Standardizing-Improving-Best-Practices-Estimating-Planning.ppt

Primavera Estimating & Planning

1. Copyright, 2007 © InterPlan Systems
Inc.
Standardizing and Standardizing and
Improving Best Practices Improving Best Practices
in Estimating and in Estimating and
Planning Planning

2. Copyright, 2007 © InterPlan Systems
Inc.
IntroductionIntroduction
Estimating and planning lay the
foundation for budgeting, scheduling
and managing shutdowns and capital
projects. Achieving consistent, quality
estimates is critical to business
success.

3. Copyright, 2007 © InterPlan Systems
Inc.
Estimating and Planning Estimating and Planning
StudiesStudies
•Conducted by Mr. W.G. (Buddy) Jacks,
President, Industrial Planning
Consultants
•Spans over 7 years and more than 1,200
planners
•Show great variances in total
duration/manhours and number of tasks
(definition)

4. Copyright, 2007 © InterPlan Systems
Inc.
Typical Variance in Planning Typical Variance in Planning
the Exact Same Jobthe Exact Same Job
•153 participants across 7 workshops
•Total Duration:
–Min: 4 hours
–Max: 38 hours
•Total # tasks:
–Min: 3 tasks
–Max: 26 tasks

5. Copyright, 2007 © InterPlan Systems
Inc.

6. Copyright, 2007 © InterPlan Systems
Inc.
Manual ProcessManual Process
•The problem:
–Inconsistent quality (manhour estimates)
–Inconsistent approaches (best practices)
–Inconsistent definition (level of detail)
–Poor mechanism for capturing history
–Poor mechanism for improvement

7. Copyright, 2007 © InterPlan Systems
Inc.
The GoalThe Goal
•Standardization
–Define best practices for job execution
–Define desired level of detail
•Quality
–Develop estimating norms
–Capture and review planned versus actual for
completed shutdowns / projects to update
norms

8. Copyright, 2007 © InterPlan Systems
Inc.
Types of WorkTypes of Work
•Routine (frequently performed)
–Vessel Cleaning and Inspection
–Servicing instruments, valves, etc.
•Non-Routine (infrequently performed)
–Replacing piping
–Equipment change-outs / modifications
–Non-routine vessel repairs

9. Copyright, 2007 © InterPlan Systems
Inc.
Templates (for Routine Templates (for Routine
Work)Work)
•Libraries of schedule fragnets
including:
–Tasks
–Durations
–Resource Loadings / Manpower
–Schedule Logic

10. Copyright, 2007 © InterPlan Systems
Inc.
Example of a TemplateExample of a Template

11. Copyright, 2007 © InterPlan Systems
Inc.
Template Libraries Template Libraries
ImplementationImplementation
Planner
Template #1
Search Copy
Project Management
System (Initial Plan)
Template #2
Template #3
Template #4
Customize
Project Management
System (Final Plan)
Execute Project,
Review Planned vs. Actual,
Update norms in *all* applicable templates

12. Copyright, 2007 © InterPlan Systems
Inc.
Template Libraries - ProsTemplate Libraries - Pros
•Can define best practices
•Can define the desired level of detail
•Captures estimating norms
•Can be updated to reflect ongoing
company experience

13. Copyright, 2007 © InterPlan Systems
Inc.
Template Libraries - ConsTemplate Libraries - Cons
•Not suitable for non-routine work
•Usually require manual customization
to suit the current project
•Prone to copy and paste syndrome
•Can get unwieldy as the library grows
to encompass multiple work scenarios
–Onerous to update norms / best practices
across multiple template scenarios

14. Copyright, 2007 © InterPlan Systems
Inc.
““Meta” Templates (Routine Meta” Templates (Routine
and Non-Routine Work)and Non-Routine Work)
•Scalable with estimating tables or
formulas to derive estimates dynamically
based upon planner supplied parameters
•Can encompass multiple work scenarios
keeping the library small and manageable

15. Copyright, 2007 © InterPlan Systems
Inc.
Example of a “Meta” Example of a “Meta”
Template (Part 1 - Structure)Template (Part 1 - Structure)
Variable Scope
Scalable Estimates
Define Best
Practices

16. Copyright, 2007 © InterPlan Systems
Inc.
Example of a “Meta” Example of a “Meta”
Template (Part 2 - Structure)Template (Part 2 - Structure)
Variables allow estimates to be scaled:
Variables could be multiple choice or
unbounded quantities:

17. Copyright, 2007 © InterPlan Systems
Inc.
Example of a “Meta” Example of a “Meta”
Template (Part 3 - Structure)Template (Part 3 - Structure)
Formulas scale values according to
planner supplied parameters
Logic is “super tied” to
accommodate all scenarios

18. Copyright, 2007 © InterPlan Systems
Inc.
Example of a “Meta” Example of a “Meta”
Template (Part 4 - Interface)Template (Part 4 - Interface)
Planners just answer multiple choice questions
or input quantities and dimensions
System builds customized
estimate dynamically
(which can be exported to the
Project Management System)

19. Copyright, 2007 © InterPlan Systems
Inc.
““Meta” Templates Meta” Templates
ImplementationImplementation
Planner “Meta” TemplateParameters Customized Plan
Project Management
System (Final Plan)
Execute Project,
Review Planned vs. Actual,
Update norms in *single* “Meta” template

20. Copyright, 2007 © InterPlan Systems
Inc.
““Meta” Templates - ProsMeta” Templates - Pros
•Can define best practices
•Can define the desired level of detail
•Captures estimating norms in a dynamic,
scalable format
•Can be updated to reflect ongoing
company experience
•Suitable for routine and non-routine work

21. Copyright, 2007 © InterPlan Systems
Inc.
““Meta” Templates - ConsMeta” Templates - Cons
•Updating estimating norms requires
strong math skills

22. Copyright, 2007 © InterPlan Systems
Inc.
Big PictureBig Picture
Manual Process
“Meta” Templates
Templates
Estimating Norms(R | N)Best Practices (R | N)
Book
Book
•Icons indicate where the information lies in the indicated process.
When the information is retained in the tool (hammer icon), it is
available to all planners at the time they need it.
•R | N indicates Routine versus Non-routine work

23. Copyright, 2007 © InterPlan Systems
Inc.
ConclusionConclusion
•Manual planning / estimating is a poor process
for standardizing best practices across an
organization or systematically improving norms
•Template libraries offers a means for
standardizing best practices and improving
norms, but are prone to error and could be
difficult to manage/maintain long term. Not
practical for non-routine work.
•“Meta” templates offers a means for
standardizing best practices and improving
norms that is practical for all types of work and
less error prone than other processes.