STO300 P6 Training Manual V6 Aug 2019

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 ........................................................................................................ 2
Logging In.......................................................................................................................................... 3
Navigating ......................................................................................................................................... 4
Setting User Preferences .................................................................................................................. 5
Establish the OBS (Organizational Breakdown Structure)................................................................. 6
Create a New Project Wizard ............................................................................................................ 7
Entering Project Name ...................................................................................................................... 8
Entering Project Start and End Dates ................................................................................................ 9
Entering Responsible Manager ....................................................................................................... 10
Selecting Assignment Rate Type .................................................................................................... 11
Project Details ................................................................................................................................. 12
General Tab .................................................................................................................................... 13
Dates Tab ........................................................................................................................................ 14
Defaults Tab .................................................................................................................................... 15
Settings Tab .................................................................................................................................... 16
Calculations Tab.............................................................................................................................. 17
Lesson 2: WBS (Work Breakdown Structure) ..................................................................................... 18
Work Breakdown Structure – Best-Practices................................................................................... 19
Viewing WBS Elements ................................................................................................................... 20
Creating the WBS Hierarchy ........................................................................................................... 21
Exercise: Creating a Work Breakdown Structure ............................................................................ 22
Lesson 3: WBS & Phase Calendars ................................................................................................... 23
Calendar Assignments .................................................................................................................... 24
Worktime Types .............................................................................................................................. 25
Global Calendars ............................................................................................................................. 26
Viewing a Global Calendar .............................................................................................................. 27
Create a Template Calendar ........................................................................................................... 28
Setting the Work Days ..................................................................................................................... 29
Making a Project Calendar into a Global Calendar .......................................................................... 30
Setting Worktime for Phase Calendars............................................................................................ 31
Setting Worktime for WBS Calendars ............................................................................................. 32
Lesson 4: Creating Activity Codes ...................................................................................................... 33
Activity Codes.................................................................................................................................. 34
Creating Activity Codes ................................................................................................................... 35
Workshop: Creating Activity Codes ................................................................................................. 37
User Fields Overview ...................................................................................................................... 40

Table of Contents
Defining a User Field ....................................................................................................................... 41

Lesson 5: Creating Layouts ................................................................................................................ 42
Layouts – Best-Practices ................................................................................................................. 43
Layouts in Primavera P6 ................................................................................................................. 44
Opening an Existing Activity Layout ................................................................................................ 45
Selecting Columns .......................................................................................................................... 46
Displaying Activity Details................................................................................................................ 47
Selecting Details Tabs ..................................................................................................................... 48
Saving Layouts ................................................................................................................................ 49
Importing / Exporting Layouts .......................................................................................................... 50
Lesson 6: Managing Data ................................................................................................................... 51
Grouping Data ................................................................................................................................. 52
Group and Sort Dialog Box.............................................................................................................. 53
Grouping by Date ............................................................................................................................ 55
Sorting Activities .............................................................................................................................. 56
Filtering Activities ............................................................................................................................ 57
Create the Daily Shift Report (24 Hour) Filter .................................................................................. 58
Lesson 7: Resources, Productivity and Cost....................................................................................... 59
Roles and Responsibilities (OBS) – Best-Practices ........................................................................ 60
Resources and Roles ...................................................................................................................... 61
Defining Roles ................................................................................................................................. 62
Prices Tab ....................................................................................................................................... 63
Limits Tab ........................................................................................................................................ 64
Defining Resources ......................................................................................................................... 66
Details Tab ...................................................................................................................................... 67
Units & Prices Tab ........................................................................................................................... 68
Workshop Exercise – Work Order (Task) Planning & Estimating........................................................ 69
Field Planning Form (example) ....................................................................................................... 70
Field Planning Workshop Exercise .................................................................................................. 71
Lesson 8: Scheduling – Level I to Level III – SSM (Static Scheduling Methodology) .......................... 73
Best-Practices - Scheduling ............................................................................................................ 74
Best-Practices – Static Scheduling Methodology ............................................................................ 75
Scheduling – Step-by-Step .............................................................................................................. 76
What is the Data Date? ................................................................................................................... 77
Total Float ....................................................................................................................................... 78
Level I (Milestones) ......................................................................................................................... 79
Level I (Milestones) Constraints ...................................................................................................... 80
Level II (Level of Effort $) ................................................................................................................ 81
Level III (Longest Path) ................................................................................................................... 82
Updating (refreshing) with F9 .......................................................................................................... 83
Lesson 9: Scheduling Level IV & Level V – DSM (Dynamic Scheduling Methodology) ...................... 84
WO Tasks and Activities.................................................................................................................. 85
Activity Components ........................................................................................................................ 86
Table of Contents
Level IV (Task Dependent, with or without Steps) ........................................................................... 87

Copy a Work Package Plan (Level V - W/O Task Activities Plan) ................................................... 89
Level V (Resource Dependant DSM) .............................................................................................. 90
Assign Task W/O DSM Priorities ..................................................................................................... 91
Lesson 10: Resource Leveling ............................................................................................................ 92
Setting Resource Leveling Parameters ........................................................................................... 93
Setting Resource Availability ........................................................................................................... 94
Selecting Resources ....................................................................................................................... 97
Optimizing the Project Plan ............................................................................................................. 98
Viewing the WBS & Phase Windows of Time/Float ......................................................................... 99
Setting Defaults for Resource Leveling Histograms ...................................................................... 100
Setting Resource Usage Profile Options ....................................................................................... 101
Optimizing/Analyzing the Project Plan ........................................................................................... 102
Mission Control.............................................................................................................................. 103
Example: Daily Shift Report........................................................................................................... 104
Workshop: Resource Leveling (Optimizing the Plan) .................................................................... 105
Lesson 11: Saving a Baseline ........................................................................................................... 106
Baselines ....................................................................................................................................... 107
Creating a Baseline ....................................................................................................................... 108
Categorizing the Baseline.............................................................................................................. 109
Assigning a Baseline ..................................................................................................................... 110
Viewing Baseline Bars ................................................................................................................... 111
Displaying Baseline Bars ............................................................................................................... 112
Customizing the Activity Table ...................................................................................................... 113
Bar Labels Tab .............................................................................................................................. 114
Lesson 12: Creating Reports & Dashboards ..................................................................................... 115
Best-Practices - Reporting............................................................................................................. 116
Reports Window ............................................................................................................................ 117
Grouping Reports .......................................................................................................................... 118
Import/Export Reports ................................................................................................................... 119
Create a Daily Shift Report with Report Wizard............................................................................. 120
Using Batch Report Printing .......................................................................................................... 130
Create an Earned-value Performance Report (S-curve) ............................................................... 131
KPI Dashboard in Excel Format .................................................................................................... 140
Lesson 13: Updating & Progressing .................................................................................................. 141
Best-Practices – Updating the Plan ............................................................................................... 142
The Data Date ............................................................................................................................... 143
The Updating & Progressing Layout .............................................................................................. 145
Progress Spotlight ......................................................................................................................... 146
Update Progress using the Progress Spotlight .............................................................................. 147
Apply Actuals (Auto-Compute) ...................................................................................................... 148
Manually Updating % Complete .................................................................................................... 149
Apply Actuals (Manual Method)..................................................................................................... 150
Lesson 14: Earned-value Performance ............................................................................................. 151

Table of Contents
Best-Practices – Performance Management ................................................................................. 152

Project Controls ............................................................................................................................. 153
CPI and SPI................................................................................................................................... 154
Supplemental Materials .................................................................................................................... 155
Adding Steps to Activities .............................................................................................................. 156
DEM (Dynamic Execution Management)....................................................................................... 158
Productivity and Performance ....................................................................................................... 159

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 65% 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 TMO 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: Static Scheduling
Methodology)
Lesson 9: Scheduling – Level IV & Level V (DSM: Dynamic Scheduling
Methodology with DEM: Dynamic Execution Management)
Presentation: Establish KPIs (Key Performance Indicators)
Presentation: Defining the Execution Strategy (Navigational Plan)
Lesson 10: Resource Leveling (Dynamic Scheduling Methodology)
Lesson 11: Saving a Baseline for Milestone Variance
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. Ted is a gifted,
patient and enthusiastic communicator and people-person.
Ted 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 2
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.

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 18
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.

Creating the WBS Hierarchy

WBS elements added to the root level element are automatically indented to
form the second level of the hierarchy.
FIG 4.2: Click Add
to add a WBS
1
element.
2
3 4
Steps 5
1. Click on the WBS Code column and sort by Hierarchy.
2. In the Command bar, click, Add.
EXERCISE: Add a 3. In the WBS Code column, type LI and then press Tab to move to the next
WBS Element. field.
4. In the WBS Name column, type LEVEL I (Milestones) and then press
Enter.
5. Repeat Steps 1, 2 and 3, type LII and LEVEL II (Level of Effort $)
6. Note: Use the indent arrows to structure your WBS

Exercise
Exercise: Creating a Work Breakdown Structure
Objectives
1. Add WBS Codes and Names, and structure them to represent the illustration
below.

Lesson 3: WBS & Phase Calendars 23
Lesson 3
Lesson 3: WBS & Phase Calendars
Objectives
This lesson introduces the concept of WBS and Phase Calendars to allow you
to create horizontal timelines for each phase of your STO event. You will
learn to:
Create Global and Project Calendars
Create a Phase Calendar Template
Create Phase Calendars
Setting Phase Calendar Time Periods (below illustration – Admin –
select Admin Preferences then Time Periods and set Hours per Time
Period as per the illustration, then check the box for ‘Use assigned
calendar to specify the number of work hours for each time-period”
Open Lesson 3 in Primavera™ P6: WBS Phase Calendars

Lesson 3: WBS Phase & Calendars 24
Calendar Assignments
* Remember, we Calendars can be created and assigned to each activity and resource.
schedule work, not Calendar assignments are used to schedule activities and level work.
people, in
turnaround projects. An unlimited number of calendars can be created.
The Activity Type determines whether the activity calendar or resource

calendar is used during scheduling.
Calendar Types
There are three calendar types:
Global calendar
• Contains calendars that can be used by all projects in the database.
• Available for all resources and activities in the database.
Resource calendar
• Contains separate calendars for each resource.
Project calendar
• Contains a separate pool of calendars for each project.
• Available for the current project only.

Worktime Types
* Click the Defaults
tab in Project Details
The calendar consists of three types of worktime:
to change the Standard
default calendar • Worktime matches the hours set up in the Calendar Weekly Hours
assignment for a dialog box.
project.
• Define which days of the week are workdays
• Define the number of work hours in a workday
Nonwork
• All 24 hours are nonwork time.
Execution
• Does not match the work/nonwork set up in the Standard Calendar
Weekly Hours dialog box.
Calendar Coding
The colours indicate the type of Worktime:

• Light gray dates = standard work
• Dark gray dates = Nonwork
• White dates = exceptions
FIG 3.1: The dark
gray represents
Nonwork time on
the weekends, with
an exception for
work on one
Saturday.

Global Calendars
Global calendars can be assigned to projects, activities and resources, Global
calendars can also be used as a template to create new calendars.
Mark the Default checkbox next to the global calendar to set the default
calendar assignment for all new projects added to the database.
To change the default calendar assignment for an individual project, click
Enterprise, Projects and select the Defaults tab.
You can link resource and project calendars to global calendars.
• If you make changes to a global calendar, your changes are applied
to all resource and project calendars linked to the modified global
calendar.
FIG 3.2: The

Calendars dialog
box can display
Global, Resource,
or Project
calendars.

Global Calendars
for default and 1. Open Project STO300-3 Lesson 3: 2022 Turnaround WBS Phase
modify.
Calendars
2. In the Enterprise menu, click Calendars.
3. In the Calendar dialog box, select Global.

Viewing a Global Calendar

FIG 3.3: Click
arrows to scroll to
a different month.
4 7
5
6
6
EXERCISE: Display 5a
Steps
the 24-Hour
calendar. 1. Select a Global calendar, 7x24.
2. In the Command bar, click Modify to view the calendar’s workweek and
nonwork time.
3. Select Total work hours/day to display Work hours/day
4. Scroll to a month, May 2022.
5. Click Workweek and view the Calendar Weekly Hours dialog box showing
24 for each day of the week. You can use this feature to change the
Standard work hours.
6. Confirm Hours per Time Period
7. Click OK

Create a Template Calendar

A Template Calendar is created to block all days for a defined period, e.g.,
2022 has no work time. The Template Calendar will then be used to create
WBS Phase Calendars (windows of time, e.g., Shutdown Phase is 3 days x 24
hours).
FIG 3.4: Click Add

in the Calendars
dialog box to
create a new
calendar.
1
3
3
4
3a
Steps
1. In the Calendars dialog box, select Project.
EXERCISE: Create 2. Click Add.

a project calendar to
establish a template. 3. Select the calendar to use as a template, 7x24.
4. Replace (New Calendar) with the name, Turnaround 2022 Template

Setting the Work Days

The new Template calendar needs to be modified to establish the Phase
Calendar Window of Time.
5a
FIG 3.5: 0.0 hours
are set for the
duration of 2022.
1a
1
5
2
3 3
4
EXERCISE: Select
Steps
the dates and create
Nonwork. 1. Click the Turnaround 2022 Template calendar and select Modify…
2. Go to the year beginning 2022 (the year during Execution of your project).
3. Hold down your Shift key and select Sun and Sat (this will select the entire
month).
4. Click Nonwork.
5. Repeat this step for each month in 2022, then click Ok then Close.

Making a Project Calendar into a Global Calendar

To use the Turnaround 2022 Template, you must first ensure it is in the Global
Calendar list. To do this, follow the instruction Steps below.
FIG 3.6: Creating a

Global Calendar
from a Project
Calendar.
1
* Note: a Global
Calendar can be
shared by all
Projects, whereas a 1a
Project Calendar
can only be used on
the Project where it
has been created.
2a
Steps
1. Open Calendars from the Enterprise menu and select the Project radio
EXERCISE: Create button. Highlight (select) Turnaround 2022 Template calendar.
a Global Calendar
from a Project 2. Click To Global button and say Yes to convert this calendar to a global
Calendar. calendar.
3. Click Global radio button and find Turnaround 2022 Template calendar.

