Primavera™ P6 Advanced Training For Shutdowns, Turnarounds & Outages

Primavera™ P6 Advanced Training for
Shutdowns, Turnarounds & Outages
A user guide, reference book and three-day training course written for
Planners and Schedulers who wish to learn best-practice methods to plan,
manage and control Shutdowns, Turnarounds, Outages and pitSTOps in the
energy sector using Primavera™ P6 V.18
3-Day Event developed and instructed by Ej Lister - STO Navigator Inc.

Day 1: Planning & Estimating
Day 2: Programming & Scheduling
Day 3: Execution Management & Control
Plan
Estimate
Program
Schedule
Execute
Update
Performance
Safety
Quality
Wrench-time
Copyright © 2019 STO Navigator Inc., Canada
Please contact us for additional copies.
All rights reserved.
No part of this manual may be reproduced, stored in a retrieval system, or transmitted, in any form or
by any means, electronic, mechanical, photocopying, recording, or otherwise, without written prior
permission of the creator.
Visit www.stonavigator.ca/downloads for additional tools and materials. No part of this

manual may be reproduced, stored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, or otherwise, without written
prior permission of the creator.
V1 - First printing 2018
www.stonavigator.ca | www.oracle.com/p6
STO Navigator Inc. provides industry with Shutdown, Turnaround, Outage products,
services and training. Visit our website for more information: www.stonavigator.ca
Be sure to visit www.stonavigator.ca/downloads to check out free downloadable tools, best-
practices, checklists and more.
ISBN: 978-0-9938936-4-3
Course Agenda
Course Agenda
Day 1 – Theme: Planning and Estimating
The theme for this session is Planning and Estimating, where the student will learn the rules of
creating a plan and estimating its resource requirements. The student will learn to use the Field
Planning Form prior to creating a layout in Primavera™ P6 and entering the plan within a specific
Work Breakdown Structure bucket.
At the end of Day 1 the student will have a STO Event in Primavera™ P6 with several Worklist / Work
Order Plans assigned to their appropriate WBS bucket, ready for the next session (Day 2) to begin
Programming and Scheduling.
8:30 am - 9:00 am - Presentation and Course Objectives
9:00 am - 10:00 am - Lesson 1 – Create a STO Event
10:00 am - 10:15 am - Coffee Break
10:15 am - 10:30 am - Presentation – WBS (Work Breakdown Structure) / Systemization
10:30 am - 11:00 pm - Lesson 2 – WBS (Work Breakdown Structure
11:00 am - 11:30 pm - Lesson 3 – WBS & Phase Calendars
12:00 pm - 1:00 pm - Lunch
1:00 pm - 1:30 pm - Lesson 4 – Creating Activity Codes
1:30 pm - 2:00 pm - Lesson 5 – Creating Layouts
2:00 pm - 2:45 pm - Lesson 6 – Managing Data
2:45 pm - 3:00 pm - Coffee Break
3:00 pm - 4:00 pm - Lesson 7 – Resources, Productivity and Costs
Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Course Agenda
Day 2 – Theme: Programming and Scheduling

The theme for this session is Programming and Scheduling, where the student will learn the
difference between them, and learn to create programming codes and how to assign them, both
manually and globally. The student will learn the various methods of scheduling; how to apply them,
and when to use them. The highlight of this session will be Dynamic Schedule Management (DSM)
for driving, not monitoring their STO event.
At the end of Day 2 the student will have a STO Event in Primavera™ P6 that represents a Plan, in
preparation for the next session of Execution Management and Control.
8:30 am - 9:00 am - Presentation – Programming vs. Scheduling
9:00 am - 10:00 am - Lesson 8 – Scheduling Level I to Level III
10:15 am - 10:30 am - Lesson 8 cont’d – Scheduling Level I to Level III
10:30 am - 11:00 pm - Lesson 9 – Scheduling Level IV & Level V
12:00 pm - 1:00 pm - Lunch
1:00 pm - 2:00 pm - Lesson 9 cont’d – Scheduling Level IV & Level V
2:00 pm - 2:45 pm - Lesson 10 – Resource Leveling
3:00 pm - 4:00 pm - Lesson 11 – Saving a Baseline

Course Agenda
Day 3 – Theme: Execution Management and Control

The theme for this session is Execution Management and Control, where the student will learn how to
create reports for distribution (Daily Shift Reports) and analysis (Key Performance Reports) using the
Primavera™ P6 Report Writer with Filters and Batch Printing. The student will create a new Layout
for Updating while establishing the methodology for obtaining accurate and timely Field Updates.
The student will learn to update and using DSM (Dynamic Schedule Management) learn to produce a
new Daily Shift Report (Plan) to accommodate the Field Execution Coordinators based on resource
and asset availability.
At the end of this session the student will have a complete understanding of Planning, Estimating,
Programming, Scheduling, Updating and Reporting to ensure an effective and efficient STO event
with a combined effort of Planners, Schedulers and Field Execution Coordinators.
8:30 am - 9:00 am - Presentation – Execution Management and Control
9:00 am - 10:00 am - Lesson 12 – Creating Reports & Dashboards
10:15 am - 10:30 am - Lesson 12 cont’d – Creating Reports & Dashboards
10:30 am - 12:00 pm - Lesson 13 – Updating Activities
12:00 pm - 1:00 pm - Lunch
1:00 pm - 2:00 pm - Presentation – Earned-value Performance Management
2:00 pm - 2:45 pm - Lesson 14 – Earned-value Performance Management
3:00 pm - 4:00 pm - Review, Certificates and Photos

Table of Contents
Course Agenda .................................................................................................................................. i

Course Overview ............................................................................................................................... ii
Scenario of the TMO (Turnaround Management Office) ...................................................................iii
Flow of Lessons ............................................................................................................................... iv
Course Developer and Instructor – EJ (Ted) Lister ........................................................................... v
Overview: Planning, Scheduling & Project Controls .........................................................................vii
Attributes: Level I to Level V Project Plans ...................................................................................... viii
Attributes & Terminology ...................................................................................................................... ix
Lesson 1: Create your STO Event ........................................................................................................ 1
Logging In.......................................................................................................................................... 2
Navigating ......................................................................................................................................... 3
Setting User Preferences .................................................................................................................. 4
Establish the OBS (Organizational Breakdown Structure)................................................................. 5
Create a New Project Wizard ............................................................................................................ 6
Entering Project Name ...................................................................................................................... 7
Entering Project Start and End Dates ................................................................................................ 8
Entering Responsible Manager ......................................................................................................... 9
Selecting Assignment Rate Type .................................................................................................... 10
Project Details ................................................................................................................................. 11
General Tab .................................................................................................................................... 12
Dates Tab ........................................................................................................................................ 13
Defaults Tab .................................................................................................................................... 14
Settings Tab .................................................................................................................................... 15
Calculations Tab.............................................................................................................................. 16
Lesson 2: WBS (Work Breakdown Structure) ..................................................................................... 17
Work Breakdown Structure – Best-Practices................................................................................... 18
Viewing WBS Elements ................................................................................................................... 19
Creating the WBS Hierarchy ........................................................................................................... 20
Exercise: Creating a Work Breakdown Structure ............................................................................ 21
Lesson 3: WBS & Phase Calendars ................................................................................................... 22
Calendar Assignments .................................................................................................................... 23
Worktime Types .............................................................................................................................. 24
Global Calendars ............................................................................................................................. 25
Viewing a Global Calendar .............................................................................................................. 26
Create a Template Calendar ........................................................................................................... 27
Setting the Work Days ..................................................................................................................... 28
Making a Project Calendar into a Global Calendar .......................................................................... 29
Setting Worktime for Phase Calendars............................................................................................ 30
Setting Worktime for WBS Calendars ............................................................................................. 31
Lesson 4: Creating Activity Codes ...................................................................................................... 32
Activity Codes.................................................................................................................................. 33
Creating Activity Codes ................................................................................................................... 34
Workshop: Creating Activity Codes ................................................................................................. 36
User Fields Overview ...................................................................................................................... 39

Table of Contents
Defining a User Field ....................................................................................................................... 40

