A Programmer (aka Scheduler) establishes the project parameters as defined by the Dynamic Trio and inputs the data f from the h Field ld Planning l Form ? Use Productivity Factors based on Key Performance Target for Wrench-time and Contracting Strategies ? Use the software program to produce a plan by calculating, not leveling ? Optimize the plan by calculating ‘What-if’ scenarios based on Productivity Factors, Calendars, WBS, Resources, etc.
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming (continued)
? Resource Management g ? Restricted Resources ? Resource Calendars set to 24 Hours unless resource is restricted to one shift ? Resources include:
? People ? Materials ? Equipment / Tools ? Instructions I t ti
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Work Breakdown Structure
? Process Availability y ? Calendar Driven
Programming versus Scheduling (Dynamic Scheduling)
? Planning Layout with Programming
? ? ? ? ? ? ? ? ? Equipment Priority WBS Calendar Risk Grid Phase Work Type Permit A i i Type Activity T
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Optimizing the Plan
? ? ? ? Cost Schedule Resources Float
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming (continued)
? Let the computer calculate the optimum plan based on: cost, schedule duration, wrench-hours and float ? The Core Team will review all ‘What-if’ scenarios and choose the plan that best meets their desire for: lowest cost, shortest duration, or least amount of resources (risk)
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming (continued)
? After saving a Baseline of the Optimum Plan the first Shift Report by Area can be generated ? The Shift Report is generated with enough work to match the availability l b l of f resources (Productivity ( d Factors applied) l d) ? The Shift Report is generated with a 12 hour look ahead… NO MORE… ? The Shift Report is printed on a different color paper each day ? The Shift Report can be photo-copied by the Dynamic Trio and distributed as they see fit
Receiving accurate and timely activity ti it status t t f from th the fi field ld
? Best Management Practices
? Each Area Execution Coordinator updates their Area Shift Report with a 0% - 50% - 100% value ? Update Shift Reports are brought to the Programmer (dayshift / nightshift) h h f ) between b 3 – 4 o’clock ’ l k ? Failure to update the status of all activities by their assigned Area will result in the Operations Coordinator not being able to assist the h Programmer with h developing d l a new plan l ? The process of updating status accurately and in a timely fashion is self-controlled by the Dynamic Trio themselves
Maintaining Control of Shift R Reports t
? Best Management Practices
? Once the activities in the scheduling software have been updated with a real and projected status to the end of the shift the Programmer will file the Shift Reports and calculate a new plan for the next shift ? Only those Shift Reports that were distributed to the Dynamic Trio (colored copies) will be used to update the computer ? Reason codes d will ll be b used d to identify d f any activities that h didn’t dd ’ get started, or completed, as planned, i.e., weather, poor estimate, no materials, asset not available, permitting, etc.
Trending and Performance A l i Analysis
? Performance S-Curves
100% Or Total Planned Wrenchhours Original Wrenchhour Overrun
STATUS S = % COMPLETE E or MHRS
Schedule Slippage Schedule Variance New Scheduled Wrench-hours
Original Baseline Scheduled Wrench-hours
Earned Wrench-hours
New schedule affected by activities not completed as per plan plus added and extra work
Current Day History TIME
Original Target Focus on Work Ahead
New Target
The Dynamic Trio
? Best Management Practices
? Prior to the beginning g g of the subsequent q shift starting, g, the Dynamic Trio will get together with the Programmer to review the activities planned for the next shift ? Any yp programming g g changes g will be made based on input p from the Area Operations and Execution Coordinators, i.e., equipment not ready, priority changes, etc. ? A new p plan is calculated using g the information to produce p a realistic Shift Report for the subsequent shift ? Each Dynamic Trio group will interact with their back-shift for one hour during g shift change g
The Dynamic Trio
? Best Management Practices (continued)
? After the Shift Report p is issued the Project j Controls Group p will analyze the status of the project and determine if any parameters require changing, i.e., Productivity Factors, Calendars, Workscope, Overtime, Resources, etc. ? The Dynamic Trio will prepare for the next shift of Wenchpullers:
? Area Operations Coordinator preps permits ? Area Execution Coordinator preps tool, materials, equipment and prepares workforce ? Area Safety Coordinator preps safety equipment, safety resources, procedures, etc.
Change Management
? Implementation of Best-Practices
? Methods Methods, Procedures and Techniques can only be practiced if they’re established ? Implementation can only happen through training and coaching
C Consistency i t – in an everCorporate Owned – policies
and procedures changing human resource and software environment
Measurable –
therefore, improvable
doc_443074736.pdf
Dynamic priority scheduling is a type of scheduling algorithm in which the priorities are calculated during the execution of the system. The goal of dynamic priority scheduling is to adapt to dynamically changing progress and form an optimal configuration in self-sustained manner. It can be very hard to produce well-defined policies to achieve the goal depending on the difficulty of a given problem.