Setting Worktime for Phase Calendars

Use this methodology to create windows of time as per the Phase of your STO
event, e.g., Shutdown, Open, Inspect, Execution, Closure, etc.
FIG 3.7: Creating

the Execution
Phase Calendar. 1
* Note: Nonwork
days are also 2 1a
referred to as
“Blocked Days”.
This means you can
block days on your 3 5b
custom calendars
where you don’t
want activities
scheduled: e.g., for
a scheduled power 4
outage, critical lift,
5a
etc.
4a 5
aa
1b
Steps
EXERCISE: May 4,
2022 is Day 4 of 1. Create a new Project calendar from your Turnaround 2022 Template
your STO event, Calendar as a Turnaround 2022 Execution Phase calendar. Click Add. Use
and the Execution
Phase that runs Turnaround Template 2022 as the Calendar to Copy From
through until May 27
(Day 27). 2. Name this Calendar Turnaround 2022 Execution Phase.
3. Click Modify.
4. Go to May 2022 and highlight Wed 4 through Fri 27 using your Ctrl key.
5. Select Standard button or confirm/create 24.0 in Work hours/day. Click OK.

Setting Worktime for WBS Calendars

Use this methodology to create windows of time as per the WBS of your STO
event, e.g., Unit, Area, System (Flare System, MDEA System)
FIG 3.7: Creating

the MDEA System
WBS Calendar. 1
* Note: You can

create a WBS 2 1a
calendar for any
element of your
WBS (Work 3 5b
Breakdown
Structure), or
example: Flare
System or Electrical
System, where you
want to create a
window of time.
4
1a
4a
aa
5
1b
Steps
EXERCISE: May 9,
2022 is Day 9 of 1. Create a new Project Calendar from your Turnaround 2022 Template
your STO event, Calendar as a Turnaround 2022 MDEA System Calendar. Click Add. Use
and the WBS Turnaround Template 2022 as the Calendar to Copy From.
window for MDEA
System. 2. Name this Calendar Turnaround 2022 MDEA System.
3. Click Modify.
4. Go to May 2022 and highlight Mon 9 through Fri 20 using your Ctrl key.
5. Select Standard button or confirm/create 24.0 in Work hours/day. Click OK.

Lesson 4: Creating Activity Codes 33
Lesson 4
Lesson 4: Creating Activity Codes
Objectives
This lesson introduces Activity Codes, used to control your STO event through
filtering, grouping, reporting and viewing. You will learn to:
Create Global and Project Activity Codes
Created User-defined Fields (UDF)
Customize Activity Codes
Open Lesson 4 in Primavera™ P6: Creating Activity Codes
Activity codes are used to assist with scheduling—to produce the most
optimized Project Plan, as well as reporting for Execution Dashboards. Use
this link for more information and downloads from STO Navigator Inc.
http://www.stonavigator.ca/downloads

Activity Codes
Activity Codes enable you to classify and categorize activities according to
your organizational and project needs.
You can use Activity Codes to view and roll up activities in the Activity Table;
build reports in the Report Wizard or Report Editor; organize a layout by
grouping activities into specific categories; and select and summarize
activities. Examples of Activity Codes include: Phase, Area, Site and Work
Type.
Activity Codes can be defined in three levels:
Global-level – Available to all activities in the database.
• Create an unlimited number of global-level activity codes.
• Organize activities within a project or across the project structure.
EPS-level – Available to all activities within the EPS node and its children.
• Create an unlimited number of EPS-level activity codes.
• Organize activities within a project or across a portion of the EPS.
Project-level – Available to activities only in the project in which the code
is created.
• Create up to 500 activity codes per project.
• Filter and organize activities based on unique, project-specific
requirements.
Each Activity Code (Global, EPS and Project) may contain an unlimited
number of activity code values, which can be organized in a hierarchy.
TABLE 4a: Activity Type Can be assigned to Number

Codes.
Global-level Activities in all projects Unlimited
Activities within EPS in which code was

EPS-level Unlimited
created and EPS children
Activities in project in which code was
Project-level 500
created

Creating Activity Codes

* You can create Determine which Activity Codes you want to create and at which level you’d
Activity Codes as like to create them in, i.e., Global, EPS or Project specific.
Global, EPS or
Project specific. 2
FIG 4.1: The 3

Activity Codes
dialog box
showing Risk as
the code and the
Activity Codes
Definition – Project
dialog box. 8
1
5 4
7
1a
6
EXERCISE: Create Steps

a Project Activity
Code for Risk. 1. In the File menu, click Enterprise, Activity Codes.
2. Select Project from the radio button options.
3. Under Select Activity Code, click Modify.
4. Under the Activity Code Definitions, click Add.
5. Type Risk as the Activity Code.

* 6. Change Max Length if you want more characters on any Activity Code.
* 7. Use the Make Global button if you want to share this code.
8. Click Close.

Creating Activity Codes - cont’d

FIG 4.2: The
Activity Codes
dialog box 9
showing Risk as
the code and the
various Risk
values.
7
8

a Global Activity
Code for Risk. 7. Click Add in the Activity Code dialog box.
8. Enter the Code Values and Descriptions as follows:
Code Value Description

1 High Risk
2 Medium Risk
3 Low Risk
9. Click Close.

Workshop Workshop: Creating Activity Codes

Background
A number of Activity Codes have been established to assist with schedule and
resource management and planning for this project. Some of these codes need
to be created at the Global Level, some at the EPS level and others at the
Project Level. Important Activities Codes that need to be created are for Task
(Work Order), Equipment Type and Task Type.
Objectives
1. Create additional Activity Codes as follows:
Activity Activity Code
Level Activity Code Description
Code Value
TASK W/O Project 12345 OPEN/CLEAN/INSPECT
12346 EXCHANGER RETUBE
12347 OPEN/CLEAN/INSPECT
123412 OVERHAUL PSV
123413 OVERHAUL COMPRESSOR
PM ELECTRICAL
123414
DISTRIBUTION
123415 REPLACE VALVE
NOTE: Use Copy / Paste and Nav buttons

to make it easier to create Activity Codes

Workshop Workshop: Creating Activity Codes - cont’d

Additional Activity Codes
Below is a table of suggested Activity Codes for STO event management.
Note: you can make all Project level codes into Global anytime if you’d like to
share across various projects.
Code Value
Equip Type Project EXCH EXCHANGERS
VALVE VALVES
COMP COMPRESSOR
Task Type Project T/A ASSET INTEGRITY
S/D PROCESS INTEGRITY
MAINTENANCE/PROJECT
OUT
OUTAGE
CAP CAPEX
PIT PITSTOP
MOC MOC

Workshop Workshop: Creating Activity Codes - cont’d

Additional Activity Codes
Below is a table of suggested Activity Codes for STO event management:
Note: you can make all Project level codes into Global anytime if you’d like to
share across various projects.
Code Value
Permit Project COLD COLD WORK
HOT HOT WORK
CSE CONFINED SPACE ENTRY
Work Type Project LATE LATE WORK
DISCOVERY DISCOVERY WORK
NEW NEW WORK
Activity Type Project ERECT ERECT SCAFFOLD
INSTALL INSTALL
REMOVE REMOVE
BLIND INSTALL BLIND
OPEN OPEN MANWAY
CLEAN CLEAN INTERNALS
INSP INSPECTION
CLOSE VESSEL CLOSE
DEBLIND DEBLIND
NOTE: You can make Project Activity Codes

global anytime by using Make Global button

User Fields Overview

User defined fields enable you to add your own custom fields to the project
database. These fields can be used to group, sort and filter project data within
layouts, as well as organize reports for analysis.
Examples include: delivery dates and monetary conversions.
Subject Areas
The subject area determines the available data types and the level of the
database at which user fields can be accessed.
Activity
Activity Resource Assignments
Activity Steps
Issues
Project Expenses
Project
Resources
Risks
WBS
Work Products and Documents
Data Types
A user field’s data type determines the kind of data that can be entered in the
user field.
Start date – Dates and times.
End date – Dates and times.
Integer – Numeric (except currency); no decimals.
Number – Numeric; with decimals.
Text – Text or combinations of text and numbers.
Cost – Currency values.
Indicator – Colour coded icons.

Defining a User Field

FIG 4.3: Select
subject areas from 6
the drop-down list.
2
EXERCISE: Open a Steps

project and add two
user defined fields. 1. In the Enterprise menu, click User Defined Fields…
2. Verify a Subject Area, Activities is selected.
3. Click Add.
4. Type the Title Comments
5. Select the Data Type, Text.
6. Click Close.

Lesson 5: Creating Layouts 42
Lesson 5
Lesson 5: Creating Layouts
Objectives
This lesson introduces Layouts that you will use to view and manage data in
your STO event. You will learn to:
Create a Layout
Save a Layout
Add Columns to a Layout
Modify a Layout
Import/Export a Layout
Open Lesson 5 in Primavera™ P6: Creating Layouts

Layouts – Best-Practices
Best-Practices Purpose – Understand how to create and save Layouts for various phases
of the turnaround project for entering and managing data.
A Layout is a customizable view of information, combining all the visual
elements that appear on the screen. Layouts are available in the Projects,
WBS, Activities, Resources Assignments and Tracking windows.
There is typically more data programmed into any project that can be viewed
totally on one screen display, therefore, it is necessary to establish Layouts
to display certain data, i.e., Cost, Planning, Resources, Schedule, Status,
Variance, etc.
Before entering any activity data you should create the Layouts to be used
and their associated columns, made up of standard columns, user-defined,
activity codes, calendars, etc.
Best-Practices
Create standard Layouts for Turnaround Projects by phase, i.e.,
Planning, Scheduling, Updating, Cost Management, Resource
Management, etc.
Create standard Layouts for reports.
Use standard column widths and titles.
Use common colours for column data and Gantt Chart bars.
Don’t change a standard Layout by saving it. If you change a standard
Layout and you want to save it, use the Save As feature.
Layouts should be created for plotting Gantt Charts separately from data
management Layouts.
Create a Field Planning Sheet that is consistent with a Planning Layout
to make it easier for the programmer to enter the data into Primavera,
i.e., an administration or clerical person may be entering (programming)
the data into Primavera from a Field Planning Sheet. If the information
from the field is consistent with the columns being used on the Layout it
will be easier and more effective/consistent.

Layouts in Primavera P6
A layout is a customizable view of information and data, combining all the
visual elements that appear on the screen. Layouts are available in the
projects, WBS, Activities, Resource Assignments and Tracking windows.
* You do not have to
display a bottom Activity Layouts
layout. The Activities window provides the option of viewing data in top/bottom
layouts.
Choose one of the following to show on top:
• Activity Table
• Gantt Chart
• Activity Usage Spreadsheet
• Activity Network
Choose one of the following to show on bottom:
• Activity Details
• Activity Table
• Gantt Chart
• Activity Usage Spreadsheet
• Resource Usage Spreadsheet
• Activity Usage Profile
• Resource Usage Profile
• Trace Logic

Opening an Existing Activity Layout

A variety of layouts are available to present activity data from different
perspectives. You can create user-specific layouts and project-specific
layouts, or use global layouts provided by your company.
Apply – Displays layout but keeps Open Layout dialog box open.
Open – Displays layout and closes Open Layout dialog box.
FIG 5.1: Click

Apply to view
layout without
closing the Open
Layout dialog box.
3
2
EXERCISE: Apply Steps

the Turnaround
2022 Planning 1. In the Layout Options bar, click Layout, Open.
Layout.
If you make modifications to the current layout, you are prompted to save
those changes. In most cases, choose No.
2. When prompted to save changes to the layout, click No.
3. Select a layout, Turnaround 2022 Test Layout.
4. Click Apply to view or click Open.

Selecting Columns
* To remove The Columns dialog box enables you to select columns to display in the
groupings in the Activity Table and specify the order in which they appear:
Available Options
section, click
Available Options section – Lists data items in groups or in list.
Available Options, Selected Options section – Lists items you have chosen to display.
Group and Sort by, Single arrows – Move highlighted data items to the other section.
List.
Double arrows – Move all data items to the other section.
Up/down arrows – Configure the order of the data items.
Click Edit Column to edit the selected item’s title and choose its alignment in
the display.
FIG 5.2: Items are 2

arranged
alphabetically
when grouping
and sorting the 6a
Available Options
section by list. 4
3 6
5a
Steps
EXERCISE: Add a 1. In the Layout Options bar, click Columns.
column to the
Activity Table and 2. In the Available Options bar, click Group and Sort by, List.
reorder the items
displayed. 3. Select a data item to display in the Activity Table as per the illustration.
4. Click to move the selected data item into the Selected Options column.
5. Use the Edit Column… feature to rename and format Budgeted Total Cost.
6. Click Apply, then click Open.

Displaying Activity Details

Activity Details displays detailed information for the activity highlighted in the
Activity Table or Activity Network.
1
FIG 5.3: Activity
Details is arranged
in tabs.
1a
2
Steps
EXERCISE: Display
Activity Details. 1. In the Tool bar, click Activity Details icon.
2. Right click in the Activities Details area and click Customize Activity
Details…

Selecting Details Tabs

The tabs displayed in Activity Details can be customized.
FIG 5.4:
Discussion tab is
added to the
Display Tabs
section. 2
EXERCISE: Add a Steps

tab to Activity
Details. 1. In the Activity Details dialog box click Discussion.
2. Click to move the selected data item into the Display Tabs section.
3. Click OK.