Lesson 5: Creating Layouts ................................................................................................................ 41
Layouts – Best-Practices ................................................................................................................. 42
Layouts in Primavera P6 ................................................................................................................. 43
Opening an Existing Activity Layout ................................................................................................ 44
Selecting Columns .......................................................................................................................... 45
Displaying Activity Details................................................................................................................ 46
Selecting Details Tabs ..................................................................................................................... 47
Saving Layouts ................................................................................................................................ 48
Importing / Exporting Layouts .......................................................................................................... 49
Lesson 6: Managing Data ................................................................................................................... 50
Grouping Data ................................................................................................................................. 51
Group and Sort Dialog Box.............................................................................................................. 52
Grouping by Date ............................................................................................................................ 54
Sorting Activities .............................................................................................................................. 55
Filtering Activities ............................................................................................................................ 56
Create the Daily Shift Report (24 Hour) Filter .................................................................................. 57
Lesson 7: Resources, Productivity and Cost....................................................................................... 58
Roles and Responsibilities (OBS) – Best-Practices ........................................................................ 59
Resources and Roles ...................................................................................................................... 60
Defining Roles ................................................................................................................................. 61
Prices Tab ....................................................................................................................................... 62
Limits Tab ........................................................................................................................................ 63
Defining Resources ......................................................................................................................... 65
Details Tab ...................................................................................................................................... 66
Units & Prices Tab ........................................................................................................................... 67
Workshop Exercise – Work Order (Task) Planning & Estimating........................................................ 68
Field Planning Form (example) ....................................................................................................... 69
Field Planning Workshop Exercise .................................................................................................. 70
Lesson 8: Scheduling – Level I to Level III – SSM (Static Scheduling Methodology) .......................... 72
Best-Practices - Scheduling ............................................................................................................ 73
Best-Practices – Static Scheduling Methodology ............................................................................ 74
Scheduling – Step-by-Step .............................................................................................................. 75
What is the Data Date? ................................................................................................................... 76
Total Float ....................................................................................................................................... 77
Level I (Milestones) ......................................................................................................................... 78
Level I (Milestones) Constraints ...................................................................................................... 79
Level II (Level of Effort $) ................................................................................................................ 80
Level III (Longest Path) ................................................................................................................... 81
Updating (refreshing) with F9 .......................................................................................................... 82
Lesson 9: Scheduling Level IV & Level V – DSM (Dynamic Scheduling Methodology) ...................... 83
WO Tasks and Activities.................................................................................................................. 84
Activity Components ........................................................................................................................ 85
Table of Contents
Level IV (Task Dependent, with or without Steps) ........................................................................... 86

Copy a Work Package Plan (Level V - W/O Task Activities Plan) ................................................... 88
Level V (Resource Dependant DSM) .............................................................................................. 89
Assign Task W/O DSM Priorities ..................................................................................................... 90
Lesson 10: Resource Leveling ............................................................................................................ 91
Setting Resource Leveling Parameters ........................................................................................... 92
Setting Resource Availability ........................................................................................................... 93
Selecting Resources ....................................................................................................................... 96
Optimizing the Project Plan ............................................................................................................. 97
Viewing the WBS & Phase Windows of Time/Float ......................................................................... 98
Setting Defaults for Resource Leveling Histograms ........................................................................ 99
Setting Resource Usage Profile Options ....................................................................................... 100
Optimizing/Analyzing the Project Plan ........................................................................................... 101
Mission Control.............................................................................................................................. 102
Example: Daily Shift Report........................................................................................................... 103
Workshop: Resource Leveling (Optimizing the Plan) .................................................................... 104
Lesson 11: Saving a Baseline ........................................................................................................... 105
Baselines ....................................................................................................................................... 106
Creating a Baseline ....................................................................................................................... 107
Categorizing the Baseline.............................................................................................................. 108
Assigning a Baseline ..................................................................................................................... 109
Viewing Baseline Bars ................................................................................................................... 110
Displaying Baseline Bars ............................................................................................................... 111
Customizing the Activity Table ...................................................................................................... 112
Bar Labels Tab .............................................................................................................................. 113
Lesson 12: Creating Reports & Dashboards ..................................................................................... 114
Best-Practices - Reporting............................................................................................................. 115
Reports Window ............................................................................................................................ 116
Grouping Reports .......................................................................................................................... 117
Import/Export Reports ................................................................................................................... 118
Create a Daily Shift Report with Report Wizard............................................................................. 119
Using Batch Report Printing .......................................................................................................... 129
Create an Earned-value Performance Report (S-curve) ............................................................... 130
Lesson 13: Updating & Progressing .................................................................................................. 139
Best-Practices – Updating the Plan ............................................................................................... 140
The Data Date ............................................................................................................................... 141
The Updating & Progressing Layout .............................................................................................. 143
Progress Spotlight ......................................................................................................................... 144
Update Progress using the Progress Spotlight .............................................................................. 145
Apply Actuals (Auto-Compute) ...................................................................................................... 146
Manually Updating % Complete .................................................................................................... 147
Apply Actuals (Manual Method)..................................................................................................... 148
Lesson 14: Earned-value Performance ............................................................................................. 149
Best-Practices – Performance Management ................................................................................. 150
Table of Contents
Project Controls ............................................................................................................................. 151

CPI and SPI................................................................................................................................... 152
Supplemental Materials .................................................................................................................... 153
Adding Steps to Activities .............................................................................................................. 154
Productivity and Performance ....................................................................................................... 156

Course Overview ii
Course Overview
Course Overview
This 3-day intensive training course is designed by STO Navigator Inc. Subject
Matter Experts for the individuals responsible for the planning, scheduling and
execution management and control functions associated with shutdowns,
turnarounds, outages, pitSTOps and capital projects.
To maximize the effectiveness of Primavera™ P6 for managing these projects
we’ve designed a course that not only focuses on the ability to use the software
effectively, it focuses also on providing best-practice management tools for
effective estimating, schedule development and field execution to ensure your
overall project meets your key performance targets associated with safety, cost,
duration, worker efficiency and quality.
Students will learn how to properly develop a plan based on realistic estimates,
how to apply productivity factors and measure performance, how to develop and
manage a dynamic schedule using the Primavera P6™ levelling capabilities and
how to get buy-in from field execution and operations coordinators during the
outage.
Objective
The objective of this course is to provide instruction on navigating and managing
data in the Primavera P6™ environment while teaching industry best-practices
for planning, scheduling and executing an efficient Shutdown, Turnaround,
Outage or pitSTOp.
Vision
The Planning Team will assist with establishing the Key Performance Targets
and control the project to meet or exceed them.
Key Performance
Key Performance Targets Phase
Indicators
Strategic
Budget / Workscope Based on Risk/Cost Benefit
Planning
Based on Shutdown/Start-up and Planning and
Duration
Longest-path Scheduling
Safety /
Zero Incidents Execution
Environment
Quality Zero rework, zero leaks Execution
Direct Wrench-time 55% Execution

STO Event Plan iii
STO Event Plan Scenario of the TMO (Turnaround Management Office)

In this training the scenario of the TMO (Turnaround Management Office) has
been assigned the responsibility to plan, manage and control a 32-day
Turnaround on a 100kbbl/day refinery. The SOW (Scope of Work) is based on
Asset Integrity Inspection, Process Integrity Cleaning and Maintenance Work
Orders. The Planning & Scheduling / Project Controls Team will play an integral
part of the PMO using Primavera™ P6 to establish the Project Plan to control
Work & Resources and manage Budget & Cost.
Scope of Work
▪ Stationary
• Piping Replacements
• Valve Replacements
• Drums, Vessels, Exchanger Inspection & Cleaning
• Filters Cleaning & Replacements
• Amine Reboiler Tube Bundle Replacement
▪ Rotating
• Pump Replacements
• Compressor Overhaul
▪ E&I
• Maintenance Work Orders
• Alarms Testing
• Analyser Calibrations
Key Performance Indicators (KPI’s)
▪ Zero LTI (Lost Time Incidents)

▪ Zero Rework
▪ 65% Efficiency (Tool-time)
▪ $65M
▪ 222,000 man-hours
▪ Shutdown 01-May-2022
▪ Start-up 01-Jun-2022

Flow of Lessons iv
Flow of Lessons Flow of Lessons

The steps (lessons) outlined below have been purposefully sequenced in the
progression in which a real-life STO event should be planned, scheduled and
controlled:
Presentation: STO Event Methodology and Technology
Presentation: Planning, Scheduling and Project Controls
Lesson 1: Creating a STO Event and Setting Defaults
Lesson 2: Creating the Work Breakdown Structure (WBS)
Lesson 3: Creating WBS and Phase Calendars
Lesson 4: Creating Activity Codes
Lesson 5: Creating Layouts
Lesson 6: Managing Data
Lesson 7: Resources, Productivity and Cost
Presentation: Creating a Planned Job Package
Group Workshop Exercise: Work Order (Task) Activity Planning
Presentation: Resources and Productivity Factors
Lesson 8: Scheduling – Level I to Level III (SSM)
Lesson 9: Scheduling – Level IV & Level V (DSM)
Presentation: Establish Key Performance Indicators (KPI’s)
Presentation: Defining the Execution Plan
Lesson 10: Resource Leveling
Lesson 11: Saving a Baseline
Lesson 12: Creating Reports & Dashboards
Lesson 13: Updating and Progressing
Lesson 14: Earned-value Performance
Supplemental Materials