Dynamic Scheduling
Increase Worker Performance with best-practice work scheduling and project controls…
E.J. E J (T (Ted) d) Li Lister t Project Controls Specialist CPM Solutions Ltd.
Dynamic Scheduling— A Team A Approach h to t Increase I Worker W k Performance & Reduce the Risk of Cost and Schedule Over Over-runs runs
Best Management Practices ? Presentation themes:
? ? ? ? ? ? ?
Establishing Key Performance Indicators and Targets Using Benchmark Estimates for Job Plans P og amming versus Programming e s s Sched Scheduling ling (Dynamic (D namic Scheduling) Sched ling) Receiving accurate and timely activity status from the field Maintaining Control of Shift Reports Trending and Performance Analysis The Dynamic Trio
Organization
Asset Management Team
Technical
Operations
Maintenance
Project j Manager Core Team
• • • • • • • • • • Operations Maintenance Safety Environment Inspection Admin Supply Chain Engineering Project Controls Materials
Project Controls
• Manager • Area Field Planners • Programmer / Scheduler • Area Operations Coordinators • Area Safety Coordinators • Administration
Dynamic Trios
• Area Execution Coordinators • Area Operations Coordinators • Area Safety Coordinators
Vision Statement
? Operate a safe and reliable process for a pre-determined g rates run duration at design
? Established by the Asset Management Team (Leaders Team) ? Supported by effectiveness of workscope optimization ? Supported by a Steering Committee (Core Team) made up of Stakeholder Department Leads ? Approved by Senior Management / Partners
Mission Statement
? Plan, manage and control all aspects of the outage project p j using g a defined process p to meet or exceed Key y Performance Targets
? ? ? ? Established by the Steering Committee (Core Team) Supported by efficiency of the Project Controls Group Approved by the Asset Management Team (Leaders Team) Must be measurable (accountability, responsibility and consequences) )
Key Performance Indicators
? Establish Key Performance Indicators
? Established by y the Steering g Committee (Core ( Team) ) ? Supports the Mission Statement
Key Performance Indicators
1 - Safety / Environment 2 - Quality 3 - Worker Performance
Key Performance Targets
Zero (nothing hits the ground) Zero rework, zero leaks 5.5 hours of direct wrench-time in a 10 hour shift Based on direct planned wrench-hours and indirect cost estimates Based on the longest job or series of jobs with zero float
4a - Budget
4b - Schedule Duration
Using Benchmark Estimates for J b Plans Job Pl
? Detailed planning best-practices
? Assemble Planned Job Plans for all approved pp worklist items (workscope) ? Assign the planning and estimating to a Field Planner ? Do not plan or estimate friction time time, i i.e., e travel travel, permitting permitting, coffee breaks, safety meetings, etc. ? Use industry standard benchmark estimates ? Use a Field Planning Form that is consistent with the data required by the Programmer / Scheduler ? Plan activity logic networks, resources, programming logic; estimate wrench wrench-hours hours and activity durations ? Use consistent data codes and structure
Work Breakdown Structure / P Process A Availability il bilit / Ph Phase / Dynamic Trio Plant
WBS Vertical Area Area Dynamic Trios
• Area Execution Coordinators • Area Operations Coordinators • Area Safety C Coordinators di t
Unit
Unit
S t System
Flare System Day 5 Day 12 (Process Availability)
M i t Maintenance Pre Shutdown Decontaminate Blind Clean Open Inspect Repair Phase Horizontal
Safety Valves
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Ingredients
? ? ? ? ? Detailed plans (benchmark estimated activity networks) Scheduling software A Programmer g / Scheduler Productivity Factors Input / Information from the Project Controls Group
? Process availability ? Resource limits, i.e., cranes, inspectors, operators ? Equipment priority ? Risk
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
Turnaround and Maintenance Projects
Duration driven Level work activities by Work Order Detailed planning by Work Order Schedule to produce a plan that reduces risk and optimizes cost, duration and resources
Construction Projects
Resource and commodity driven Level resources by trade High level planning by WBS Schedule to produce a plan that meets the engineering and procurement process by contract and/or discipline; i.e., civil, structural, mechanical, electrical, etc. Produce a Gantt Chart every week Re-schedule weekly to produce a new plan (Gantt Chart)
Produce a tabular shift report every 12 hours Re-schedule every 12 hours during the Execution Phase to produce a new plan based on current conditions (Shift Report) Manage work activities not human resources Supervise i human h resources
Manage human resources Supervise i work k activities i i i
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Scheduling
Project Management Resource leveling Milestone driven Activity constraints, i.e., mandatory start / finish Task dependent, i.e., activities from one network are dependent on activities from other networks ? Developed in isolation by a Scheduler over a number of weeks to produce a level resource profile and a Gantt Chart ? Very difficult to make changes to a plan that took 2 months to develop ? ? ? ? ?