Saving Layouts
* Layouts can be Layouts can be saved and shared with other users to facilitate project
global, project- communication. Use the Save Layout dialog box to save a layout in the
specific, or user- Activities, WBS, Projects, Assignments, or Tracking windows:
specific.
Layout, Save – Saves changes to the existing layout.
Layout, Save As – Prompts you to save the layout with a new name.
• Current User – Only the user creating the layout will have access to it
in the future.
• All Users – All licensed users will have access to the layout (Global).
• Another User – A specified user will have access to the layout. Note,
however, that the current user will not have access to the layout.
• Project – Apply the layout to any project that is currently open in
Primavera. Though project-specific layouts can be applied to multiple
projects, you can only select one project at a time in the Layout Save
As dialog box. After a project-specific layout is saved, it can be
viewed in the Project band in the Open Layout dialog box. Project-
specific layout offers two advantages:
 Exported with the project when it is exported
 Enhanced organization of multi-user layouts.
FIG 5.5: After
typing Layout
Name, specify to
whom the layout is
available.
1
Steps
4
1. In the Layout Options bar, click Layout, Save As.
EXERCISE: Save
the Turnaround 2. Type a Layout Name Turnaround 2022 Scheduling Layout.
2022 Scheduling
Layout. 3. Verify Project is selected in the Available to drop-down list.
4. Click Save.
Note: This layout will be modified during the Scheduling lesson.

Importing / Exporting Layouts

The tabs displayed in Activity Details can be customized.
FIG 5.6:
Discussion tab is
added to the
Display Tabs
section.
2a
3a
EXERCISE: Export
Steps
a Layout (use the
Import to bring in 1. In the Layout Options bar click, Layout, Open.
any previously
exported or saved 2. Click Export in the Open Layout dialog box (use the Import button to import
layouts (.plf files) .plf files that you have previously saved or exported).
3. Select the Turnaround 2022 Test Layout (.plf).

4. Save in: Desktop.
5. Click Save.

Lesson 6: Managing Data 51
Lesson 6
Lesson 6: Managing Data
Objectives
This lesson introduces you to managing data for your STO event. You will
learn to:
Group and Sort
Filter Data
Open Lesson 6 in Primavera™ P6: Managing Data

Grouping Data
Grouping is a flexible way to organize data into categories tjhat share a
common attribute.
You can group data to create customized layouts and reports. You can also
use grouping to quickly view subtotal data in the group title bands, view
summary bars in the Gantt Chart and summarize data for reporting purposes.
Grouping is available in all windows and most dialog boxes.
• Each window or dialog box has its own grouping options.
• Some windows have customized/pre-defined groups.
Activities can be grouped by hierarchical fields such as WBS, activity
codes and project codes.
Activities can be grouped by data fields such as dates, cost, Total Float
and other numeric data.

Group and Sort Dialog Box

The Group and Sort dialog box is used to set up the organization of activities
on the screen.
Show Group Totals – Choose to display or hide the total values for
grouping bands. If you mark the Show Group Totals checkbox, you have
the additional options to Show Grand Totals and Show Summaries Only.
• Show Grand Totals – Mark to display a grand total row at the top of
the layout.
• Show Summaries Only – Mark to hide the activities within each group
title band.
Shrink Vertical Grouping Bands – Minimize the width of the vertical
grouping bands displayed in the Activity Table. This setting is available in
windows that have the Group and Sort by, Customize layout option.
• Group By – Lists data items used to group the current display.
• Indent – Available if the selected data item is hierarchical.
• To Level – Indicated the number of levels to display when grouping
by a hierarchical data item.
• Group Interval – Indicates the interval by which you want to group the
selected data item.
• Font & Colour – Displays the font/colour for each group title band.
Hide if empty – Mark to hide the group title bands that do not contain
activities.
Sort Bands Alphabetically – Mark the checkbox to sort the grouping
bands alphabetically rather than their order in their respective hierarchy.
This checkbox is disabled for any grouping that is not hierarchical.
Show Title – Mark to display the name of the field that the layout is
grouped by; the value is also displayed.
Show ID/Code – Mark the checkbox to display the ID or code value on the
grouping band.
Show Name/Description – Mark the checkbox to display the name or
description on the grouping band.

Group and Sort Dialog Box - cont’d

FIG 6.7: The Group
and Sort dialog 6a
box is accessed
from the Tool bar. 1
2
5
4
6

a Group and Sort for
a layout. 1. Click the Group & Sort icon on the Tool bar.
2. In the Display Options, check the boxes as illustrated.
3. In the Group By, choose the fields as illustrated and check boxes and
colors.
4. In the Group By Options check the boxes as illustrated.
5. Click Sort and sort by Start.
6. Click OK, click OK and view the layout.

Grouping by Date
Grouping a layout by date allows you to identify activities that are scheduled to
occur within a particular time period.
FIG 6.8: Select

values in the
Group By and
Group Interval
columns. 3
1 2
EXERCISE: Group Steps

data save as a new
layout. 1. In the Group By column, select Planned Start.
2. In the Group Interval column, select Day.
3. Click OK.
4. In the Layout Options bar, click Layout, Save As.
5. Type a Layout Name Turnaround 2022 Planned Start Layout and then
click Save.
FIG 6.9: Activities

in the Activity
Table are grouped
by Planned Start.

Sorting Activities
Sorting determines the sequence in which activities are listed within each
grouping band. Based on the data item you choose, you can sort alphabetically,
numerically, or chronologically.
Sorting by a Single Criteria
To sort by a single criteria, click the data item’s column title.
• indicates ascending sort order
• indicates descending sort order
- indicates ascending sort order
- indicates descending sort order
FIG 6.9:
Indicates layout
is sorted by data
item.
1 3
2a
Steps
EXERCISE: Click
column title to 1. Click on the column title Activity ID to sort ascending or descending. This
sort data by works for any column title; however, if you sort and you want to keep it sorted
Activity ID. for the next time you open the layout, be sure to save the layout.

Filtering Activities
A filter is a set of instructions that determines which activities should display
on your layout screen or reports.
Filters enable you to create customized layouts by limiting the number of
activities displayed – helping you to focus on critical activities, for example.
A set of pre-defined filters is provided, as is the ability to create user-
defined filters of your own.
Filters are divided into the following groupings:
• Default
 Available to all users.
 15 pre-defined filters.
 Cannot be deleted or modified.
• Global
 Available to all users.
• User-defined
 Available to current user for all projects to which he/she has
access.
One or more filters may be applied to a layout at a time.
Multiple criteria for selection may be used within a single filter.
Filter specifications can be saved and re-applied.
Filters can be saved as part of a layout.
Filters are used for developing reports.
Filters should be saved with a common naming/numbering system to keep
them organized, i.e., by department, function, etc.

Create the Daily Shift Report (24 Hour) Filter

You can create filters based on a single line of criteria or multiple criteria.
A convenient single-criteria filter to use throughout the life cycle of a project is
a look-ahead filter: It displays the activities that are scheduled to occur within a
given amount of time – for example, the next day or shift.
FIG 6.10: Type a
Filter Name and
then set 1
parameters.
5a
5
2
4
EXERCISE: Define
Steps
a filter to display
activities scheduled 1. In the Tool bar, click Filters, Customize.
to occur in the next
week. 2. In the Filters dialog box, click New.
3. In the Filter Name field, type <Daily Shift Report>
4. Create the filter as illustrated.
5. Click OK, click OK.

Lesson 7: Resources, Productivity and Cost 59
Lesson 7
Lesson 7: Resources, Productivity and
Cost
Objectives
This lesson introduces you to Resources, Productivity and Cost. You will
learn to:
Add Resources
Resource Types
Limit Resources
Apply Productivity Calendars
Establish Cost for Resources
Set Resource Availability
Open Lesson 7 in Primavera™ P6: Resources, Productivity and Cost

Roles and Responsibilities (OBS) – Best-Practices

Best-Practices Purpose – Understand how to assign the appropriate roles and responsibilities
and develop an Organizational Breakdown Structure (OBS) that supports the
project and aligns with the Work Breakdown Structure (WBS).
Best-Practices
A Turnaround Leaders Team shall be established to include a representative
from Engineering/Technical (QA/QC), Operations and Maintenance. Their
role is to determine the scope of work, manage the budget and establish the
Key Performance Indicators and Targets.
The Turnaround Leaders Team shall establish a Core Team that consists of
a representative from each stakeholder department, i.e., maintenance,
operations, administration, safety, environment, engineering, technical,
materials management, planning, etc.
A Turnaround Coordinator (Manager) shall be established by the Turnaround
Leaders Team
The Core Team must meet at a structured weekly meeting facilitated by the
Turnaround Coordinator (Manager) following the activities outlined on the
Strategic Milestone Schedule.
A Planning Team shall be established by the Lead Planner to provide field
estimates, schedule parameters, develop work packages and determine
resources requirements for execution.
Field Planners shall be used to estimate all approved worklist items prior to
execution, then change roles during execution to Supervise work.
Each area must be controlled during execution using the three-amigo
concept of execution management:
• Area Safety Coordinator
• Area Execution Coordinator (Field Planners)
• Area Operations Coordinator
A Scheduler(s) will be supported by the Planning Department and the Three
Basemen for each area.
The Planning Department (Group) will form the nucleus of the Core Team,
providing information, communication and direction to all Core Team
Members and the Turnaround Leaders Team.
Formalized Roles and Responsibilities must be written and approved by the
Turnaround Leaders Team.

Resources and Roles

Key Concepts
Before you begin to manage resources in Primavera, you must understand the
* It’s important to difference between a role and a resource.
understand the
roles of Role – A role is a job title or skill – for example, Planner, Turnaround
management Coordinator, Project Manager, Engineer, used to supervise, design,
(indirect) and the manager or lead a series of activities or department personnel. They are
roles of resources referred to as Indirect Support.
(direct).
Resource – A resource is an individual (or equipment, asset, or material)
used to execute or complete an activity. They are referred to as Direct
Support.
The Role dictionary and Resource dictionary are enterprise data – available
for use across all projects. After roles and resources are defined, roles can be
associated to resources, identifying the skill sets of each resource. Each
resource also can be assigned a primary role, which defines the core skill or
responsibility in the organization.
Some organization use roles as placeholders in activity assignments until
specific resources are assigned to do the work.
Relationship Between Resources and Roles
Execution Logistics
Resource Pool Planner Scheduler
Supervisor Coordinator
Dave Goodey
Marti Psenicka
Jayme Eyma
Ted Lister
Shawn McKinnon
Al Anderson
Clint Davidson
Resource’s primary role in the Turnaround Resources supporting role

Defining Roles
* A mark in the
Primary Role
The Roles dictionary contains four tabs:
checkbox indicates
the selected role is
General tab – Lists the Role ID and Role Name. The Responsibilities field
resource’s main lists the skills required to perform the role.
function within the Resources tab – Lists the resources that are capable of performing the
organization. responsibilities associated with the role as well as their proficiency.
Prices tab – There are five available price per unit values. The title of
these values can be defined in the Rated tab in Admin Preferences.
Limits tab – Specify allocation limit(s) for a role. Multiple limits can be
established based on effective date.
FIG 7.1: Resources

tab in Roles dialog
box displays
resources who can 2
perform
responsibilities 3
associated with the
selected role.
4 5

the Roles dialog
box. 1. In the Enterprise menu, click Roles.
2. In the Display Options bar, click Filter By, All Roles.
3. Select a Role Name, Scheduler.
4. View the General tab.
5. Click the Resources tab.

Prices Tab
FIG 7.2: Multiple
rates can be
assigned to a role.

rates for a role.
1. Click the Prices tab.
2. Add the Indirect Rate Type Price / Unit 12.00.

Limits Tab
Use the Limits tab to specify available quantities (limits) for a role. Setting
limits helps you quickly identify areas of role overload in Resources/Role
Usage Profiles. You can define an unlimited number of limits for each role;
however, the effective date must be unique.
By default, role limits are calculated based on the limit defined for each role’s
primary resource, which may not accurately reflect a role’s planned allocation.
In the Resource Analysis tab in User Preferences, Resource Analysis tab, you
can choose to display role limits based on the custom role limits you define or
based on the calculated primary resources’ limit.
FIG 7.3: Single or

multiple limits can
be set for each 2
role.
3
2a
Steps
EXERCISE: View
1. Click the Limits tab.
the Limits tab.
2. Select a Role Name, Scheduler and view allocation limit.
3. Close the Roles dialog box.

Best-Practices
Resources – Best-Practices - cont’d
Best-Practices
Plan all resources required to perform the activities for each Work Order
Task including:
• Craft and Crew Size
• Materials
• Tools
• Equipment
• Work Documents & Procedures
Resources are classified as Direct (wrench-time) and Indirect (overhead)
• Direct
 Wrench-pullers (Crafts-persons)
• Indirect
 Supervision
 Tools
 Materials
 Equipment
 Work Documents & Procedures
The most common reasons for poor worker performance are:
• Lack of qualified supervision
• Lack of planning and estimating (workers are waiting or searching for
tools, materials, permits, etc.)
Use common standard craft codes when estimating and planning.
Remember, a Pipefitter is a Pipefitter… there is no such thing as a Contract
Pipefitter or Pipefitter Flint. Assigning who will be the pipefitter is a
scheduling and coordinating function. This is planning. Planning is planning,
not scheduling or coordinating.

Defining Resources
A resource is anything used to complete an activity. The Resources window
* Resources are contains information about all resources within the organization, enabling
utilized in direct and centralized resource management. Resources are divided into three
indirect work
categories:
execution.
Labour (people) – Measured in units of time.
▪ Generally re-used between activities/projects
▪ Recorded in terms of price/unit – for example, $65.00/hour.
Nonlabour (indirects: people, tools, equipment, logistics, etc.) –
measured in units of time.
▪ Recorded in terms of price/unit – for example, $465.00/hour.
Material – Measured in units other than time – for example, $4.50/meter.
1
FIG 7.4: Resources
window displays
information on all
resources across
the organization. 4
2
* Notice the 3
Pipefitter Max
Unit/Time is set at
500 and Piping
Inspector is set at 3;
because in a
turnaround we are
duration driven, not
resource driven,
except for specialty
resources.
Steps
EXERCISE: Display
resource data in the
Resources window. 1. In the File menu, click Close All.
2. In the Directory bar, click Resources.