Course Developer and Instructor – EJ (Ted) Lister v
Course Developer and Instructor – EJ (Ted) Lister
Instructor Ej (Ted) Lister is an internationally recognized innovative

leader and sought-after keynote speaker and trainer; author
of several books and manuals relevant to change
management, project management and Primavera™ P6 for
Planning, Scheduling and Project Controls. Ej is a gifted,
patient and enthusiastic communicator and people-person.
Ej has more than 30 years of combined experience—from the
field, the war-room and the boardroom. He is a certified Red Seal Electrician and
Instrumentation Technologist, Chemical Technologist; a Qualified
Planner/Scheduler and Project Controls Specialist with HR and Change
Management accreditations.
Connect on LinkedIn: https://www.linkedin.com/in/edmund-ted-lister/ or email:
ejlister@stonavigator.ca
Books by Ej Lister
Learn to management change to achieve performance
excellence…
You can’t avoid change in today’s fast-paced world of
competition. Sometimes it’s driven by need; sometimes by
want. Unfortunately, many businesses and individuals find the
process of change uncomfortable, and they fail to achieve the
results they’re looking for. Dealing with change successfully
depends on understanding why it’s necessary and how to
manage it.
Discover the treasures buried deep within your

organization and learn the secrets to establishing a high-
performance culture…
On the end of every shovel, metaphorically speaking, is a
direct revenue-generating human resource; a.k.a., the Digger.
Behind the Digger are the indirect resources, which, in their
own way of leading and managing determine how much
revenue is generated, and how much of that revenue is
turned into profit.

JUST THE TIP OF THE ICEBERG
Like the tip of the iceberg, STOworx®
elegant UEI (User-Experience Interface)
sits impressively atop a solid, unseen,
powerful platform where elements of data
are shared on a web-based collaborative
workspace, with real-time dashboards,
configurable for navigating even the most
complex and risky industry shutdown,
turnaround & outage events.
STOworx® Suite – on Elements® Industrial

Digitalization Platform – is the only true
digital solution for automating methodology
workflows and eliminating ad hoc database
tools and spreadsheets, providing industry
with efficient management and effective
control of their STO events.
For more information on STOworx®, the world’s first

and only true digitalization solution for Shutdowns,
Turnarounds & Outages visit: www.stoworx.com

Overview: Planning, Scheduling & Project Controls vii
Overview PS&PC Overview: Planning, Scheduling & Project Controls

Planning
• Planning is a left-brain activity
• There are only 2 steps to Planning
▪ Create Activities
▪ Create Logic
Estimating
• Time
• Materials
• Resources
• Costs
Scheduling
• Scheduling is a right-brain activity
• Scheduling is a function, not a position
• Use a variety of scheduling techniques
▪ Milestones
▪ Constraints
▪ LOE (Level of Effort)
▪ DSM (Dynamic Scheduling Methodology)
▪ Resource Leveling
▪ WBS (Work Breakdown Structure)
▪ Be creative, dynamic and flexible when scheduling to produce an
Optimized Project Plan
▪ Understand all the tools available to you for scheduling
Project Controls
• CPI (Cost Performance Index)
• SPI (Schedule Performance Index)
• S-curves
• Risks
• Issues
• Thresholds
• Leading Indicators
• Lagging Indicators

Attributes & Terminology viii
Attributes Attributes: Level I to Level V Project Plans

Built by the Project Scheduler, manually—aka SSM (Static
Scheduling Methodology) and 7X24 Calendar
Level I Project Plan – This is where External (Contractual) Milestones and
Internal (Project) Milestones are created. All Milestones created at Level I are
scheduled using Mandatory Start or Mandatory Finish.
Level II Project Plan – This is where LOE (Level of Effort) Activities are
created and stretched between Level I Milestones. Indirect hours, costs and
expenses are typically assigned to LOE, most of which are based on WBS
elements related to the Spend Plan and Budget (auto-updated)
Level III Project Plan – This is where Task Dependent Activities are created
(un-Resourced). These types of Activities often use Steps and Physical %
Complete to update Earned-value since no Resources or Units are available.
The Level III Project Plan is often used as on a Lump-Sum Contract Type to
monitor SPI (Schedule Performance Index) and CPI (Cost Performance Index)
by the Owner/Client for invoice payment based on Rules of Credit.
Built by Primavera™ P6, automatically—aka DSM (Dynamic
Scheduling Methodology)
Level IV Project Plan – This is where Task Dependent Activities are created
(Resourced) with or without Steps. Resources assigned here may be Direct
(Labor) or Indirect (Non-Labour or Materials/Units). These Activities determine
the number of Resource required as opposed to Level V Project Plan
Activities, which are Resource Dependent and determine how much Time is
required.
Level V Project Plan – This is where Resource Dependent Activities are
created (Resourced) with or without Steps. These Activities use only Direct
(Labour) and/or Indirect (Materials/Units). Icat® is used to capture Indirect
Costs, such as, Supervision, Safety, Tools, Consumables, Travel,
Administration, Logistics, etc. CWP (Construction Work Packages) make up
the majority of Level V Project Plan Activities on an EPC project; TOP (Turn-
Over Packages) on Commissioning; WOP (Work Order Packages) on STOP
(Shutdown, Turnaround, Outage & PitSTOp events).

Attributes & Terminology ix
Attributes & Terminology

Terminology “Nothing is more important than terminology when it
comes to communicating, analyzing, and decision-
making, whether verbally or through data…”
The planning, management and control of STO Events is not unique to
one specific industry or region. STOs are international events which
account for billions of dollars in execution and lost production; and they
need to be executed—Turnarounds, in their true sense of compliance,
must be scheduled to ensure asset integrity.
Surprisingly, given their global status, much of the terminology in STO
management either differs, or is misunderstood, making it difficult to
benchmark and continually improve. For that reason, I have included
what I consider to be key terms and acronyms for STOs, with the hope
that the language of STO will become standardized across the various
industries (Oil & Gas—upstream/midstream/downstream, Petro-
Chemical, Mining, Power Generation & Distribution and Product
Manufacturing).
NOTE: if you have Terminology & Acronyms you’d like to add, please
email me (include definitions) and I’ll add them to the next revision of this
manual: ejlister@stonavigator.ca
Pay special attention to definitions related to:
Shutdowns, Turnarounds, Outages and pitSTOps
Planning, Estimating, Scheduling, Coordination
Project Controls, EvPM (Earned-value Performance Management)
Budget Control vs. Cost Management
Indirect Cost vs. Direct Cost
Direct Resources vs. Indirect Resources
Contracting and Execution Strategies Integration
Lessons-learned and Closure Phase
Methodology and Digitalization
Process Availability Optimization (5- 10 – 20-year production plan)

