Optimization for timetables of turnarounds is more important now than ever before, according to analysts at AP-Networks. Long-range planning done well with effective strategy and scope can level staffing needs and risks, improve budgets and schedules.
Capital project work as a percent of turnaround work has grown from just 2% in 2006 to more than 20% in 2016 and 2017, according to AP-Networks.
Petrochemical and refining turnaround teams can significantly improve cost, schedule and management of their turnaround and capital projects if they turn to next evolution best practices; such as scope index benchmarking, effective site leadership, contract strategy, risk-based scope reviews, and schedule optimization.
Is there a connection between AP-Networks' Turnaround Value Practices (TVPs) and the breakbulk logistics industry?
With extensive data and expertise on turnarounds and capital projects, AP-Networks helps global energy and chemical companies stay competitive.
Every major oil and gas company has invested substantial resources in project governance and assurance processes. These are intended to ensure that the project objectives are in alignment with the business needs, and to drive predictable project outcomes.
Originally published on LinkedIn by AP-Networks Managing Director Brett Schroeder. This week, The Financial Times featured the following story: “Dismal Project delivery puts big oil and gas energy projects at risk.” For those of us who work in the industry and track project performance, this comes as no surprise. In fact, the industry’s track record in
Dr. Shawn Hansen discusses ways to measure and improve small plant-based capital project performance in the downstream energy sector According to market research firm Industrial Info Resources (IIR), capital project spending in the U.S. refining industry will remain high for the foreseeable future, with $9.2 billion worth of capital projects scheduled for 2016, and $9.3
If you hit your cost and schedule targets for your turnaround, but you have to shut down again after startup to fix a problem, then ultimately, your execution was not successful. Amid ever more stringent cost and schedule constraints, and in an age of increasing turnaround complexity and decreasing site headcount and expertise, how do
As an industry, we have empirical measures for readiness, risk profile, and organizational capability, among other key aspects of turnaround and shutdown planning and execution. However, there is a gaping hole in our collective toolset: How do we effectively benchmark and evaluate turnaround scope? What is the relationship between turnaround scope and turnaround practices &