3. In the Display Options bar, right-click Filter By, All Resources. (Dictionary is
displayed hierarchically but you can sort by Resource Name to easily locate
a resource).
4. Click a column header, Resource Name, to sort alphabetically.
5. Select a resource, Labourer

Details Tab
The Details tab enables you to enter the selected resource’s labour
classification, currency and overtime setting and profile.
Labour Classification – Indicates the resource is Labour; Nonlabour or
Material.
Unit of Measure – Utilized for material resources. Select to determine
what unit the resource utilizes.
Currency – Indicates the currency associated with the resource’s costs.
Overtime Allowed – Mark to indicate the resource can enter overtime
hours in Timesheets, or in the Resources tab in Activity Details.
Overtime Factor – Indicates the value by which the resource’s standard
price should be multiplied to determine the resource’s overtime price.
Calendar – Calendar used to identify resource availability.
Default Units/Time – Indicates the units/time that will be applied when the
resource is assigned to an activity.
Auto Compute Actuals – Mark to automatically calculate the resource’s
actual quantity of work according to the project plan.
Calculate costs from units – Mark to calculate the cost of an activity
based on the assigned units.
FIG 7.5: Details tab Note: You can make Resource Calendars for use with Resource Dependent
displays Activities that reflect PF (Productivity Factor), e.g., PF 65% where the total
resource’s available hours for Wrench-time (Direct Work) in a 24-hour period will be set
calendar and at 16 hours.
currency.
2a
Steps
1. Click the Details tab.
2. Select the Resource Calendar for PF 1.4 - 65%.

Units & Prices Tab

The Units & Prices tab enables you to set prices and availability according to
time.
Effective Date – The effective start date for price and availability.
Max Units/Time – A numeric value or percentage the resource can perform in
a single work period, according to effective date, e.g., 8 h/d (100%) = full-time
or 4 h/d (50%) = part-time. Setting this limit allows you to quickly identity
areas of resource over-allocation in resource profiles/spreadsheet.
Price/Unit – Set the resource’s price for a single work unit, according to the
effective date.
FIG 7.6: Multiple
effective dates and
rates can be set for 1
each resource.
EXERCISE: Add Steps

Units & Prices for
Mobilization. 1. Click the Units & Prices tab.
2. Click + Add and set the Mobilization (Effective) Date, Max Units/Time and
Direct and Indirect rates.

Workshop Exercise – Work Order Planning 69
Workshop
Workshop Exercise – Work Order (Task)
Planning & Estimating
Objectives
This lesson describes the Field Planning and Estimating effort and tools that
need to be implemented to effectively field plan all the activities steps and
associated resources required to create an Activity Network for each Task
(Work Order) as well as Best-Practice Planned Job Packages:
Estimating Best-Practices
Field Planning
Tasks and Work Orders
Activity Networks
Planned Job Packages
Benchmark Industry Standards and Productivity Factors

Field Planning Form (example)

FIG PE1: The Field
Planning Form
allows Planners to
gather the data
required to create
activities in the
Planning Layout of
their Primavera
project.

Field Planning Workshop Exercise

* You can use Purpose – Estimate the activities and associated resources, materials, tools,
digital photos to add procedures and supporting documentation required to safety and efficiently
value to your Field execute the work required to complete the task with quality.
Planning Form and
insert them in the Objective
Planned Job
Plan a Task using the Field Planning Form.
Package.
Develop a Planned Job Package.
Create Activities in the Primavera project.
EXERCISE: Open a Steps

project, STAB SD1-
05 and a Planning 1. Assign Activity Code Value under Activity Code “Work Order” as <123454 –
Layout Replace Amine Reboiler>.
2. Create an Activity Code Value under Activity Code “Equipment” as H-101

and name it Amine Reboiler.
3. Fill in the Header Section of the Field Planning Form with the following
information:

Field Planning Workshop Exercise - cont’d

Steps - cont’d
• Date – 10-May-21
• Planner – Your name
• PJP (Planned Job Package) No. -25-H-101
• Page No. – 1
• Work Order No. – 123454
• Task Description – Replace Amine Reboiler
• Task Type – Replacement in Kind (Capital)
• Equip No. – H-101
• Equip Description – Amine Reboiler
• Area – Topside
• Unit – Fuel Gas Sweetening
• System – Regeneration
• Equip Type - Reboiler
2. Fill in the Planning and Estimating Section of the Field Planning Form with
the activities and related information required to execute the Work Order.
3. Enter the Planning and Estimating Activities and related information into
Primavera Project using the Planning Layout.
4. Complete the following form to initiate the Planned Job Package and related
contents.

Lesson 8: Scheduling – Level I to Level III 73
Lesson 8
Lesson 8: Scheduling – Level I to Level III –
SSM (Static Scheduling Methodology)
Objectives
This lesson describes how to use Primavera™ P6 for SSM (Static Scheduling
Methodology). You will learn to:
SSM (Static Scheduling Methodology)
Scheduling Techniques
The Data Date
Setting Scheduling Options
Creating Level I – Level III Project Plan
Open Lesson 8 in Primavera ™ P6: Scheduling – Level I to Level III

Best-Practices Best-Practices - Scheduling

Purpose: The purpose of scheduling is to establish a plan in conjunction with
Leveling, updating, planning and programming.
Scheduling is an action verb – to do something – as in, to build a plan by
scheduling.
Scheduling is a function, not a position.
Scheduling is not a black-art, you must use a defined process and step-by-
step procedure for building a plan using scheduling techniques.
Use relationships between Tasks sparingly, i.e., don’t drive activities
networks from each other unless absolutely necessary.
Use WBS and Calendar (Process availability) concepts for scheduling,
don’t rely on establishing milestones and linking all activities together.
Only schedule enough work for 24 hours worth of activities.
Make sure you apply productivity factors prior to scheduling.
Ensure you’ve set your scheduling parameters in the User Preference
Fields before Scheduling.
Ensure someone is assigned the responsibility to manage the schedule on
the nightshift.
Schedule work, not resources – resources are co-ordinated in the field by
the Field Execution Coordinators. (don’t use resource calendars)
Use tabular shift schedules – don’t plot Gantt Charts for Field Execution.
Use coloured paper to print shift reports for distribution to the Field
Execution Coordinators. (photocopies can be made and distributed but
only the coloured copy should be updated and returned to the
Programmer).
Don’t print 3 Day, or 7 Day look-ahead reports for Execution
Don’t use Critical Path terminology for Turnaround – Use Longest Job(s)
Don’t monitor the plan, update it every 12 hours by using the scheduling
and Leveling techniques to produce a new plan every 12 hours.
Use ‘What-if’ and contingency planning when developing a plan by
scheduling various scenarios.
Minimize the use of Mandatory Starts/Finishes.

Best-Practices – Static Scheduling Methodology

Best-Practices Purpose: The purpose of SSM is to establish a Level I to Level III Project
Plan from strategic data provided by each Stakeholder in the Project
Management Office (PMO), e.g., Engineering, Logistics, HSE, CSR,
Procurement, Contracting, Construction, etc. A formal methodology is required
to ensure the Project Plan is established to support the Scope of Work (SoW)
and capable of meeting the contractually agreed upon scorecards without
variance; regardless of Earned-value Performance (see Lesson 11 –
Measuring Indices and EvPM)
Scheduling is a verb; an action taken by the Planning/Scheduling
Stakeholders to assist with the creation of the Project Plan. It must be
noted, however, that all PMO Stakeholders must contribute their individual
strategies to ensure an optimized Project Plan, e.g., Engineering, Safety,
Environment, Contracting, Operations, Inspection, Procurement, etc.
SSM is a manual function, not a position. A Planner/Scheduler or Planning
Engineer will typically take on the SSM manual function.
Establish Level I to Level III Project Plans by definition:
o Level I – Milestone Scorecards contractually established between
Owner/Client and Contractor
o Level II – Milestones with Level of Effort (LoE) Activities to establish
Indirect Cost and Overhead Deliverables
o Level III – Task Dependent Activities (un-Resourced)
▪ Contract Type: Fixed-price, Lump-sum or Turnkey
▪ Use the Steps feature in Primavera™ P6 to establish RoC (Rules of Credit)
for Earned-value % Complete
▪ Used for External Stakeholders, e.g., Banks, Investors, Clients (where
Level IV and V are Internal Stakeholders, containing details not required by
External Stakeholders. Here, variance is reported externally. At Level IV
and V earned-value is reported internally.
Static Scheduling Methodology (SSM) is performed by the
Planner/Scheduler—manual actions taken to produce a Project Plan:
o Using Relationships
o Using Constraints
o Using F9
Use SSM in conjunction with Dynamic Scheduling Methodology (DSM) to
establish a Project Plan that represents Project Management and Project
Controls:
o SSM = Project Management
o DSM = Project Controls

Scheduling – Step-by-Step
Step-by-Step 1. Understand that Scheduling is a process of actions, not a position. Decide
who is going to perform those actions.
2. Program all scheduling parameters and codes into the project:
• Parameters
a. Project start or finish date
b. Project calendar (24 hours)
c. WBS (Work Breakdown Structure)
d. Process Availability (Activity Calendars)
e. Phase
• Activity Codes
a. Task Type
b. Activity Type
c. Permit Type
d. Risk
e. Grid Location
f. Equipment Priority
g. Activity Leveling Priority
h. Work Type
i. Contractor
3. Apply Schedule Constraints (minimal)
a. Must Start/Finish
b. Lag
c. Start No Later Than
d. Finish On
e. Start On
4. Apply Task–to–Task (not Activity-to-Activity) relationships if required
(minimal)
5. Prioritize each Task by Equipment Type, i.e., Exchangers for Area01,
Vessels for Area02, etc.
6. Optimize the plan – “What-if” – Duration, Cost, Manpower.
7. Baseline the plan once you’ve determined the best plan.
8. Print the Shift Reports
9. Update the Activities at the end of each shift and re-schedule to a new
Data Date.
10. Optimize the plan as required.
11. Print new Shift Reports for the next shift (on different coloured paper each
shift).
12. Trend planned versus actual (variance) and make corrections are required.
13. Repeat until the Turnaround is finished (then celebrate your success).

What is the Data Date?

The Data Date is the date that is utilized as the starting point for schedule
calculations. It is the date used to schedule all remaining work.
During the Planning phase the Data Date should match the project Start
date.
FIG 8.1: Data Date, Data Date

indicated by the
dashed line in
graphics at the
right, equals
project start date
during the
Planning phase.

Total Float
The amount of time an activity can slip from its early Start without delaying
the project, or exceeding the Process Availability Calendar window.
The difference between an activity’s late dates and early dates.
Activities with zero Total Float are critical.
Late date – Early date = Total Float (TF)
FIG 8.2: The figure Types of Float
at right displays
Positive Float LS LF
the three different
types of Total
Float. ES EF
Positive Float
Zero Float (Critical)
LS LF
ES Zero Float (Critical) EF
Negative Float (Extremely Critical)
LS LF
ES EF
Negative Float
* Press F9 to bring
up the scheduling Legend
dialog box to
change the Data
Date, or re-schedule Early Dates
activities that have
been modified or
added. Late Dates
An activity’s Total Float is automatically calculated each time you schedule

the project. You cannot edit an activity’s float values directly.
Activity Networks which span the total Process Availability Calendar
window are referred to as Critical (Critical Jobs).
Activity Networks which span the total Project Availability Calendar window
are referred to as the Longest Job which determines the duration of the
Turnaround Execution Phase.

Level I (Milestones)
Use Milestones and Constraints to create your Level I Project Plan.
The common constraints used in Turnaround Management are:
Mandatory Start and Finish
Activity Network Logic Dependant
FIG 8.3: The
General tab in the
Activities Window.
3
1
7

Mandatory Start
constraint. 1. Open Project Lesson 8: Turnaround 2022 Scheduling Level I to Level III
2. Click on the General tab in the Activity Details window.
3. Click + to add an Activity.
4. In Activity Type field select Start Milestone.
5. Configure all fields as illustrated: % Complete Type, Activity Calendar 7X24

and select WBS for Level I (Milestones)
6. Rename New Activity as Feed-out.
7. Add another Activity (Finish Milestone) and name it Feed-in.

Level I (Milestones) Constraints

Use Milestones and Constraints to create your Level I Project Plan.
The common constraints used in Turnaround Management are:
Mandatory Start and Finish
Activity Network Logic Dependant
FIG 8.4: The Status
tab in the Activity
Details window
allows access to
applying
constraints.
4
1
5
Mandatory Start
constraint. 1. Highlight the Feed-out Milestone.
2. Click on the Status tab in the Activity Details window.
3. In the Constraints section click the drop-down list for Primary field and
select Mandatory Start.
4. In the Date field click the drop-down calendar and choose 01-May-22.
* Constraints can
also be added in the 5. Set the [Finish] Start-up Milestone Constraint to 01-Jun-22.
Activity Table by
inserting a column 6. Create two additional Milestones for MDEA WBS Window to create a Level
“Primary Constraint III Longest Path Activity as per illustration (04-May-22 [Handover from
and the Date” Operations] to 27-May-22 [Handback to Operations]).

Level II (Level of Effort $)

The Level II Project Plan is where all Indirect (icat) Resources and Expenses
are assigned and controlled. Level of Effort Activity are used for this purpose.
FIG 8.5: The bar
chart (Gantt)
showing the
different Activities. 1
3c
3
3a 3b
2
3
EXERCISE: Add a Steps
Level of Effort
Activity - Overhead. 1. Click + to add a new Activity.
2. Click on the General tab in the Activity Details window and select Activity
Type Level of Effort and assign WBS: STO300-8.LI1 LEVEL II (Level of
Effort $)
3. Click on the Relationships tab and create the Predecessor and Successor
to the Milestone Activities as illustrated.
4. Click on the Expenses tab and add the expense as illustrated below.
4b
4a
5. Click Schedule (F9).