Attributes & Terminology x
5- 10- 20-Year Plan: A corporate long-range production plan established to optimize Process
Availability (production throughput) by strategically scheduling STOp-events over a 5- 10- 20-year
plan without compromising safety, reliability or licence-to-operate. Also know as: Long-range
Production Plan.
Accountable vs. Responsible: The main difference between responsibility and accountability is that
responsibility can be shared while accountability cannot. Being accountable not only means being
responsible for something but also ultimately being answerable for your actions or the actions of
those responsible.
Activities: These are the steps on the Step-out-Plan in a Work Package (Job Plan) and in the
scheduling software that logically complete a Work Package/Work Order Task by Direct Resources.
AMT (Asset Management Team): The Asset Management Team (Operations, Engineering,
Inspection, Reliability, Maintenance) is accountable for equipment reliability at the lowest risk/cost to
enhance overall throughput of a unit or a plant (Process Availability). The AMT creates the OMR
(Operation/Maintenance/Reliability) strategies and plans and is a vital part of Continuous
Improvement/Defect Elimination.
Asset Integrity: Refers to the condition of physical equipment (Fixed Assets) related to its material’s
exposure to wear and tear, environment, rust, cracking, fatigue and its ability to continue to function
as designed (safety) before requiring inspection, repair, or replacement. Especially important in piping
and pressure equipment where insurance companies and government regulators impose strict rules
on operating/inspection parameters. Most Asset Integrity work is scheduling during a Turnaround.
Summary: The condition of an asset compared to its original design; measured by material
degradation.
Asset Management: Refers to fixed and mobile equipment and their OMR strategies and plans, e.g.,
SOP’s, PM’s, PdM (Condition Monitoring), CR (Corrective Repair). Asset Management is automated
by a CMMS with Work Request/Work Order expenditure approvals by the AMT.
Availability vs. Reliability: Availability is the of a system, unit or facility to support the designed
throughput/conversion of raw materials (Feed-stock)
Baseline: A snapshot of an approved Project Plan, saved in the background of the scheduling
software for SPI comparison (Earned % vs. Burned $ or Earned vs. Planned vs. Actual or Variance).
Best-practices: SOP’s which deliver the best results when practiced repeatedly (safety, quality,
effectiveness, efficiency, RoI).
Budget Control: Using LEMS and Detailed Work Package Planning to calculate the estimated
expenditure (Burn $) for STO Event Scope of Work plus Contingency.
CAPEX: Capital expenditure (costs associated with project work related to Fixed Assets or Mobile
Equipment for replacement, upgrades, modifications or additions. Might be investment or loss, which
affects a company’s tax and depreciation calculations).
Change Management: Related to variance in Scope of Work or Daily Shift Schedule where
Managers and Execution Coordinators need to incorporate change into the War Room Strategy
Sessions.
Change Order: A formal document generated by a Change Order Process (approved for expenditure
from existing budget, contingency or revised budget). Used to ensure the change has been vetted
through the MOC process and to avoid Claims disputes by vendors or contractors.
Closure Phase: The Closure Phase is the forth phase of the STO Management Process and the
phase which concludes the event with completion data, KPI target +/- variance, lessons-learned,
critiques, reviews, demobilization, celebrations and most importantly, a list of work for subsequent
STO Event.
CMMS: Computerized Maintenance Management System (aka Work Order System or EAM/ERP)

Attributes & Terminology xi
Contingency: A 15- 20% allowance added to the Control Budget for Indirect Cost overruns. Not to be
used for Found/Discovery Work, which requires a Change Order.
Continuous Improvement: Using benchmark data and best-practice potential to establish a gap
between current-practice and best-practice, resulting in a strategy to close the gap for fixed
production asset and/or mobile equipment performance, procedure performance, human resource
performance, or business performance. Part of the Performance Management element of the RAMP
Model.
Contract Type: Refers to the type of contract awarded for products or services based on the type of
work, service or product required. Examples: T&M, Fixed-price, Lump-sum, Unit-rate, Target-
reimbursable, or Service. Terms & Conditions might be common across all contract types.
Contracting Strategy: A method of matching the type of work with a type of contract best suited to
execute the work; e.g., Fixed-price for capital projects, T&M (Time & Materials) for Turnaround, Unit-
rate for vac trucks, etc. with Terms & Conditions to establish who is responsible for what (PPE,
consumables, supervision, etc.) and expectations regarding timekeeping, quality, efficiency, safety,
paperwork, etc. The Contracting Strategy is tied to the Execution Strategy as the two most important
strategies to be created during the Strategic Planning Phase.
Control Budget: The Approved Budget for the STO Event plus contingency, to be baselined for
measuring Indirect & Direct Cost burn and variance.
Coordination: Preparing work-fronts and mobile equipment as per the Execution Strategy and Daily
Shift Report following the Night-shift War Room Session. Coordination is the responsibility of the
Owner (Execution Coordinators; whereas, supervision is the responsibility of the Contractor).
Core Team: Stakeholder and Functional Department Leads who sit on the Mission Control Team of a
STOp-event, reporting to the Event Manager (Navigator). Accountable for Strategic Planning, driven
by the Plan2Plan FEL (Front-end Loaded) Milestone Schedule.
CPI: Cost Performance Index. Direct and indirect burn $ compared to budget and contingency by cost
center, contract, work type, WBS (Work Breakdown Structure), etc.
Critical-path: Refers to critical activities with zero float (or pre-determined float calculation set by the
Scheduler; e.g., 24 hours of total float will flag activities as critical (red). Not to be confused with
Longest-path, which also uses total float, but whose activities are not critical in terms of complex,
risky, unknown; e.g., catalyst change-out is long, but not complicated.
Cut-off Date: The date when all Approved Budgeted work is frozen, and the Initial Budget is created.
Suggest T-minus 9 Months, depending on complexity of STO Event and budgeting process.
Daily Shift Report: From the War Room, following the Backshift DEM (Dynamic Execution
Management) session, a Daily Shift Report is generated in time for the Day Shift Direct Workers to
arrive on site, and for Safe Work Permits to be prepared. The Daily Shift Report includes all Activities
to be executed for a 24-hour period to match current conditions, priority and resource availability.
Defect Elimination: Actions taken as part of the Performance Management element of the RAMP
Model where data has suggested that fixed production assets and/or mobile equipment requires
redesign, replacement, component replacement, maintenance strategy implementation, SOP’s or
changes in feedstock.
DEM (Dynamic Execution Management): An integrated strategy to support DSM (Dynamic
Execution Management).
Density Modelling: Simulating the amount of work and resources scheduled each shift in various
units based on a Grid System.
Digitalization (Digitalisation): Ones & Zeros (big data) captured from apps, probes, sensors,
cameras, drones, GPS, etc. in real-time (on dashboards) to produce an action based on smart
technology, AI (Artificial Intelligence), machine learning, human decision-making; e.g., autopilot on
planes and a pilot’s ability to fly the plane and know the health of the plane (asset) in real-time.
Attributes & Terminology xii
Digitization: Computer-based documents and/or spreadsheets, databases. Taking a manual method

of writing, drawing, communicating, etc. and digitizing it; e.g., scanning documents, CAD (Computer
Assisted Drafting). The process of converting information into a digital format, in which the information
is organized into bits.
Direct Workers: Those who turn valves and turn wrenches to execute work; who earn % complete
value on planned work. Their time is measure as Actual-value $ from timesheets against Tasks and
Activities on the Daily Shift Report.
Discovery Work: Work identified during the execution of a Work Package which was not part of the
original plan; e.g., refractory repairs, cleaning, welding repairs, etc. These activities should be flagged
as Discovery Work on the Schedule after completion.
DSM (Dynamic Scheduling Methodology): A method of scheduling based on a Scheduler’s
programming logic and the software’s (Primavera™ P6 for example) algorithms and ability to level
resources automatically. Also applicable to War Room Sessions and Execution Strategy for driving
your STO Event. See DSM (Dynamic Scheduling Methodology) section for more information, or read
this blog post: https://stonavigator.ca/dynamic-scheduling-methodology/
EAM/ERP: Enterprise Asset Management/Enterprise Resource Planning—both refer to software
programs deployed across the Organization and its various business units and departments. Typical
systems include: SAP, IBM, JDE.
EBSR (Evidence-based Scope Review): Using historical data to quantitatively decide when Fixed
Assets require inspection or maintenance, as opposed to RBSR (Risk-based Scope Review). EBSR
is often used in conjunction with RBSR.
Effective vs. Efficient: Effective is the ‘What?’ while Efficient is ‘How’. Scope of Work is Effective
(what to work on) while Execution Strategy is Efficient (how to work on).
Estimating: The method of establishing how much time, money, resources, equipment, materials,
support and information is required to execute a given Work Order Task or Activity. Estimating is a
left-brain-right-brain function that relies on historical and calculated data and experience. Estimating
is a function of Planning, with an applied PF (Productivity Factor) for Non-productive Time (waiting for
permits, JSA, Meetings, Walking/Windshield Time, Breaks, Lunch and Washup) with an element of Pf
(Performance factor) calculated during Scheduling.
EvPM (Earned-value Performance Management): Activity direct percent complete and/or indirect
dollars burned against planned. Not related to Actual-value which is a measure of physical
time/dollars spent to achieve Earned-value. Earned-value can never be more than Planned-value;
however, Actual-value can be more than Earned-value or Planned-value. This is where the
calculation for Pf (Performance factor) comes in, and the resulting wrench-time calculation.
Execution Phase: Between Feed-out and Feed-in, from Shutdown to Start-up; the Execution Phase
is further phased into: Shutdown, Open, Inspect/Repair, Close, Start-up. Sometimes referred to as
Mechanical Phase. During the Execution Phase, production is less than nameplate design—from 0 -
99% depending on whether it’s a pitSTOp, Shutdown, Turnaround or Outage.
Execution Strategy: Related to the Execution Phase and how the planned work will be carried out in
relation to priority, resource availability, equipment availability, work type, contract terms & conditions,
etc. Tied to Contracting Strategy and used to support DSM (Dynamic Scheduling Methodology) and
the Night Shift War Room Sessions.
Feed-out/Feed-in: When feedstock is cut to the operating process and the Shutdown Phase of the
STO Event begins until the Start-up Phase when feed is reintroduced. Feed-in to Feed-out dates
determine the duration of the Execution Phase (reduced or zero production) and is typically
represented by the Longest-path or Critical-path or both.

