Project Failures Are Increasingly in the Spotlight

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

2016-12-06T16:27:25-05:00July 29th, 2016|Blogs, News & Insights|

Seeking the Highest Value in Small Capital Projects

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

2016-10-21T14:14:32-04:00July 18th, 2016|Blogs, News & Insights|

How do you develop a comprehensive quality plan?

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

2016-12-06T16:27:26-05:00March 8th, 2016|Blogs, News & Insights|

How do you quantitatively measure scope?

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 &

2016-12-06T16:27:26-05:00March 1st, 2016|Blogs, News & Insights|

How do you effectively structure turnaround planning and controls?

Here at AP-Networks, we possess Industry’s largest database of turnaround and shutdown observations, and from looking at the data, one thing is certain: turnarounds are becoming more complex. But this increase in complexity is coming at a time when many companies are seeking to run leaner. At the same time that sites are assembling increasingly

2016-12-06T16:27:26-05:00February 23rd, 2016|Blogs, News & Insights|

What unique challenges are presented by executing a Mega Turnaround with multicultural crafts?

A Mega Turnaround is our highest classification of turnaround complexity here at AP-Networks, exceeding our three other complexity classifications. These events are incredibly difficult to execute even by well-seasoned turnaround teams with effective turnaround plans in place. So how do you successfully execute these events when you add the challenge of utilizing multicultural crafts? Do

2016-12-06T16:27:26-05:00February 16th, 2016|Blogs, News & Insights|

Can you execute an unexpected shutdown successfully?

Here at AP-Networks, we possess Industry’s largest database of turnaround and shutdown observations. And the trend we’ve observed more than any other is the strong correlation between planning readiness and performance outcomes. In short, increased planning readiness means improved performance outcomes. The more thorough your shutdown planning, the better your chances of a successful execution.

2016-12-06T16:27:26-05:00February 9th, 2016|Blogs, News & Insights|

How do you balance reliability with interval extension in setting offshore shutdown intervals?

Each day spent in shutdown means a day of lost profit. As such, there’s a desire to extend the shutdown interval as much as possible. However, postponing the next shutdown for too long means sacrificing reliability. The only thing worse than a shutdown is an unplanned shutdown. How do you maintain reliability while maximizing the

2016-12-06T16:27:26-05:00February 2nd, 2016|Blogs, News & Insights|

How does cost efficiency compare between upstream and downstream turnarounds?

Cost efficiency is a major focus of any asset-intensive undertaking. In the case of downstream oil and gas turnarounds, minimizing the turnaround costs is typically one of the key objectives governing turnaround planning and execution. But in the case of upstream shutdowns, cost efficiency takes on a different form. Rather than minimizing costs during the

2016-12-06T16:27:26-05:00January 26th, 2016|Blogs, News & Insights|
Go to Top