Level III (Longest Path)

The Level III Project Plan is created using Task Dependant Activities (un-
Resourced) to define the Longest Path (critical/zero float).
FIG 8.6: Level III

Longest Path
(critical/zero float).
1
2
3
3a

the Level III Project
Plan Longest Path. 1. Click + to add a new Task Dependent Activity.
2. Click on the Relationships tab in the Activity Details window.
3. Link Predecessor and Successor (FS) to the MDEA Milestones.
* Use the Settings 4. Drag the Activity between the Milestones until there is zero (0) float.
tab on Project
Details to set 5. Add the remaining Activities by Copy/Paste (then rename) and assign the
Longest Path correct calendar and Duration.
Note: Settings tab in Projects

Updating (refreshing) with F9

When you schedule a project, activity dates are calculated according to
duration and logic.
Mark the Log to file checkbox to record scheduling results in a log file (*.txt).
After you schedule the project, note the change in the position of activities on
the Gant Chart. Activities are displayed according to their calculated start and
finish dates. Critical activities are displayed in red.
FIG 8.6: Mark to

create a Schedule
Log. 3
4
6
EXERCISE: Steps
Schedule the project
activities. 1. Open Project STO300-9 Lesson 9: 2022 Turnaround Scheduling
2. Confirm you are in the Activities window. (Or in the Directory bar, click
Activities.)
3. In the Tools menu (or Icon Bar) click Schedule, or F9.
4. Verify the date in the Current Data Date field, 01-Apr-22 (this date accounts
for the Pre-work Phase—you might have 01-May-22 depending on the project
you are using.
5. Mark the checkbox, Log to File.
6. Click Schedule.

Lesson 9: Scheduling Level IV & Level V 84
Lesson 9
Lesson 9: Scheduling Level IV & Level V –
DSM (Dynamic Scheduling Methodology)
Objectives
This lesson instructs Planners and Schedulers how to create and add Work
Package details to Primavera™ P6 in preparation for Level IV and Level V
scheduling (DSM – Dynamic Scheduling Methodology) to best utilize the
function of Resource Levelling. At the completion of this lesson, you will be
able to:
Establish calendars for various activity types
Establish Process Availability calendars to manage the Work Breakdown
Structure
Shifting – defining worktime and nonwork time
Open Lesson 9 in Primavera™ P6: Scheduling Level IV & Level V

WO Tasks and Activities

Tasks
Tasks are created as the second lowest level of a Work Breakdown Structure
* Activities make up and may either be added to the Work Breakdown Structure or created as an
the network of steps Activity Code.
required to complete
In the case of a Shutdown or Turnaround, Tasks are generally created as
a task.
an Activity Code for a couple of reasons.
• First, Tasks are usually created as Work Orders, which in most
industries are created in the CMMS (Computerized Maintenance
Management System) such as Maximo, SAP, etc. Once they have
been created there they can be transferred electronically to your
project (if you transfer them electronically they will come over to
Primavera as Activity Codes at the Global Level).
• Second, there are typically more than 500 Worklist Items (Work
Orders) for any given turnaround. It takes too much effort to create
this detailed of a Work Breakdown Structure.
A Task describes the one-line header, content, of the Work Order; for
example: Open, Clean, Inspect. Or, Service PSV, etc.
When grouping and sorting for the purpose of planning and adding
activities you should group by WBS and then by the Activity Code created
for the task which will generally be called Work Order, or Task; you should
sort by this Activity Code field first, then by Activity ID.
Activities
Activities are the fundamental work elements of a project. They are the lowest
level of a Work Breakdown Structure and the smallest subdivision of work that
directly concerns the project manager.
Activities are added as steps, or operations, required to complete each
task; for example: Erect Scaffold, Remove Insulation, Blind, Purge,
Remove Channel Cover, Remove Channel Head, Pull Bundle, etc.
Activities are linked by creating relationships to form an Activity Network
(or more commonly referred to as: Equipment Logic)
Building Activity Networks is part of Planning, not Scheduling.
Do not link activities from one network to another (one task to another), this
is Scheduling and will be explained later in the Scheduling Lesson.
The Activities window provides the option of viewing data in top/bottom
layouts.
• Most detailed work unit tracked in a project schedule.
• Contains all information about the work to be performed.

Activity Components
Activities contain all the detailed requirements for completing a task.
Activity ID and Description
Equipment Type and Description
* Activities are Crew Size and Duration
operational steps
Equipment (cranes, vac trucks, etc)
that are executed in
a logical sequence Tools
to complete a task. Materials
Calendar
Activity Codes
Work Procedures
Relationships within the Network (FS,SS,SF,FF)
OBS &
WBS Activity ID
Expenses &
Description
Activity
Roles & Type
Resources
Assignments
Duration
Constraints
Activity Dates
Steps /
Procedures
Calendar
Assignment
Notebook /
Feedback
Activity
Codes
Logic
Relationships Duration &
Percent
WPs & Docs Complete
Types

Level IV (Task Dependent, with or without Steps)

The Level IV Schedule (Project Plan) is created using Task Dependant
Activities (Resourced or un-Resourced, with Steps or without Steps—these
are the preferred method of measuring % complete (rules of credit) on lump-
sum/fixed price work, so you should always consider using Steps on Level IV
Project Plans).
Note: You can also create Step Templates. See more at the end of this
manual under: Supplemental Materials – Adding Steps.
FIG 9.1: Level IV
(Task Dependent
Activities)
1a
1
2
4a
3a 3b
Steps
EXERCISE: Add
Resources and 1. Under the WBS Element, WBS: Level IV (Task Dependent Lump-sum) click
Expenses. to Add an Activity
2. Name the Activity Piping Replacement Stabilizer Reflux Drum.
3. In the Resource tab, add a Welder for 120h Dur and Crew of 3h/h.
4. In the Steps tab, click Add From Template and select
5. Repeat these steps to create a few more Level IV Activities

Level IV (Task Dependent, with or without Steps) cont’d for

setting General tab defaults
FIG 9.2: Level IV

(Task Dependent
Activities) setting
the Activity
defaults.
1
2
2a 2a 2a
3 3a
EXERCISE: Add Steps

4
Resources and
Expenses. 1. Select the General tab in Activity Details.
2. Set the defaults as per the illustration.
3. Confirm WBS element and Primary Resource.
4. Note: in the Projects (details window) be sure

to go to Calculations tab and check the check
box for Activity percent complete based on
activity steps to ensure Physical % calculates as
it should during progressing and updating.
4a

Copy a Work Package Plan (Level V - W/O Task

Activities Plan)
* The Task is the
Work Order Header
One of the easiest ways to create a Work Package Plan (W/O Task Activities)
Description created is to copy an existing plan. If you have similar equipment and work type, you
as an Activity Code can highlight the Activities and copy them, then paste them in the correct WBS
at the Project Level. element and assign a new Task W/O. If you need to, you can modify the
Activities or details after copying.
FIG 9.3: The 1

Planning Layout
grouped by Equip
Type / Task W/O.
1a
2a
2
3a 3
3c
3b
Steps
EXERCISE: 1. In the Activities window, using the Turnaround 2022 Planning Layout, go to
Copy/Add a Work Task W/O 12346 EXCHANGER RETUBE and highlight all the Activities
Package Plan. using Shift or Ctrl button, then right-click and select Copy.
2. Right-click on a highlighted Activity and click Paste.
3. Click on Activity Codes on the Command bar and choose Task W/O 12347
OPEN/CLEAN/INSPECT, then click Add .

Level V (Resource Dependant DSM)

Fig: 9.3: The Fig: 9.3: The settings in the General tab for Level V (Resource Dependent
General tab in DSM) Activities are required before Resource Leveling can occur.
Activities Details.
FIG 9.4: The

Activities
Window with 2
Assign Activity
Codes dialog box
for adding WO
Task to Work 3a
Packages.
3
3b
EXERCISE: Assign Steps

a Project Activity
Code Task W/O and
Equip Type. 1. Open Project Lesson 9: Scheduling Level IV & Level V – DSM.
2. Go to the Activities Window and ensure you have selected Turnaround

2022 Planning Layout.
3. Using your Shift key, select all the Activities under Task W/O: 12345
OPEN/CLEAN/INPSECT; then open the Assign Activity Codes dialog box
and select Activity Code: Equipment Type EXCH EXCHANGER.
4. Refresh the layout with F5 Key.

Assign Task W/O DSM Priorities

* You can prioritize
Task W/O using
Prior to Resource Leveling (DSM—Dynamic Scheduling Methodology) you will
several available need to prioritize each Task W/O based on your Execution Strategy. This will
fields in preparation ensure that Primavera™ P6 assigned the available Resources to the highest
for DSM (Resource priority equipment as it becomes available.
Leveling)
FIG 9.5: The Level

Resource dialog 1
box with DSM
Priority field. 4
1a
2
3
3
Steps
EXERCISE: Set
DSM Priority for 1. Open the Turnaround 2022 Scheduling Layout and right-click to open the
Resource Leveling. Columns dialog box.
2. In the Leveling Priorities dropdown select DSM Priority from Activity Codes
– Global.
3. Move DSM Priority over to the right, to Selection Options; then move it
down using the nav-buttons (place it between Time (Calculated) and Start
fields.
4. Click OK; then click OK.

Lesson 10: Resource Leveling 92
Lesson 10
Lesson 10: Resource Leveling
Objectives
This lesson describes how to use the power of Primavera™ P6 to Schedule
and Level (Dynamic Schedule Management) based on programming and
scheduling algorithms. You will learn to:
Setting User Preferences and Resource Leveling Parameters
Establish a Level IV Project Plan
Resource Leveling (DSM – Dynamic Scheduling Methodology)
Optimize a Plan for Cost, Duration, Resources
Open Lesson 10 in Primavera™ P6: Resource Leveling

Setting Resource Leveling Parameters

Setting preferences prior to Leveling is important for time-driven Shutdowns
and Turnarounds.
FIG 10.1: The Level

Resources dialog
1
box for setting
preferences.
3a
EXERCISE: Steps
Resource Leveling –
Setting Priorities. 1. Open the Level Resources dialog box from the Tool Bar
2. Select the options as per the illustration (Fig 10.1).
3. Under Leveling Priorities dropdown list select DSM Priority (you can also
select other fields, such as Total Float, or custom fields you’ve created, and
you can sort by Ascending/Descending or Hierarchical—you would use
Hierarchical for WBS, for example.
Note: Resource Leveling can either by based on Time (duration) limitations or
based on Resource (crew) limitations. Shutdowns and Turnarounds are
typically Time limited; therefore, you would use the preference settings
illustrated.

Setting Resource Availability

Resource are available based on Max Units/Time, Calendar (Productivity
Factor – PF) and/or Mobilization Schedule.
FIG 10.2: The

Resource Window
(table) showing 1
Resource
Availability.
1
a
2
2
EXERCISE: Setting Steps 3a

Resource
Availability and PF 1. Open the Resources Window and highlight Welder.
2. Change the Max Units/Time (Crew Size) to 6h/h.

3. Highlight Welder and set the Max Units/Time (Crew Size) as illustrated by +
Add and selecting the calendar time of availability.

Setting Resource Availability – cont’d

Choosing the PF (Productivity Factor) using custom calendars.
FIG 10.3: The
Details tab in the
Resources 2
Window.
1b
1
a
Note:
Steps
EXERCISE: Setting
Resource 1. In the Resources Window for Welder, click on the Details tab and select the
Availability. calendar PF 1.4 – 65%.
2. In the Activities Window, open Layout: Turnaround 2022 ‘What-if’ Layout.
3. Confirm the availability of Resources in the profile.
Note: You can select multiple Resources using your Ctrl or Shift Key in the
Display All Resource box.

Resource Leveling - cont’d

Resource Leveling Below are definitions of field in the Level Resources dialog box:
Automatically level resources when scheduling –Mark to level resources
each time you schedule your project.
Consider assignments in other projects with priority equal/higher than – If
this option is set to 5, projects with priority of 1-5 are considered higher
priority than the project being leveled.
Preserve schedule early and late dates
• If marked, the project’s current early and late dates are retained.
• If unmarked, the current scheduled early and late dates are
overwritten by the leveled dates.
 Total float is calculated based on leveled dates.
Recalculate assignment costs after Leveling
• Leveling may change an activity’s dates. The leveled dates may push
the resource assignment into a different Effective Date, which could
change the price/unit.
• Primavera will recalculate the costs based on the new price/unit,
which is based on the Effective Date of the resource assignment and
the new leveled dates.
Level all resources
• Mark to level all resources.
• Clear and click Select Resources to specify the resources to be
leveled.
Level resources only within activity Total Float
• Mark to delay activities with resource conflicts up to their late finish
dates.
 Type the minimum amount of total float to preserve.
 Specify the maximum percentage by which the resource may be
over allocated.
Leveling priorities – Use to handle scheduling conflicts that can occur
during Leveling by specifying which project/activity is leveled first.
Log to file – Mark to create a log report of the Leveling process.

Selecting Resources
▪ Decide which resources to level within the project.
▪ Displays the Max Units / Time defined in the Resource window.
FIG 10.5: Select a
resource to level.
2 3a
2a
EXERCISE: Level Steps 1

on limited
resources. 1. Open the Level Resources dialog box.
2. Click Select Resources and select Welder and BP Bundle Puller.
3. Click OK then Level.

Note: Selecting the limited Resources, such as Inspectors, Welders,
Operators, Bundle Pullers, etc. is the best method for leveling, given that
Resources like Labourers are more readily available; therefore, allowing P6 to
create an optimized plan with limited resources and show you how many
supporting resources would be required, e.g., how many Labourers.