Attributes & Terminology xiii
Feed-stock: Raw materials (crude oil, ore, watershed, gas, salt, sugar cane, etc.) fed into a physical
manufacturing process to produce a marketable product; e.g., electrical energy, steam, gasoline,
kerosene, silver, goal, copper, etc.
Fixed Asset Register: The hieratical (systemization, WBS or FLOC) list of process, ancillary and
utility equipment stored in the CMMS (ERP) from which historical data is stored from Work Order
and/or Service Order planning, estimating, scheduling, execution and follow-up.
Fixed Asset: Physical process, ancillary or utility equipment; e.g., pumps, pipes, vessels, tanks,
analyzers, towers, compressors, etc.
Flange Management: A process for ensuring each flange cracked open on process piping or Fixed
Assets for isolation or scheduled work execution have been bolted up with the correct gaskets, studs
& nuts (and lubricated with anti-seize), torque and thread settings, and most importantly, alignment—
to prevent leaks (might be down twice; once when cold and again when hot).
Float: the amount of time an activity or task can slip before it becomes a critical job (before it exceeds
Process Availability).
FLOC: Functional Location – Physical location of Fixed Assets within a hierarchy in the CMMS
(ERP).
FMEA: Failure Modes & Effect Analysis, used to establish equipment and spares criticality and
maintenance strategies for all fixed and mobile equipment; e.g., run to failure, spared equipment,
rotable spares, redundancy, inspection, overhauls, etc.
Grid System: A map of an operating facility broken into grids, or squares, with X and Y axis (A, B, C,
etc. and 1, 2, 3, etc. to make a combination of letters and numbers for locating equipment in a Unit or
Plant; e.g., H-17). Might also contain Z for height. Useful for Density Modeling.
HpO: High-performance Organization (visit www.leadmanagedig.com for more information).
Indirect vs. Direct: Indirect refers to the resources, products and services, and associated costs, to
support Direct Workers
Initial Budget: Established by calculating LEMS (Labor, Equipment, Materials, Services) against the
Approved Scope of Work at Scope Freeze and STO Event Kick-off.
ITP: Inspection & Test Plan.
Job List: see Worklist.
JSA: Job Safety Analysis - used to assess the risks associated with performing Direct Work after a
Safe Work Permit is issues and prior to executing the work. Using ‘What-if’ analysis for surrounding
area/environment related to weather, potential LEL, vapors, hoisting, adjoining work, etc.
Kick-off Meeting: A first ‘Mission Control’ (Steering Committee or Core Team Leads) meeting to
begin Plan2Plan for a STO Event.
KPIs (Key Performance Indices): Industry standard indicators used to measure compliance to set
targets or deliverables for: Safety, Quality, Wrench-time Efficiency, Cost and Schedule.
Late Work: Work Orders or Job List Items approved after Cut-off Date and before Feed-out.
Leaders: Those who are accountable for being effective—deciding what to do (vision) and setting
targets for each deliverable (goals & objectives). The STO Event Manager is actually a Leader
(Managers report to the Leader. Managers are responsible for how the goals & objectives will be
achieved in the safest and most efficient manner).
LEL: Lower Explosive Limit—the lowest concentration (by percentage) of a gas or vapor in air that
can produce a flash of fire in presence of an ignition source (arc, flame, heat).
LEMS: Labor, Equipment, Materials, Services—used to create the Planning Budget.
Lessons-learned: A method of tracking weaknesses, opportunities or threats to take corrective
action and/or benefit from them the next time a specific procedure or soft- hard-task is executed. This
is part of the Continuous Improvement Process (see Key 7: Lessons-learned)

Attributes & Terminology xiv
Longest-path: An activity or series of activities on the Project Plan that stretches from Feed-out to
Feed-in with zero Total Float.
LOTO: Lock-out/Tag-out – related to zero energy/hydrocarbon isolation to protect people, community,
environment and assets from potential danger when working on production equipment (Fixed Assets)
and systems.
Managers: Stakeholder Leads responsible for supporting Direct Resources (Workers). Responsible
for Change Management and Efficiency.
Mission Control: The location of a meeting room or war room where the STO Event team meet and
work to prepare and execute a STO Event. Typically located near the event itself, in a separate
building or trailer, with a monitoring & communication-style atmosphere (NASA).
MOC: Management of Change – a document/form attached to all non-Replacement-in-Kind Work
Orders and or Change Orders. Typically completed by Operations, Engineering and Reliability prior to
materials and services being procured and the planned work being executed.
Non-productive Time: Time that Direct Workers cannot be pulling wrenches during their shift due to
walking, meetings, waiting, lunch, breaks, wash-up (legitimate time that is not available for them to
Earn value on a Planned job (see PF for more information).
OEM: Original Equipment Manufacturer.
Operational Readiness: During construction and commissioning of a new (greenfield) plant/unit or
brownfield expansion, preparing to operate requires all departments, including the STOp-event
Management Team, to establish its resources, training, SOPs, strategies, tools, etc. Operational
Readiness ensures seamless handover from Construction to Operations.
OPEX: Operating expenditure (overhead or investment related to operating and maintaining a facility,
both direct and indirect costs).
Outages: Scheduled or unscheduled events with minimum production loss required to maintain
equipment (Fixed Assets) or to preform project work that cannot otherwise be done onstream (when
the equipment or unit is operating). Outage work is tied to the OPEX or CAPEX budgets, even when
scheduled in a Shutdown, Turnaround or pitSTOp.
Pf (Performance Factor): A measure of Earned-value vs. Planned-value against Actual-value with
PF assigned.
PF (Productivity Factor): A factor applied to a benchmark estimate on an Activity (Step in the Step-
out-Plan) during scheduling to account for Non-productive Time for Direct Workers.
Phases: The stages of planning and executing a STO Event; e.g., Strategic Planning Phase,
Scheduling Phase, Pre-work Phase, Shutdown Phase, Open Phase, Inspection Phase, etc.
pitSTOps: pitSTOps are short, intense stoppages scheduled on fixed production assets, systems,
units or plants to execute STO—asset integrity Turnaround, process integrity Shutdown and/or
maintenance/project Outage—activities to help reduce the Scope of Work for future Shutdowns
and/or Turnarounds (part of the 5- 10- 20-year plan—Long Range Production Plan).
Plan2Plan: The plan (also known as the Milestone Schedule) to prepare for the Execution Phase of a
STO Event (including Pre- and Post-work)
Planner: A title given to the person responsible for Planning, who might also do Estimating, but not
Scheduling. There is no such thing as a Planner/Scheduler in that you cannot be certified or licenced
like you can an Engineer; and it’s very difficult for a left-brained logical person to perform a right-
brained creative function like Scheduling.
Planning Budget: After the Initial Budget is approved, the Planning Budget takes over until the
Control Budget is established and frozen, just prior to Feed-out. The Planning Budget considers any
Late Work or Cancelled Work and is refined as the Work Packages are developed in detail, using
more accurate LEMS and estimates.