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Scheduling (continued)
? Often uses a 3 – 7 day look ahead ? Scheduler loses credibility by Field Forces due to the lack of project control ? Updates from the Field Forces are difficult to obtain ? Reacting to changing conditions is almost impossible due to the constraints in logic and dependencies ? Scheduling software cannot calculate a new plan due to the constraints applied by the Scheduler, or the lack of programming information
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming
? Project Control Responsibility ? A Programmer (aka Scheduler) establishes the project parameters as defined by the Dynamic Trio and inputs the data f from the h Field ld Planning l Form ? Use Productivity Factors based on Key Performance Target for Wrench-time and Contracting Strategies ? Use the software program to produce a plan by calculating, not leveling ? Optimize the plan by calculating ‘What-if’ scenarios based on Productivity Factors, Calendars, WBS, Resources, etc.
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming (continued)
? Resource Management g ? Restricted Resources ? Resource Calendars set to 24 Hours unless resource is restricted to one shift ? Resources include:
? People ? Materials ? Equipment / Tools ? Instructions I t ti
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Work Breakdown Structure
? Process Availability y ? Calendar Driven
Programming versus Scheduling (Dynamic Scheduling)
? Planning Layout with Programming
? ? ? ? ? ? ? ? ? Equipment Priority WBS Calendar Risk Grid Phase Work Type Permit A i i Type Activity T
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Optimizing the Plan
? ? ? ? Cost Schedule Resources Float
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming (continued)
? Let the computer calculate the optimum plan based on: cost, schedule duration, wrench-hours and float ? The Core Team will review all ‘What-if’ scenarios and choose the plan that best meets their desire for: lowest cost, shortest duration, or least amount of resources (risk)
Programming versus Scheduling (D (Dynamic i Scheduling) S h d li )
? Programming (continued)
? After saving a Baseline of the Optimum Plan the first Shift Report by Area can be generated ? The Shift Report is generated with enough work to match the availability l b l of f resources (Productivity ( d Factors applied) l d) ? The Shift Report is generated with a 12 hour look ahead… NO MORE… ? The Shift Report is printed on a different color paper each day ? The Shift Report can be photo-copied by the Dynamic Trio and distributed as they see fit
Receiving accurate and timely activity ti it status t t f from th the fi field ld
? Best Management Practices
? Each Area Execution Coordinator updates their Area Shift Report with a 0% - 50% - 100% value ? Update Shift Reports are brought to the Programmer (dayshift / nightshift) h h f ) between b 3 – 4 o’clock ’ l k ? Failure to update the status of all activities by their assigned Area will result in the Operations Coordinator not being able to assist the h Programmer with h developing d l a new plan l ? The process of updating status accurately and in a timely fashion is self-controlled by the Dynamic Trio themselves
Maintaining Control of Shift R Reports t
? Best Management Practices
? Once the activities in the scheduling software have been updated with a real and projected status to the end of the shift the Programmer will file the Shift Reports and calculate a new plan for the next shift ? Only those Shift Reports that were distributed to the Dynamic Trio (colored copies) will be used to update the computer ? Reason codes d will ll be b used d to identify d f any activities that h didn’t dd ’ get started, or completed, as planned, i.e., weather, poor estimate, no materials, asset not available, permitting, etc.
Trending and Performance A l i Analysis
? Performance S-Curves
100% Or Total Planned Wrenchhours Original Wrenchhour Overrun
STATUS S = % COMPLETE E or MHRS
Schedule Slippage Schedule Variance New Scheduled Wrench-hours
Original Baseline Scheduled Wrench-hours
Earned Wrench-hours
New schedule affected by activities not completed as per plan plus added and extra work
Current Day History TIME
Original Target Focus on Work Ahead
New Target
The Dynamic Trio
? Best Management Practices
? Prior to the beginning g g of the subsequent q shift starting, g, the Dynamic Trio will get together with the Programmer to review the activities planned for the next shift ? Any yp programming g g changes g will be made based on input p from the Area Operations and Execution Coordinators, i.e., equipment not ready, priority changes, etc. ? A new p plan is calculated using g the information to produce p a realistic Shift Report for the subsequent shift ? Each Dynamic Trio group will interact with their back-shift for one hour during g shift change g
The Dynamic Trio
? Best Management Practices (continued)
? After the Shift Report p is issued the Project j Controls Group p will analyze the status of the project and determine if any parameters require changing, i.e., Productivity Factors, Calendars, Workscope, Overtime, Resources, etc. ? The Dynamic Trio will prepare for the next shift of Wenchpullers:
? Area Operations Coordinator preps permits ? Area Execution Coordinator preps tool, materials, equipment and prepares workforce ? Area Safety Coordinator preps safety equipment, safety resources, procedures, etc.
Change Management
? Implementation of Best-Practices
? Methods Methods, Procedures and Techniques can only be practiced if they’re established ? Implementation can only happen through training and coaching
C Consistency i t – in an everCorporate Owned – policies
and procedures changing human resource and software environment
Measurable –
therefore, improvable
doc_443074736.pdf