Optimizing the Project Plan
FIG 10.6: The

Optimum Project
Plan uses Cost,
Resource and
Time.
EXERCISE: Level to Steps

optimize the Project
Plan by DSM 1. Select Level resources only within activity Total Float
Priority.
2. Select DSM Priority field in Leveling priorities

Viewing the WBS & Phase Windows of Time/Float

Use the Curtain to establish a visual of the WBS & Phase Windows of Time
and the Float Bar to show Remaining Float.
FIG 10.7: The
Curtain is used to
show the WBS &
Phase Windows of
Time/Float.
Steps
EXERCISE: Create
a Curtain for WBS & 1. Right-click in the Gantt Chart area and select Add Curtain.
Phase Window of 2. Configure your Curtain Attachment by Start Date / Finish Date and format
Time/Float. as you like it.

Setting Defaults for Resource Leveling Histograms

To properly view the Resources and information you want to display when
scheduling with Resource Leveling, you need to set the following defaults.
FIG 10.8a/b/c/d:
Default settings for
viewing Resource
Histograms.
1a
2a
2
EXERCISE: Set the

correct defaults for
Steps
viewing Resource 1. Set the defaults as per the illustrations above.
Profile Histograms. 2. Click Time Period checkbox and click on Sat/Sun in the Histogram Bar
Chart to filter only on Activities for those days. View Activities in Gantt
Chart.

Setting Resource Usage Profile Options

Optimizing the Project Plan requires that you run Resource Leveling scenarios
to determine just the right amount of Cost, Resources and Time.
FIG 10.9: The
Resource Usage
Profile showing
availability and
Activity Float.
EXERCISE: Set
Steps
Resource Usage
Profile Options. 1. Adjust the Resource Calendar for Welder and Resource Level again.

Optimizing/Analyzing the Project Plan

Optimizing the Project Plan requires that you run Resource Leveling scenarios
to determine just the right amount of Cost, Resources and Time.
FIG 10.10: The
Resource Usage
1
Profile showing
Crew limits.
3/4
Steps
1. Open Lesson 10 and select Layout Turnaround 2022 ‘What-if’ Layout.
2. Adjust the Resource Calendar for Welder to 25-May-2022 from 19-May-
2022 with 0h/h.
3. Resource Level again and review Welder Histogram Profile.
EXERCISE: Adjust 4. Increase Welder Crew Size and continue Resource Leveling until you
the Resource optimize the Project Plan.
variables for Welder.

Mission Control
DRIVING STO events requires a team of individuals dedicated to strategic
v planning (Plan2Plan), Work Package Planning, and Execution Control. We
call this team, the Mission Control Team.
FIG 10.8: The During the Execution Phase of a STO event, it will be necessary to control the
Resource Usage plan each day/shift by re-scheduling (DSM – Dynamic Scheduling
Profile showing Methodology) to create a revised and recovery plan due to changing
availability and conditions.
Activity Float.
The Mission Control center must be established in or near the units and be
available on nightshift for Field Execution Coordinators, Planners, Scheduler
(Facilitator), Process Operations, Logistics, and Safety.
The purpose of Mission Control during the Execution Phase of the STO event
is to allow for review and re-scheduling (prioritising) work to be done in the
next 24 hours, and to ensure there will be sufficient resources, tools,
materials, etc. to earn (%) what has been scheduled, and to revise any plans
that require changes in order to meet key Milestones.
The result of this session (typically held between 04h00 – 0500 (nightshift)
after progressing updates are entered in to P6 and F9 (Data Date) has been
moved to 08h00 (or start of Day Shift).
A Daily Shift Report is issued prior to the beginning of Day Shift, with 24-hour
look-ahead (Warning: do not issue Gantt Charts to Execution Team, and
never issue a 3- or 7-day Look-ahead; these are only for Logistics
Coordinators and Superintendents.

Example Example: Daily Shift Report

In Lesson 12 you’ll be creating a Daily Shift Report (example below) where you
can filter by 24-hour Look-ahead by Responsible Manager, or Contractor, or
WBS, for example.
Tip: Print your Daily Shift Report on different coloured paper each day so that
you can track which report comes back from the field each night.
Tip: Create Reason codes so you can track
reasons why you might not have achieved
the Earned-value % Complete you requested.
Tip: Do not put time and or duration or hours
on your Daily Shift Report for Level III or IV
Lump-sum or Fixed-price Activities, to avoid
having Earned-value vs. Planned/Actual not
sufficient for greater than 1.0 PF Tool-time.

Workshop Workshop: Resource Leveling (Optimizing the Plan)

Health Check: By now you should have your project created
with the WBS defined , Calendars created , Activity Codes
defined , Planning Layout created , Field Estimating Form
created , Work Orders and Activity Networks ,
relationships and activity constraints have been added ,
established equipment (Work Order) priorities  and you’re
now ready to copy the project and create a What-if project to
begin optimizing the plan .
Background
You are responsible for optimizing the plan to achieve the established KPIs
with the least amount of resources, outage duration, and cost.
Objectives
1. Run various ‘What-if’ scenarios on your Project Plan to optimize Resources.
a) Change the Resource Calendars
b) Create additional Resource Calendars for 7 X 24 X 2 (7 days/week, 24
hours/day, 2 shifts)
c) Adjust Resource Max Units / Time
d) Change DSM Priority
e) Create various PF Resource Calendars

Lesson 11: Saving a Baseline 106
Lesson 11
Lesson 11: Saving a Baseline
Objectives
This lesson describes how to set a Baseline for your project. You will learn to:
Maintain a Baseline
Assign a Baseline
View the Baseline bars in the Gant chart
Use the Baseline to measure Variance
Open Lesson 11 in Primavera™ P6: Saving a Baseline

Baselines
A baseline is only used at the beginning of a STO event to establish the
Planned Curve and then during the Execution Phase to measure Milestone
Variance ONLY (see Earned-value section for more details).
A baseline is a copy of a project that you can compare to the current project to
evaluate progress. Create a baseline plan before updating a schedule for the
first time.
Baselines provide a target against which you can track a project’s cost,
schedule and resource performance.
Baseline functionality in Primavera enables you to:
Save an unlimited number of baselines per project.

Designate one project baseline and up to three user baselines at a time for
comparison to the current project.
Assign a baseline type to categorize a baseline. Examples include initial
planning, what-if, or mid-project baselines. Baseline types can help you
benchmark performance across multiple projects.
FIG 11.1:
Baseline,
indicated by black
bar, is used to
compare schedule
performance
against current
project, indicated
by shaded bars.

Creating a Baseline
You can create a baseline either by:
Copying the currently opened project.
Converting another project into a baseline.
When you create a baseline, you must select the project to which it is
associated. Baselines can be assigned only to opened projects. All opened
projects are displayed in the Maintain Baselines dialog box.
FIG 11.2: Baseline

is created.
3
4
Steps
EXERCISE: Create
a baseline. 1. Open Project STO300-11 Lesson 11: 2022 Turnaround Saving a Baseline.
2. Click Project in the Menu and select Maintain Baselines…
3. Verify that the project to which you are associating the baseline, Lesson 11:
2022 Turnaround Saving a Baseline is selected.
4. Click Add.
5. Verify that Save a copy of the current project as a new baseline is selected.
6. Click OK.

Categorizing the Baseline

Assign a baseline type to categorize the baseline based on how you intend to
use it. For example, the Initial Plan baseline type can be used for your initial
project plan. Another baseline type, Mid-Project Status, can be used after the
project is underway. Baseline types are also useful in organizing multiple
baselines in a project.
FIG 11.3: Select a
Baseline Type to
help categorize
project baselines.
1 4
3
EXERCISE: Steps
Rename the
baseline and 1. Select a baseline, Lesson 11: 2022 Turnaround Saving a Baseline – B1
designated it as the
What-if Project Plan 2. In the Baseline Name field, type What-if Optimizing the Project Plan
Baseline.
3. In the Baseline Type drop-down list, select What-if Project Plan Baseline.
4. Click Close.

Assigning a Baseline
Use the Assign Baselines dialog box to choose a project baseline and/or user
baseline for the project. If no baseline is designated as active, the current
project plan is used as the baseline.
Project baseline is the baseline selected by the project manager for the
project.
• Used for schedule, resource and cost comparison.
User Baseline assignments are user-specific.
• Used for schedule comparison only.
• Each user can choose a different baseline for comparison to the
current project.
FIG 11.4: Select
the newly created
baseline as the
Project Baseline 1
and the Primary
User Baseline.
Steps
EXERCISE: Select 1. In the Projects menu, click Assign Baselines.

the newly created
baseline as the 2. In the Project Baseline drop-down list, select What-if - Optimizing the
Project Baseline. Project Plan.
3. Click OK.

Viewing Baseline Bars

The Bars dialog box allows you to modify the type, size, colour, row position
and shape of the bars displayed in the Gantt Chart.
Timescale – Bar is drawn based on the timescale selected, for example,
Actual Bar drawn from Actual Start date to Actual Finish date.
Filter – Bar is drawn for all activities that match the criteria listed in the
filter displayed.
Bar Style Tab
The Bar Style tab enables you to specify the shape, colour and pattern of the
bars and endpoints.
Shape – Shape of the selected bar’s start endpoint, the bar itself and the
finish endpoint.
Colour – Choose the selected bar’s start endpoint colour, the colour of the
bar itself and the colour of the finish endpoint.
Pattern – The fill pattern of the selected bar.
Row – Displays the position of the bar on the Gantt Chart.
FIG 11.5: The Bar

Style tab enables
you to specify the
shape, colour,
pattern and row of
bars in the Gantt
Chart.
EXERCISE: Display Steps

Bars dialog box.
1. In the Layout Options bar, click Bars.

Displaying Baseline Bars

* Relationship lines By displaying baseline bars in the Gantt Chart, you can visually compare the
are drawn from the baseline plan’s schedule dates to the current project plan’s schedule dates.
first visible bar in the In addition to bars displayed by default, you can create additional bars based
Bars dialog box. on date fields and filters.
Select a value in the Row field to determine placement of a bar in the Gantt
Chart.
3
FIG 11.6: Mark the
Display checkbox
next to bars if you
wish to display in
the Gantt Chart.
1
EXERCISE: Display
baseline bars. Steps
1. In the Display column, mark a checkbox next to Project Baseline Bar.
2. In the Row field in the Bar Style tab, verify 2.
3. Click OK to close the Bars dialog box.

Customizing the Activity Table

You can further customize the layout by choosing display options for the
Activity Table. These include the font of the text and the height of the rows,
which can be specified in the Table, Font and Row dialog box.
FIG 11.7: Use

arrows to manually 2
increase/decrease
row height.
6
EXERCISE: Change Steps

row height in Activity
Table.
1. In the Layout Options bar, click Show on Bottom, No Bottom Layout.
2. In the Layout Options bar, click Table, Font and Row.
3. In the Row Height section, clear a checkbox, Keep Current Row Heights.
4. Select an option, Select height for all rows.
5. Use arrows to increase row height to 24.
6. Click OK.

Bar Labels Tab

Labels can be placed on any of the bars listed in the dialog box. By adding
dates to the bars, you can quickly determine the Start and Finish dates of
activities in the Gantt Chart.
FIG 11.9: Finish
and Variance – BL
Project Finish Date 7
are selected as
labels.
3
4
5 6
Steps
1. In the Layout Options bar, click Bars.

EXERCISE: Add
Bar Labels to the
Project Baseline. 2. Select a bar, Project Baseline.
3. Click the Bar Labels tab.
4. In the Label column drop-down list, select Planned Start.
5. Click Add.
6. In the Label column drop-down list, select Planned Finish.
7. Click OK to close the Bars dialog box.

Lesson 12: Creating Reports & Dashboards 115
Lesson 12
Lesson 12: Creating Reports & Dashboards
Objectives
This lesson describes how to develop and save reports for reporting on
performance and issuing execution activities and instructions. You will learn
to:
Reporting Best-practices
Grouping Reports
Import/Export Reports
Creating the Daily Shift Report with Report Wizard
Creating the Earned-value Performance S-curve Report
Creating Dashboards
Open Lesson 13 in Primavera™ P6: Updating & Progressing

Best-Practices Best-Practices - Reporting

There are many methods to distribute schedule, resource and cost
performance information to the project team, including:
• Printed layouts (plotting Gantt Charts)
• Printed reports from the Report Wizard
• Printed reports from Report Writer
• Project Web Site
• Timesheets
• Primavera Web Applications
Use Shift Reports for during the Execution Phase of the Turnaround.
Develop a report distribution list and create a Batch Report group.
Get buy-in from everyone on the distribution list as to the look and content
of the reports. If they don’t like it, or were not involved in the development,
they won’t use it.
Only distribute one copy of a Shift Report and print it on a different colour
of paper each day. The owner of the Shift Report can photocopy and
distribute as many white copies as they wish, however, they should only
update and return the coloured copy to the Scheduler/Programmer.
Don’t plot Gantt Charts to be used for the Execution Phase, use Shift
Report instead; use plotted Gantt Charts for display and analysis only.
Ensure you have sufficient paper and printer cartridges prior to the
Execution Phase.
Only put enough information on a report that is required, don’t confuse
Field Execution Forces with too much data.
Save and file all updated Shift Reports for future reference.
Plot in colour, print in black and white.
Use the pdf feature for off-shore paperless platforms and email the Shift
Report to each Area Coordinator.
Use reporting data to export into a spreadsheet for performance and
trending curves (s-curves).
Preview your reports before printing.

Reports Window
The Reports window displays reports for schedule, resource and cost.
FIG 12.1: The

Reports Window. 6
1
2a
2
5
4
Table 12a: Reports

Item Functionality
Window
Displays options for adding, editing or running

1. Command bar
reports.
2. Reports List Displays the list of reports available to this project.
Reports can be global or project-specific. Global

3. Report Scope
reports link to Portfolio Analysis.
4. Report Group Each report can belong to one report group.
5. Report Name Displays the user-defined name of the report.
Click to sort and filter the reports, define

6. Display Options bar
fonts/colours.
EXERCISE: Open Steps

the Reports Window
and view reports. 1. Open a project, STO300
2a. In the Directory bar, click Reports.