Attributes & Terminology xv
Planning: A left-brain logical function required to create a Work Package and the associated logical
Activities (Step-out-Plan) necessary for work execution deliverables. Not to be confused with
Estimating.
Process Availability: The capacity to produce on-spec finished product from feedstock raw materials
over a pre-defined period. Also refers to the availability of a unit, system or fixed asset during a STO
Event to execute work while the process is not producing; e.g., Flare System is available from Day 5
to Day 14 of a Turnaround—making Process Availability 9 days before Process Operations requires
the system back for Commissioning/Start-up.
Process Integrity: The condition inside Fixed Assets due to corrosion or fatigue and/or the quality of
feed or mediums required to produce on-spec product. Typically related to cleaning and catalyst
change during STO Events. Shutdowns are for Process Integrity and might be scheduled or
unscheduled on assets, systems, trains, units or plants on the WBS (Work Breakdown Structure) or
FLOC (Functional Location) related to Systemization.
Production Stoppage: A scheduled or unscheduled Shutdown or Outage or an ESD (Emergency
Shutdown), each resulting in lost production (reduced Process Availability).
PSSR: Pre-safety Start-up Review—related to QA/QC and Operational Readiness, ensuring Fixed
Assets and Systems are Fit-for-Service and mechanically complete as per the Work Package details,
SOP’s and Start-up Plans.
Premise & Parameters: These are the STO Event’s Goals & Objectives in objective, factual format;
e.g., Schedule Shutdown for cleaning fouled Amine System—4 days at 17% production reduction.
QA/QC: Quality Assurance/Quality Control (Owner is responsible for QA. Contractor is responsible
for QC).
Quantitative vs. Qualitative: Quantitative data is information about quantities; that is, information
that can be measured and written down with numbers (objective view). Qualitative is more subjective
(subject to a person’s point of view). RBSR requires Quantitative (objective) data for the best results
when establishing the approved Scope of Work.
RAMP (Reliability Asset Management Process): A formal process for establishing and maintaining
Fixed Production Asset condition to ensure availability at the lowest risk/cost—using various
strategies and methods summarized on the RAMP Model (criticality, planning, scheduling, defect
elimination, and so on).
RAMP Model: An illustration of the RAMP (Reliability Asset Management Process) showing the four
elements of Reliability Management for Fixed Assets and/or Mobile Equipment with support for direct
and indirect resources to contribute to reliability and protection related to Safety/Environment, Fixed
Assets and Mobile Equipment, Infrastructure, Community, Corporate Image, Overhead and Dollars).
RBSR: Risk-based Scope Review—to create the Approved Scope of Work and Scope-of-Scope of
Work—signaling the Initial Budget creation and STO Event Kick-off.
Readiness Assessment Program: A compressive checklist and review process carried out at pre-
defined stages to ensure compliance to the Plan2Plan. Conducted through a series of interviews with
Core Team Leads and reviews of documents, strategies, functional plans; creating action items for
non-compliance issues.
Replacement in Kind: Anytime Fixed Assets, components, materials or parts are replaced with
identical items and no MOC (Management of Change) is required.
Revenue vs. Profit: Revenue is generated by the sale of finished products. Profit is what’s left after
business overhead is paid. STOp-events (Shutdowns, Turnarounds, Outages, pitSTOps) and a
company’s 5- 10- 20-year plan (Long Range Production Plan) are high overhead events, but with high
potential for increasing profits if executed with the right Scope of Work and Scope of Services, and by
following the contents of this manual.
RoI: Return on Investment.
Attributes & Terminology xvi
Rotatable Fixed Assets: Fixed assets which have identical spares (2—with only the serial number
being difference) for the purpose of rotating through service, shop repair and in-stores item, allowing
for quick replacement in kind.
Safe Work Permit: A safe work permit is document that identifies the work to be done, the hazard(s)
involved, and the precautions to be taken. It ensures that all hazards and precautions have been
considered before work begins. Safe work permits should always be used when work is performed by
an outside agency or employer.
Scheduling: (a right-brain creative function) a method of prioritizing work and assigning resources
(direct and indirect workers, materials, equipment, time, information) to planned activities to achieve
the highest execution efficiency (wrench-time—with least amount of direct and indirect resources),
and effectiveness (longest-path, critical jobs), without compromising safety or quality. Typically
accomplished using scheduling software such as Primavera™ P6 and/or MS Project® by a dedicated
person (Scheduler) assigned as a key player on the Project Controls Team, supported by Execution
Coordinators, Operations, Logistics and Safety personnel.
Scope Freeze: see Cut-off Date.
Scope of Scope of Work: Refers to the details of the Scope of Work items with respect to details of
what needs to be done to refurbish the Fixed Asset; e.g., type of inspection, amount of cleaning,
number of tubes to clean, etc.
Scope of Services: Refers to the indirect support required by specialty vendors or contractors where
there are no measurable deliverables other than terms & conditions.
Scope of Work: Refers to the direct work to be executed by a vendor or contractor where
measurable deliverables are well defined in the contract and its terms & conditions.
Scope Type Codes: Codes used to control Scope of Work and Budget by phase; e.g., Budgeted
Work (Approved Work), Late Work, Extra Work, Potential Work, Discovery Work.
Shutdowns: Scheduled or unscheduled events at any WBS level to establish Process Integrity.
SOP: Standard Operating Procedure (based on Best-practices).
SPI: Schedule Performance Index (used to measure adherence or variance of a Baseline Project
Plan).
Steering Committee: A team of managers who represent various business units and departments
established to provide oversight of each STO Event as required. The STO Event Manager reports to
the Steering Committee. In some cases, the Core Team Leads (department heads) will assume the
roll of the Steering Committee. If this is the case, they report to the STO Event Manager and the STO
Event Manager reports to the GM (General Manager) or Plant Manager.
Step-out Plan: A list of planned and estimated Activities in a Work Package which breaks down a
Work Order Task into logical and manageable steps, which are then scheduled, executed and
updated to measure SPI and CPI.
STO: Shutdowns, Turnarounds, Outages
STOp Events: Shutdowns, Turnarounds, Outages, pitSTOps
Strategic Planning Phase: Following the Asset Management Phase of each event (at Kick-off) the
Strategic Planning Phase begins with the Plan2Plan, assigning tasks to the Core Team Leads in
preparation for the Execution Phase. The primary goal is to establish key strategies and functional
plans to support the event; e.g., Inspection Strategy, Communication Plan, Execution Strategy,
Contracting Strategy, etc.
SWOT: Strengths, Weaknesses, Opportunities & Threats – a method of mitigating risks, managing
weaknesses and taking advantage of strengths and opportunities to enhance STO Event
performance.

Attributes & Terminology xvii
Systemization: Setting limits on utility, ancillary and process systems or sub-systems where isolation
(LOTO) is required to make it safe for scheduled work to be executed. Might be based on WBS (Work
Breakdown Structure) or FLOC (Functional Location) or both.
T&M: Time & Materials—a Contract Type where a Contractor will invoice the Owner for the Direct
Worker time
T-minus: Working back from a future date, in this case, from the Feed-out date of a STO Event in
order to prepare for the Execution Phase.
Total Float: The calculation of available time which activities can be delayed at the start or finish
without turning critical (by hitting a Milestone and creating negative variance). Compared to Critical-
path, Longest-path activities are not typically critical, risky or complex.
Turnarounds: Scheduled regulatory compliance events at Facility, Plant, Train or Unit to establish
Asset Integrity.
War Room: Where the STO Project Controls Team strategies and drives the STO Event with DSM
(Dynamic Scheduling Methodology) using night shift sessions to produce the next Daily Shift
Schedule (see War Room Session topic for more information).
WBS: Work Breakdown Structure.
Wish-list: Prior to each STOp-event (approximately 2 – 4 months pre-Kick-off milestone date) a list of
work is submitted by each department (Process Operations, Maintenance, Reliability, Inspection,
Safety/Environment, Engineering, etc.) for consideration, which is then fed into the RBSR (Risk-
based Scope Review) process along with work identified and/or deferred from the Closure Phase of
the previous STOp-events.
Work Order: An approved (for expenditure) Work Request, allowing planning, scheduling, execution
and follow-up to occur for services (might be tied to a Purchase Order or Service order).
Work Package: Contents by various sources (Contributors—Core Team Leads, Vendors, Planners,
Coordinators, etc.) assembled to support Work Order Step-out-Plans (detailed planning of Activities
and Logic imported into the scheduling software). Contents are meant to enhance Worker Safety, Job
Quality and Wrench-time Efficiency; e.g., specification, drawings, photos, instructions, materials,
tools, SOP’s, etc. (see Work Package Development)
Work Request: A formal request (typically through CMMS) for a potential expenditure—to assign
resources or procure services—for potential work to be performed for corrective action or cost/benefit
investment. To be turned into a Work Order, Purchase Order or Service Order.
Worklist: List of jobs compiled by various stakeholders (Work Orders, Work Request, Excel lists, or
other) in preparation for RBSR (Risk-based Scope Review) and Scope Freeze.
Workscope Cut-off Date (Scope & Budget Freeze): A date, typically T-minus 9 months to 1 year
prior to Feed-out when Budgeted Scope of Work and Initial Budget are established.
Wrench-time: Also know as: Tool-time. The percentage of time that Direct Workers are earning
percent complete on planned and scheduled activities each shift or day. Typically tracked at the Work
Order/Work Package Task level. Earned-value % is recorded each shift on the Daily Shift Report by
Owner’s Execution Coordinators while Actual-value $ is reported by Contractor’s Supervisors on
timesheets. The calculation for Wrench-time can then be established with this formula: Earned-value
hours / Actual-value hours.