Grouping Reports
FIG 12.2: Creating
Groups for your
Reports.
5
2
3

Report Groups.
1. Click Tools on the Menu bar, then Reports, then Report Groups.
2. Click Add.
3. Create a Report Group called: STO Navigator.
4. Use the Indent (Hierarchy) buttons to create Report Groups as illustrated.
5. Click Close.

Import/Export Reports
FIG 12.3: Right-
click in the Reports
window to
Import/Export
Reports
2
1
3
5
EXERCISE: Import Steps

a Report.
3a
1. Right-click in the Reports window.
2. Click Import…
3. Select Daily Shift Report.erp and Click Open.
4. Select Import and create a new report and click OK.
5. Click OK.

Create a Daily Shift Report with Report Wizard

FIG 12.4: Choose
to create a new 1
report, modify a
report, or use
current screen.
2
3
a report using the
Report Wizard. 1. In the Command bar, click Add.
2. Verify the option, New Report.
3. Click Next.
Select Subject Area
FIG 12.5: Select

Activities as the
first subject area.
1
1a
Steps
1. Select subject areas as illustrated using the transfer buttons (Activities,
Activity Resources and Role Assignment, Activity Steps).
2. Click Next.

Configure Selected Subject Areas

Select the columns you would like to use in the report.
FIG 12.6: Click

Columns to
specify columns to
display in the
report.
1 2
3
3a
EXERCISE: Select Steps

the columns you
want to display in 1. Select Activities. 3b
your report.
2. Click Columns.
3. Use the arrows to select the fields from the Available Options to the
Selected Options columns as illustrated. Edit Column… feauture can be
used.
4. Click OK.

Grouping and Sorting the Report

Select the grouping and sorting you would like to use in the report.
FIG 12.7: Click

Group & Sort to
specify how the 1
report will be
grouped and
sorted.
4
3
3b
3a
4a

the fields you want
to group and sort 1. Select Activities.
on.
2. Click Group & Sort.
3. Select Group by fields WBS, Equipment, Task W/O and configure as

illustrated.
4. Click Sort and sort by Task W/O.
5. Click OK.

Adding a Filter to the Report

Select the filter you would like to use in the report.
FIG 12.8: Click

Filter and then
specify additional
filter criteria.
1
5
3
4
2

the filter you want to
apply to your report. 1. Click Filter.
2. Click Add to add a line to the filter.
3. Double click on Parameter and select All of the following.
4. Create the filter as illustrated, ensuring DD+24H is entered manually for

High Value on the first query line.
5. Click OK.

Configure Selected Subject Areas (continued)

FIG 12.9: Click

Columns to
specify columns to
display in the
report.
2
1
3
3a
3b

the columns you
want to display in 1. Select Activity Resource and Role Assignments.
your report.
2. Click Columns.
Selected Options columns as illustrated. Edit Column… feauture can be
used.

4. Click OK. (Note: Group & Sort and Filter are not required)
Configure Selected Subject Areas (continued)

FIG 12.10: Click

Columns to
specify columns to
display in the
report.
2
1

the columns you
want to display in 1. Select Activity Steps.
your report.
2. Click Columns.
Selected Options columns as illustrated.
4. Click OK. (Note: Group & Sort and Filter are not required)

Adding a Report Title
FIG 12.13: Type a

report title.
Steps
EXERCISE: Create
a report title. 1. Type a descriptive report title <Daily Shift Report by WBS>.
2. Click Next.

Generating the Report
FIG 12.14: Click

Run Report and
verify that Print
Preview is
selected.
Steps
EXERCISE:
Generate the report. 1. Click Run Report.
2. Verify that Print Preview is selected.
3. Click OK.

Print Preview
You can preview the report before printing. To print, click the Print Icon .
FIG 12.15: Report

is displayed in
Print Preview. 1
2
EXERCISE: Preview Steps

the report in Print
Preview. 1. Click to zoom in on the report.
2. Click to close Print Preview.

Saving your Report

After reviewing your report, you can save it and assign it to a specific report
group.
FIG 12.16: Click to
save the report.
Steps
EXERCISE: Saving
the report. 1. Click Next.
2. Click Save Report.
3. When prompted, click OK.
4. Click Finish.

Using Batch Report Printing

FIG 12.17: Batch
Reports option.
FIG 12.17a: Create

a Batch Report 1
Group and add
reports.
6
2
4
3
5a
5b
Steps
EXERCISE: Create
a Batch Report.
1. Click Tools on the Menu bar, then Reports and Batch Reports…
2. Select Global.
3. Click Add.
4. Create the Daily Shift Reports batch.
5. In Reports section, click Assign and assign the Daily Shift Reports.
6. Click Close.

Create an Earned-value Performance Report (S-curve)

FIG 12.18: Choose
to create a new 1
report, modify a
report, or use
current screen.
2
3
a report using the
Report Wizard. 1. In the Command bar, click Add.
2. Verify the option, New Report.
3. Click Next.
Select Subject Area
FIG 12.19: Select

Time Distributed
Data and Activities
as the subject
area.
1
2
Steps
1. Check the Time Distributed Data box.
2. Select Activities from the Select Subject Area as highlighted.
3. Click Next.

Configure Selected Subject Areas

FIG 12.22: Click

Columns to
specify columns to
display in the
report.
1 2
3a 4

the columns you
want to display in 1. Select Activities.
your report.
2. Click Columns.
Selected Options columns as illustrated (WBS).
4. Click OK.

Grouping and Sorting the Report

Select the grouping and sorting you would like to use in the report.
FIG 12.21: Click

Group & Sort to
specify how the
report will be 1
grouped and
sorted.
4
3a 3b
3c
4a

the fields you want
to group and sort 1. Select Activities.
on.
2. Click Group & Sort.
3. Check the Display Options and add WBS in Group By (uncheck Indent) and
select Bottom in Show Totals box.
4. Click Sort and sort by WBS (Sort Order = Hierachical).
5. Click OK.

Date Options
Select the Date Options and Timescale you would like to use in the report.
FIG 12.22: The

Date Options
where you set
Timescale and
Time Interval
Fields.
2 4

the Timescale data
and format. 1. Check the Date Options Check Boxes as illustrated.
2. Click Timescale…
3. Configure the Timescale options as illustrated.
4. Click OK.

Date Options – cont’d

Select the Time Interval Fields you would like to use in the report.
FIG 12.23:
Selecting the Time
Interval Fields.
3a
3b
3
3c

the Time Interval
Fields and format. 1. Click the Time Interval Fields…
2. Click Timescale…
3. Select the Time Interval Fields from the Available Options (left-side) using
the arrows as illustrated, using the Edit Column dialog box to customize and
format the fields.
4. Click OK.

Adding a Report Title
FIG 12.24: Type a

report title.
Steps
EXERCISE: Create
a report title. 1. Type a descriptive report title <WBS EvP Manhours S-curve Report>.
2. Click Next.

Generating the Report
FIG 12.25: Click

Run Report and
verify that ASCI
Text File is
selected.
1a
Steps3
EXERCISE:
Generate the report. 1. Click Run Report (Ensure Format Numbers is checked).
2. Verify that ASCI Text File is selected (as illustrated)
3. Add Notes if desired.
4. Click OK.

Viewing the Report in MS Excel

Viewing and Customizing the report in MS Excel
FIG 12.26: Report

is displayed in MS
Excel.
EXERCISE: Viewing Steps

the report and
customizing in MS 1. Open the report from its file location where you saved it as a .csv and copy
Excel. the field data you need to place in the MS Excel S-curve chart.

Saving your Report

After reviewing your report, you can save it and assign it to a specific report
group.
FIG 12.27: Click to
save the report.
Steps
EXERCISE: Saving
the report. 1. Click Next.
2. Click Save Report.
3. When prompted, click OK.
4. Click Finish.

KPI Dashboard in Excel Format

Primavera™ P6 reports can be used to export data out of P6 in .csv format (MS
Excel) to drive KPI Dashboards as in the example below.
FIG 12.28: KPI
Dashboard with
Excel format.
2
3
2a
EXERCISE:
Steps
Saving the report. 1. Open Reports table.
2. Select (right-click) WBS EvPM Manhours S-curve Report and click Run
Report from the menu.
3. Select Delimited Text File from Send Report To dialog box.
4. Click OK (this will generate a .csv file you can open in MS Excel)

Lesson 13: Updating & Progressing 141
Lesson 13
Lesson 13: Updating & Progressing
Objectives
This lesson describes how to update activities with percent complete and
actual start and finish times. You will learn to:
Show in-progress activities
Choose a layout for updating
Get updates from field execution and operations teams
Advance the Data Date
Re-schedule and level to establish a shift-schedule report
Open Lesson 13 in Primavera™ P6: Updating & Progressing

Best-Practices – Updating the Plan

Best-Practices Health Check: By now you should have the plan optimized
and saved as a Baseline , Shift Reports are created ,
Roles and Responsibilities (OBS) has been defined  and
the execution of activities has commenced with the
distribution of the first Shift Report for Day 1, Shift 1 of the
Turnaround .
Only completed work can ever be behind the Data Date line.
The Data Date line must be updated each shift following the updating
process of Activity Percent Complete.
Sort the entire plan by Start date, then by Activity ID.
Create an Updating Layout that contains the same Columns, Group and
Sort and Filters as you used for designing the Shift Report.
Don’t try to capture actual start and finish times on all activities; the effort is
not worth the impact. Do this only for lengthy and critical Tasks.
Establish an updating session agenda for Field Execution Coordinators by
Area that allows each one of them to update the Scheduler/Programmer
one-on-one, i.e., beginning two hours before the end of each shift have the
Field Execution Coordinators return to the Planning Centre with their
updated coloured copy of their shift report indicating percent complete on
all activities forecast to the end of the shift.
Do not allow Field Execution Coordinators to use anything other than 25,
50, 75, or 100 percent complete on any activity.
Establish a re-scheduling session agenda for Operations Coordinators by
Area that allows each one of them time to review the upcoming list of
activities (Shift Report) and make programming changes as required,
based on what got done on their shift, what didn’t get done, what’s ready,
what’s not ready, re-prioritize and review the amount of hours of work
scheduled versus the man-hours available to complete the work. A new
plan will be produced each shift based on site conditions.
Ensure you have the Shift Schedules printed for distribution one hour prior
to the start of the next shift. Failure to do this will result in The Three
Basemen losing faith in the ability of the Planning Department.
Do not generate look-a-heads! Only schedule enough work for one shift. If
you give Field Execution Coordinators a three-day look-ahead they’ll work
on things that either aren’t ready, or they’re not prioritized correctly. Look-
a-heads are for those who don’t know how to drive a Project Plan.

The Data Date

The Data Date is set each shift just after updating Activity Percent Complete
and just prior to creating a new plan for the next shift.
FIG 13.1: The
Data Date,
indicated by the
dotted line in
graphics at right,
is utilized as the
starting point for
schedule
calculations.
1. The Data Date is set in the Schedule dialog box after you’ve updated Activity
Percent Complete.
Any activity that hasn’t been updated with a percent complete will be re-
scheduled to begin on Day 5, Shift 1 (01-May-22 12:00).
FIG 13.1a: The

Schedule dialog
box showing the
updated Data
Date.

The Data Date - cont’d

You can format the Data Date to your preference in the Bar Chart Options
dialog box.
FIG 13.2: In the Bar

Chart Options
dialog box you can 2
format the Data
Date. 3 5
Steps
EXERCISE: Format
the Data Date. 1. Right-click in the Gantt Chart area.
2. Select Bar Chart Options.
3. Select the Data Date tab.
4. Format the Data Date to your preference.
5. Click OK.

The Updating & Progressing Layout

The Updating Layout allows you to quickly update activity progress in the
order that the activities were scheduled on the Shift Report for each Field
Execution Coordinator.
FIG 13.3: Activity
Table showing the
Updating Layout
which is designed
with the same
Columns, Group
1
and Sort and
Filters as the Shift
Report.
Steps 2
EXERCISE: Open
the FPSO Project
Updating layout. 1. Open Layout: Turnaround 2022 Updating & Progressing
Note: Now is a good time to save (Export) your Project Plan, just before
updating. It is suggested that you Export your Project Plan each shift, prior to
Updating.
3. Click Export… and follow the prompts for Primavera PM –(XER).

Progress Spotlight
Progress Spotlight creates a visible updating period between the current Data
Date and the next status date (beginning of next shift). It also provides a
highlighted list of activities that should have percent complete status during
the last shift (these are the activities that appear on the Shift Reports).
FIG 13.4: Click icon

to activate
Progress Spotlight. 1/2
Steps
EXERCISE: Activate
the Progress 1. Click the Progress Spotlight icon on the Tool bar to activate the Progress
Spotlight. Spotlight.
Progress Spotlight establishes an updating period of one shift from the

current Data Date which covers off the time period of the last 24 hours.
Click and drag the right edge of the Spotlight to increase/decrease the
updating period.
2. Click the Progress Spotlight again to de-activate it.
Use the Progress Spotlight again when after you re-schedule (F9 with new
Data Date for next shift) to show the activities planned for the next shift.
This will assist the Field Execution Coordinators with determining which
activities can be left on the plan and which ones need to be re-scheduled to
a future date (based on availability of equipment and resources.).

Update Progress using the Progress Spotlight

If the Activities highlighted by the Progress Spotlight are complete as Planned
and Scheduled you can use the Progress Spotlight to update automatically.
FIG 13.5: The
Update Progress
dialog box.
4
2
1 3
EXERCISE: Update Steps 3a

Progress using the
Progress Spotlight 1. Select Update Progress… in the Tools menu.
2. Select the New Data Date: 02-May-22-12:00 AM.
3. Select All highlighted activities and Always recalculate radio buttons.
4. Click Apply and view the results (below).