Lesson 1: Create your STO Event 1
Lesson 1
Lesson 1: Create your STO Event
Objectives
This lesson introduces the Primavera icons located on your desktop. You will
learn to:
Log in to Primavera™ P6
Create a STO Event
Establish STO Event Details and Defaults

Logging In
Type a valid Login Name and Password to log in to Primavera. If you do not
know your Login Name/Password, contact your system administrator.
* Password is case-
sensitive.
FIG 1.1: Type a

Login Name and
Password.
Steps
EXERCISE: Log in
to Primavera as 1. Click Start, Programs, Primavera, Project Management (or double-click the
admin. Primavera Project Management icon on your desktop)
2. Type a Login Name admin and Password admin.
Note: Database might be different than PMDB, for example, it might be

STO300, or your own custom database for your facility.
3. Click OK.

Navigating
The Home window is the starting point for navigating. It provides quick
access to enterprise data and project data.
To the left of the Home window is the Directory bar, which lists the 12
windows within Primavera. Each window provides specific functionality to
help you manage projects. Click an item in the Directory bar to access it.
Figure 1.2: The Home Window – shows key navigation items.
1 2 3
4
FIG 1.2: The 5

Activities Page in
the Home Window 4a
Item Functionality
1.Title bar Displays current application and name of open projects
2.Menu bar Click to perform functions in Primavera with Dropdown Menus
3.Tool bar Use a variety of Tool Icons (similar to using the Menu bar)
4.Directory bar Click to display Primavera windows
Use the Command bar to develop your Project Plan, e.g., Add Activities,
5.Command bar
Resources, Codes, etc.
Displays user’s Login Name, data date of open projects, access mode and
6.Status bar
current baseline

Setting User Preferences

FIG 1.3: The User Prior to creating your STO event in Primavera™ P6 it’s important to set
Preference dialog your User Preferences.
box on Time Units
tab)
2 4
3a
1a
4a
EXERCISE: Add
Steps
yourself to the OBS
to create a 1. In the Edit menu dropdown, select User Preferences.
Responsible
Manager 2. in the User Preferences dialog box, select the Time Units tab.
3. Set Units Format and Durations Format to Hour in the dropdown boxes.
4. In the Units/Time Format section, select the radio button: Show as

units/duration (4h/d). Click Close.

Establish the OBS (Organizational Breakdown

Structure)
FIG 1.4: The OBS Create STO Event Managers
(Organizational
Breakdown
Structure)
FIG 1.5: The OBS

(Organizational
Breakdown
Structure)
2
3
EXERCISE: Add
Steps
yourself to the OBS
to create a 1. In the Enterprise menu, click OBS to bring up the OBS dialog box.
Responsible
Manager 2. Click Add.
3. Modify the OBS Name and create yourself as a Responsible Manager.
4. Use the Indent Buttons to create your structure if making more than one
entry. Click Close.

Create a New Project Wizard

FIG 1.6a/b: The Create a New Project wizard can assist you in creating a project.
Responsible
Manager for your
STO Event is
yourself from the
OBS creation.
Steps
EXERCISE: Add the
STO300 –
1. In the File menu, click New to launch the Create a New Project wizard
Turnaround 2022 to
the correct EPS
node (Turnarounds) 2. In the Select EPS field, click .
3. Select a node, Turnarounds; then click to assign your selection.
4. Click Next.

Entering Project Name

FIG 1.7: Type a The name of the project is Turnaround 2022. You can shorten the name to
Project ID and create the Project ID, STO300.
Project Name.
Project ID – Type a unique ID in this field.
Project Name – Type a new name in this field. (The Project Name field
does not require a unique name.)
Steps
EXERCISE: Type a
Project ID and 1. Type a unique Project ID for your STO Event STO300
Project Name for the
new project. 2. Type a STO Event Name Turnaround 2022.
3. Click Next.

Entering Project Start and End Dates

*Click a month Use the calendar to select Planned Start and Must Finish By dates for the
name to scroll project.
through the calendar
by year. The Must Finish By field is not mandatory, you can assign a project Must
Finish By date at any point in the project life cycle in the Dates tab in Project
Details.
To navigate in the calendar:
When you launch the calendar, the current month/year is displayed. To
navigate to a different year, click the Month/Year section in the calendar
and then use arrows to scroll to the desired year.
Click the desired month and date and then click Select.
FIG 1.8: Navigate
in calendar to 2
select Planned 2a
Start Date, 01-May-
22 2b
EXERCISE: Assign Steps

a Planned Start date 4
for the project.
1. In the Planned Start field, click .
2. Use the calendar to specify a Planned Start date 01-May-22. Click on the
month to advance the calendar to the year 2022 then select the month
May.
3. Click to select the date 01-May-22, then repeat to select the
Finish Date of 01-Jun-22.

4. Click Next.
Entering Responsible Manager

The Responsible Manager, selected from the Organization Breakdown
Structure (OBS), is the individual responsible for the work.
The OBS is a hierarchical arrangement of an organization’s project
management structure, either as roles or individuals. The OBS can be
configured to represent a detailed organizational breakdown (with employee
names) or a more general framework where departments, teams, or types of
responsibility are modeled in the structure.
FIG 1.9:
Responsible
Manager is
selected from the
OBS.
Steps 3
EXERCISE: Select
a Responsible
Manager 1. In the Responsible Manager field, click .
2. Select a Responsible Manager, (your name) and then click to assign

the selection.
3. Click Next.

Selecting Assignment Rate Type

Specify the Assignment Rate Type for new resource assignments. The default
rate type determines which price/unit is set on a resource assignment. Values
in the Rate Type drop-down list reflect rate types defined in the Rate Types
tab in Admin Preferences.
FIG 1.10: Use drop-

down list to select
Assignment Rate
Type.
EXERCISE: Select Steps 2

the default
Assignment Rate
1. In the Rate Type drop-down list, confirm Price / Unit
type.
3. Click Next.

Project Details
Project Details is located in the bottom layout of the Projects window. It can be
used to define the project properties and defaults that are applied to the
selected project.
FIG 1.11: The

General tab is
selected in Project
Details.
1
2
Steps
EXERCISE: Open a
layout. 1. In the Layout Options bar, click Layout, Open.
2. If prompted to save changes made to the layout, click No.
3. Select a layout, Standard Projects View.
4. Click Open.
5. Select your project: Turnaround 2022 and right-click to ‘Open’.
6. Verify the General Tab is selected once you open the project.

General Tab
The General tab enables you to view or modify general information about the
selected project. Project ID, Project Name and Responsible Manager can be
set when you create the project, or you can change them here. The remaining
fields are set by default.
Fields in the General tab:
Project ID – Short, unique identifier for the project.
Project Name – Name of the project.
Status – Indicates project status based on the table below:
TABLE 1.b: Project

Status Status Indicates project is…
Planned Being analyzed before establishing permanent plan.
Active Currently being worked on.
Inactive Completed or on hold.
What-if Used as test scenario.
Responsible Manager – Individual, selected from the OBS, who is

responsible for the project.
Risk Level – Indicates the overall risk in executing the project. You can
use the risk level to organize, filter and report on projects within the project
structure. You can enter a value between Very High and Very Low; the
default is Medium.
Leveling Priority – User-defined rank of the project against all other
projects, based on its importance to the organization. You can enter a
value between 1 and 100. The highest rank is 1; the default is 10.
Check-out Status – Indicates whether the project is checked in or
checked out.
Checked Out By – Displays the user that checked out the project.
Date Checked Out – Indicates the date and time the user checked out the
project.
Project Web Site URL – Displays the project’s Web Site address.

Dates Tab
The Dates tab enables you to edit date information for the selected project.
The Planned Start and Must Finish By dates can be set when you create the
project, or you can change them here.
Fields in the Dates tab:
Planned Start – Planned start date of the project.
Data Date – Date used as the starting point for schedule calculations.
Must Finish By – Date indicating the desired project end date.
Finish – Non-editable field indicating the latest early finish date calculated
when the project was last scheduled.
Actual Start and Actual Finish – Non-editable field indicating the actual
start and finish dates of the project.
Anticipated Start and Anticipated Finish – Expected dates that can be
entered while planning the project at a high level.
FIG 1.12: Planned

Start date and Data
date are the same.
EXERCISE: View Steps

data date.
1. Click the Dates tab.
2. In the Data Date field, confirm 01-May-22

Defaults Tab
The Defaults tab is divided into two sections:
Defaults for New Activities – Indicates the settings that will be used when
new activities are added to the project. Note that changing these setting
will not affect existing activities.
Auto-numbering Defaults – Sets how new activities will be numbered in
your project.
• When the Increment Activity ID based on selected activity field is
marked, the prefix or suffix of the selected activity is applied to the
activity that is being added.
FIG 1.13: Activity

ID Prefix is among
default setting that
can be assigned in
the Defaults tab.
EXERCISE: Set the

Project Defaults. Steps
1. Click the Defaults tab.
2. Set the Defaults as illustrated

Settings Tab
The Settings tab consists of three sections:
Summarized Data – Identifies the date and the level to which the project
was last summarized.
Project Settings – Sets the character used to separate WBS levels;
identifies the month in which the fiscal year begins; and specified the
baseline used in earned value calculations.
Define Critical Activities - Identifies which activities are displayed as
critical, either longest path or a value of Total Float.
FIG 1.14: Settings

tab is divided into
three sections.
EXERCISE: View Steps

the Settings tab.
1. Click the Settings tab.
2. Click the Longest Path radio button on.

Calculations Tab
* This setting Use this tab to specify how to calculate cost and resource use when you
enables Primavera update activities. Two fields of note:
to calculate only the
actual units or costs
when Duration % Recalculate Actual Units and Cost when Duration % Complete
Complete is Changes – Mark to calculate actual units and costs as Actual (units or
updated. costs) = Budgeted (units or costs) * Duration % Complete
• Primavera performs these calculations whenever you update the
Duration % Complete.
• Values you specify override the application’s calculated values. If you
clear the checkbox, the application does not estimate actuals and the
actual fields remain blank unless you specify values.
Link Actual and Actual This Period Units and Cost – Mark this
checkbox to recalculate actual or actual this period units and costs when
one of these values is updated. This option is selected by default.
FIG 1.15: Use the

Calculations tab to
specify how to
calculate costs
and estimate
resource use when
you update
activities. 1
2
3
EXERCISE: Enter a Steps

default price/unit for
activities. 1. Click the Calculations tab.
2. In the Default price/unit for activities without resource or role price/units field
in the Activities section, type <15.00> and then press Enter.
3. Click the Activity percent complete based on activity steps checkbox.

Lesson 2: Work Breakdown Structure 17
Lesson 2
Lesson 2: WBS (Work Breakdown
Structure)
Objectives
This lesson introduces the Work Breakdown Structure (WBS) that you will use
to structure your project. You will learn to:
WBS Best-practices
Adding WBS Elements
Structuring your WBS
Using WBS Milestones
Using WBS Budget Management
Using WBS Earned-value Performance
Open Lesson 2 in Primavera™ P6: WBS (Work Breakdown Structure)

Work Breakdown Structure – Best-Practices
Best-Practices Purpose – The Work Breakdown Structure defines how the Turnaround
Management Team intends to partition the Workscope for the Turnaround into
manageable sections that can be effectively planned and executed.
Best-Practices
Develop a Work Breakdown Structure that is consistent with how you intend
to execute the Workscope.
Define the Work Breakdown Structure that integrates with the Organizational
Breakdown Structure.
Define the Work Breakdown Structure before initiating the Workscope
Development Phase for:
• The Planned Job Package preparation
• The Equipment Networks (Sort, Trade and Company Codes)
• The Process Availability (Process Area and Equipment Type)
• The Contracting Strategy and Request for Quotation Packages (RFQ)
• Schedule Development (Manpower Planning by Process Area and
Equipment Type)
• Report Generation (Process Area, Equipment Type and Supervisor)
The Work Breakdown Structure serves as the basis for partitioning the work
into packages as part of the Contracting Strategy. If the size and complexity
of the Workscope or the contracting philosophy of the Facility dictates the
maximum amount of work that will be given to one Contractor, then the work
must be partitioned into separate RFQ’s according to the WBS as follows:
• Establish Prime Contracts for all work by Area / Process Unit except
Rotating Equipment and Electrical / Instrumentation which should be
awarded as a separate package by System,
• If it is necessary or advantageous to subdivide the work under the
Prime Contractor, ensure the Prime Contractor is held accountable for
the day to day direction of all support sub contractors in the area
regardless of who ultimately pays the Subcontractor’s invoices. The
reasons why subcontractors may be required include:
 The Prime Contractor may not be financially capable of handling
the entire Workscope
 A portion of the Workscope involves special skills or equipment
that the Prime Contractor is not capable of supplying
 The Facility has an existing contract with a Specialty Contractor
who they want to use to execute part of the Workscope.

Viewing WBS Elements

When a project is created, a root level WBS element is added with the same
ID and name as the project.
FIG 4.1: STO300-2

is the root level of 1
the WBS.
2 3
Steps
EXERCISE: Add
WBS Elements. 1. Open Project STO300-2 Lesson 2: 2022 Turnaround WBS
2. In the Directory bar, click WBS
3. In the Earned Value tab, set the Technique for computing performance
percent complete and Technique for computing Estimate to Compete (ETC)
as illustrated below.

Primavera™ P6 Advanced Training For Shutdowns, Turnarounds & Outages

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Primavera™ P6 Advanced Training For Shutdowns, Turnarounds & Outages

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Primavera™ P6 Advanced Training for

Shutdowns, Turnarounds & Outages

3-Day Event developed and instructed by Ej Lister - STO Navigator Inc.

Visit www.stonavigator.ca/downloads for additional tools and materials. No part of this

8:30 am - 9:00 am - Presentation and Course Objectives

9:00 am - 10:00 am - Lesson 1 – Create a STO Event

10:00 am - 10:15 am - Coffee Break

10:15 am - 10:30 am - Presentation – WBS (Work Breakdown Structure) / Systemization

10:30 am - 11:00 pm - Lesson 2 – WBS (Work Breakdown Structure

11:00 am - 11:30 pm - Lesson 3 – WBS & Phase Calendars

12:00 pm - 1:00 pm - Lunch

1:00 pm - 1:30 pm - Lesson 4 – Creating Activity Codes

1:30 pm - 2:00 pm - Lesson 5 – Creating Layouts

2:00 pm - 2:45 pm - Lesson 6 – Managing Data

2:45 pm - 3:00 pm - Coffee Break

3:00 pm - 4:00 pm - Lesson 7 – Resources, Productivity and Costs

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Day 2 – Theme: Programming and Scheduling

8:30 am - 9:00 am - Presentation – Programming vs. Scheduling

9:00 am - 10:00 am - Lesson 8 – Scheduling Level I to Level III

10:00 am - 10:15 am - Coffee Break

10:15 am - 10:30 am - Lesson 8 cont’d – Scheduling Level I to Level III

10:30 am - 11:00 pm - Lesson 9 – Scheduling Level IV & Level V

12:00 pm - 1:00 pm - Lunch

1:00 pm - 2:00 pm - Lesson 9 cont’d – Scheduling Level IV & Level V

2:00 pm - 2:45 pm - Lesson 10 – Resource Leveling

2:45 pm - 3:00 pm - Coffee Break

3:00 pm - 4:00 pm - Lesson 11 – Saving a Baseline

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Day 3 – Theme: Execution Management and Control

8:30 am - 9:00 am - Presentation – Execution Management and Control

9:00 am - 10:00 am - Lesson 12 – Creating Reports & Dashboards

10:00 am - 10:15 am - Coffee Break

10:15 am - 10:30 am - Lesson 12 cont’d – Creating Reports & Dashboards

10:30 am - 12:00 pm - Lesson 13 – Updating Activities

12:00 pm - 1:00 pm - Lunch

1:00 pm - 2:00 pm - Presentation – Earned-value Performance Management

2:00 pm - 2:45 pm - Lesson 14 – Earned-value Performance Management

2:45 pm - 3:00 pm - Coffee Break

3:00 pm - 4:00 pm - Review, Certificates and Photos

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Course Agenda .................................................................................................................................. i

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Defining a User Field ....................................................................................................................... 40

Level IV (Task Dependent, with or without Steps) ........................................................................... 86

Project Controls ............................................................................................................................. 151

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Direct Wrench-time 55% Execution

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

STO Event Plan Scenario of the TMO (Turnaround Management Office)

Key Performance Indicators (KPI’s)

▪ Zero LTI (Lost Time Incidents)

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Flow of Lessons Flow of Lessons

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Course Developer and Instructor – EJ (Ted) Lister

Instructor Ej (Ted) Lister is an internationally recognized innovative

Discover the treasures buried deep within your

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

STOworx® Suite – on Elements® Industrial

For more information on STOworx®, the world’s first

Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca ©2019

Overview PS&PC Overview: Planning, Scheduling & Project Controls