Apply Actuals (Auto-Compute)

After you have updated your Activities you can Apply Actuals (Auto-Compute)
for any Resources and Expenses you’ve checked to be Auto-Computed based
on the settings established when created.
FIG 13.6: Apply
Actuals dialog box.
2a
1 2

Actuals using Auto-
Compute. 1. Select the Status tab in the Activity Details window.
2. Click on Apply Actuals… and confirm the settings, then click Apply.

Manually Updating % Complete

Updating with various % Complete fields.
FIG 13.7: Status

activities to Started
in the Activity
Details Status tab.
1a
1 2a
1b
Steps
EXERCISE: Update
Progress using 1. Highlight (click-on) the Piping Replacement Stabilizer Reflux Drum Activity
Steps and Physical and select the General tab in the Activity Details. Ensure % Complete Type
% Complete. is set to Physical.
2. Select the Steps tab and click Install Scaffolding as Completed.
3. In the Projects Window ensure your Calculation tab setting for Activity
percent complete based on activity steps is selected.

Apply Actuals (Manual Method)

Manually updating (Apply Actuals) is a common method for updating
Shutdown and Turnaround Actives given the dynamic nature of these types of
projects. You can update % Complete, Remaining Duration, and/or Units
(Resources). Remember, however, that Actual and Earned are two different
things. Actual is $ and how much we paid, Earned is % complete and how
much work was completed during a shift.
FIG 13.8: Apply
Actuals activities
in the Activity
Details. 1
3a
4a
Steps
EXERCISE: Apply
Actuals manually. 1. Highlight (click-on) the Install New Exchanger (CAPEX) Activity.
2. In the General tab select % Complete Type as Units.
3. In the Resources tab update the Actual Units as 240h. Ensure Auto
Compute Actuals is not checked.
4. In the Expenses tab ensure Auto Compute Actuals is checked.
5. Schedule (F9) to update.

Lesson 14: Earned-value Performance 151
Lesson 14
Lesson 14: Earned-value Performance
Objectives
This lesson describes how to trend data and measure compliance to the
established Key Performance Indicators. You will learn to:
Measure Work Performance (Wrench-time)
Measure compliance to budget and trend expenditures
Identify new Critical Jobs and Potential Critical Jobs
Compare planned Baseline data variance to actual
Re-schedule and level to establish a shift-schedule report

Best-Practices – Performance Management

* Measuring There are two methods of measuring project success. One is during the
success is key to project; the other is after the project. If you use the second method only, you’ll
knowing what to do never be as successful at executing the turnaround as you could be if you use
to stay on track: both methods.
Project Controls
must be a high What is Performance Management?
priority process of
measuring during The ability to measure the estimated value of an activity against its real, or
the Turnaround actual, value taking into account the productivity factors applied.
Execution Phase. • Safety
 Incidents
 Accident
 Recordables
 Reportables
 Near misses
• Cost by Cost Centre (Indirect Work Order)
 Materials
 Standby
 Services
 Equipment
 Mobilization
 Supervision
 Support
 Consumables
 Transportation
• Cost by Cost Centre
 Labour
• Planned Start/Finish
 Project
 WBS element
 Phase
 Task
 Activity
 Critical activities
 Longest path
• Safety
• Wrench-hours
• Quality
• POB (Persons onboard – resource count)
• Found work
• New work
The ability to trend data to determine if productivity factors and
contingencies were realistically estimated.

Project Controls
* Use the reporting Managing a project and controlling a project are two very different animals.
feature as well as
the variance layouts When you manage a project, you are coordinating the activities that have
in Primavera to been scheduled as part of the plan. The Project Manager and Area
assist with Project Coordinators all work towards completing the identified activities on the plan
Controls. for a specified time-frame (usually one shift).
Controlling the project is the responsibility of the Turnaround Sponsor,
Turnaround Leader and Turnaround Coordinator with the help of the
Scheduler/Programmer and information extracted from the program. They use
this information to verify compliance to key performance targets and trend data
to make corrective decisions as to what to work on, how to get back on track,
when to increase Workscope, when to increase work hours, when to increase
duration, when to demobilize resources and when to cut work from the
worklist.
Project Management
Project Manager and Area Coordinators
• Assist with development of the plan
• Field Coordinate resources
• Work to complete assigned activities
• Solve Field Execution related problems
• Support Field Execution Work Force
• Manage work and equipment, people
• Lead resources
Project Controls
Turnaround Sponsor, Turnaround Leader and Turnaround Coordinator
• Use the Scheduler/Programmer for support in assembly of project
information data and status using reports and layouts
• Analyze status data
• Analyze trending data
• Make decisions
 Budget
 Safety
 Duration
 Work Hours
 Resource levels
 Workscope
• Communicate project status to Senior Management and Project
Managers

CPI and SPI

You can view Cost Performance Index and Schedule Performance Index in
the Activities Window, or in the WBS Window. Here the Cost and Scheduler
performance are below 1.00 meaning the performance is poor. This was due
to a slip in the Shutdown Activities causing other Successor Activities to not
Earn value.
FIG 14.10: Review
CPI and SPI in the
Activities and WBS
Window.
Steps
EXERCISE: Review 1. Click on the WBS Window and the Earned Value tab to confirm the Settings
the CPI and SPI. as below. View the SPI and CPI in the WBS Window.

Supplemental Materials 155
Supplements
Supplemental Materials
Objectives
This lesson describes how to trend data and measure compliance to the
established Key Performance Indicators. You will learn to:
Adding Steps to Activities
Productivity vs. Performance
Planned-value
Earned-value
Actual-value

Adding Steps to Activities

Use the Activities Table, use a Planning Layout to create Steps.
In the Command bar, click Add.
In the Edit menu, click Add.
FIG S.3: The

.Planning Layout is
used to add steps.
2
3
4
EXERCISE: Open Steps

your STO project,
STO300 and a 1. In the Layout Options bar, select a Planning Layout
Planning Layout.
2. Select an Activity, Install Isolation Blinds.
3. Click on the Steps tab.
4. Right-click on the Steps columns.

Adding Steps to Activities – continued.
FIG S.4: The Steps 3

Columns are
modified to create
a custom view.

the Steps columns
in the Steps tab 1. In the Steps Columns select the Options as per Fig: S.4.
layout.
2. Select, Edit Column… to rename each Option.
3. Click, OK.
4. Click, Add and create Steps.

DEM (Dynamic Execution Management)

At this point in your training, it’s becoming obvious that knowing
how to use Primavera™ P6 for planning, scheduling, executing
and updating is not everything you need to know in order to
successful achieve your KPI (Key Performance Indicator) targets:
Safety, Quality, Tool-time Efficiency, Schedule Duration and
Budget.
This is where DEM (Dynamic Execution Management) comes in,
aligning what you’ve learned about Primavera™ P6 for STO, and
combining it with Execution Strategies and Field Coordination to
drive and navigate your STO events. DEM is used during the
Execution Phase of your STO event and takes advantage of a War
Room Concept and Day/Night Schedulers (Navigator & Pilot).
Not everything you plan needs to be scheduled!
How it Works (download presentation here)
Based on the initial Execution Strategy, the Scheduler will create the most optimized Project Plan
using each and every scheduling technique in this training manual, ultimately creating a Baseline in
preparation for the Execution Phase as well as printing the first batch of Shift Reports (24-48hr
lookahead plan of Activities). The following steps are then taken and repeated each day/night for the
remainder of the Execution Phase:
Step 1: Batch print Shift Reports and
distribute to Execution Coordinators &
Field Supervision (by Discipline or Unit
etc.) for beginning of Day Shift.
Step 2: Prepare and publish the KPI
(Key Performance Indicator) Dashboard
Reports for Senior Management.
Step 3: Work on Recovery Plan
strategies and visit site for updates.
Step 4: Night Shift Schedule (Navigator)
will update Earned-value (% Complete) in P6 and prepare for the War Room Strategy Session.
Step 5: Hold War Room Strategy Sessions (Unit Operator, Execution Coordinator, Safety,
Logistics, facilitated by Night Shift Scheduler) and establish the new Execution Strategy for the
next 24-48 hours in preparation for Day Shift start.
Step 6: Prepare the permits, logistics, safety equipment, etc. for the Day Shift based on the new
Shift Report (24-48-hour list of Activities – Shift Report).
Step 7: Repeat Step 1:
Step 8: Print the 3-day lookahead plan for Logistics and Execution Coordinators only, to have an
idea of what materials and logistics need to be prepared for potential future work.
Step 9: Continue to Drive and Navigator your STO event with this methodology and finish early!

Productivity and Performance

For Construction Managers, Project Managers, and Project Controls Personnel
(Planners/Schedulers, Quantity Surveyors and Cost Analysts) to drive a project, versus simply
monitoring its progress, communication, data and terminology must be consistent and understood.
Let’s take a look at the terms used to establish and measure Productivity and Performance.
PF (Productivity)
Productivity is a factor (PF) applied to an Estimate during Planning, prior to work being scheduled.
Productivity is an input based on a Performance Indicator and its Target, e.g., Workers can install a
certain amount of pipe each shift; or Workers can produce a certain amount of welds each shift; or
Workers can pour a certain amount of concrete per hour/shift (or any measurable timeframe desired).
The PF Estimate translates to Budgeted-units (Planned-value).
Performance
Performance is an output; in the form of a report or screen data showing the compliance to the
estimated PF. Performance Indicators, such as Earned-value, SPI (Schedule Performance Indicator)
and CPI (Cost Performance Indicator) are Key Performance Indicators (Scorecards), along with
Safety and Quality.
ROC (Rules of Credit)
Any Activity longer than one week can be difficult to status (% Complete) without some type of Rules
of Credit, which generally aligns with PF Estimates. For example, if it’s estimated to take 6 weeks to
lay pipe, or 3 weeks to pour foundations, there needs to be a PF Estimate of how much credit to
receive for each time period (weekly, for example). A Quantity Surveyor will verify this with a Physical
% complete visit to site each week, reporting back to the Planners/Schedulers. This will translate to
Earned-value % Complete, not to be confused with Actual-value, which is the cost related to
timesheet data (how much it cost to Earn % Complete).
Typical Lump Sum Contracts are used during Construction, of which a Contractor will be paid based
on the Earned-value Performance using ROC.
Note: Quantity Surveyors do not report on Quality Performance; that is the job of QA/QC.
QA/QC
Quality Assurance is the specification for an installation, e.g., type of gasket, type of weld, slump test,
etc. specified by accountable Engineering Departments, Vendors or Owners (it is not often the
accountability of a Contractor). The Contractor is responsible for Quality Control; the installation, i.e.,
weld rejects are a result of poor-Quality Control by the Contractor/Worker.
Effort Hours
Refers to the amount of Physical Direct Work, measured in Man-hours (Duration of an Activity x
Number of Workers; e.g., 10 days x 4 workers @ 10hrs/day = 400 Effort Hours)
Budgeted-units
Effort Hours for Labor Units from PF Estimate, which will determine the Duration of an Activity when
the Units/Time is used, e.g., Crew Size, Number of Workers, etc.
Note: Primavera™ P6 only considers the status of Labor Units, not Material Commodity Units to
determine Duration % Complete.

Earned-value Performance
Earned-value Performance is a progress
measurement based on % Complete. It has
nothing to do with Actual-value Performance,
although Primavera™ P6 uses this term.
Note: Primavera™ P6 does not consider Earned –
value Performance other than Activity %
Complete
Actual-value Performance
Actual-value Performance is a measure of cost
related to performing an Activity, typically from
timesheet data based on Labor Units. It does not apply to Effort hours, per se (if a workers do no
work for the day, in other words, earns no value toward performing an Activity we still have to pay
them. The difference between how many hours we pay for and how many hours earned is Worker
Performance Efficiency. Another example would be rework, which, as you can see is a quality issue,
and in most cases very expensive).
Leading and Lagging Indicators
In the S-Curve Measurement Graph below you can see the opportunity during construction to trend
performance (lagging indicator) and forecast performance, or Estimate to Complete (ETC), which we
call a leading indicator. These are helpful in driving a project versus simply monitoring its progress.
The S-Curve Measurement Graph
The S-Curve Measurement Graph is used at each WBS (Work Breakdown Structure) Element
showing cumulative Budgeted, Earned and Actual values, while trending and forecasting.

Primavera™ P6 for Shutdowns,

Turnarounds & Outages
—EJ Lister
This world-class manual provides valuable key lessons-learned and best-practices from its
author, EJ Lister, a seasoned practitioner and SME in the planning, execution and control
of industry STO (Shutdown, Turnaround, Outage) events.
For more than thirty years, travelling to more than forty counties—contributing to STO
events with hands-on planning & scheduling, asset management consulting, coaching,
training and speaking at international conference events, EJ Lister has learned what it takes
to optimize STO events in the energy and mining sectors.
“It wasn’t always easy, and I wasn’t always successful;

especially when I was attempting to create my dynamic
scheduling methodology using MS Project and Primavera P6—
a lot of people scoffed at my ideology, calling it radical. But I
persevered. In the end, with the help of colleagues, cohorts,
clients, and mostly, to those I’ve had the pleasure to work with
over the years, I achieve my goal—to share my Primavera™ P6
for Shutdowns, Turnarounds & Outages with you and your
team.”
EJ (Ted) Lister – CNO (Chief Navigating Officer)

ejlister@stonavigator.ca | www.stonavigator.ca
$24.95 USD | $34.95 CAD
Primavera™ P6 for STO Planning & Scheduling – STO300 www.stonavigator.ca

©2019

STO300 P6 Training Manual V6 Aug 2019

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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 ....................................................................................................................... 41

Level IV (Task Dependent, with or without Steps) ........................................................................... 87

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

Best-Practices – Performance Management ................................................................................. 152

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

Direct Wrench-time 65% 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

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

Attributes Attributes: Level I to Level V Project Plans

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