iap awareness rev 13

8/10/2019 IAP Awareness Rev 13

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Integrated ctivity Planning

wareness

…Helping to conduct the business…



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Objectives

Explain what IAP is and describe its business benefits

Describe the drivers for long-term, medium-term and short-term planning and the relationship between IAP, the ARP, theBusiness Plan and functions’ plans

Explain the key principles of integrated planning

Describe the key factors and leadership behaviours required to make IAP a success




Planning, scheduling and work management

Planning is about defining what we want to do and prioritising all the different things that we want. It is done in order to

make sure that a prioritised, long-term programme is established, that long term commitments can be met and so that resource

requirements can be identified. An example would be a Function’s long- term plan which is used to establish the level of

demand for key resources in order to secure availability.

Scheduling is the application of medium/short-term business priorities and constraints to the selected programme of activities to

determine the optimum timing for each activity.

Work management covers the complete framework around planning, design, scheduling and work preparation. It also includesactivities such as contracts, procurement, logistics and fabrication. It should take into account everything that needs to be

organised in order to ensure quality execution of work. Work management is the responsibility of the functions.




What is Integrated Activity Planning?

IAP is a key enabler of the Manage Asset process.

The aim is to ensure that all work is prioritised and scheduled for execution at the optimum time, which enables the Assets toset realistic safety, production and cost targets and deliver upon them.

Effective integrated activity planning will help avoid potential losses resulting from clashes, inefficiencies and inadequate time

given for the proper preparation of work and procurement of resources.

IAP is the process that brings together in the execution phase all functions’ activities to be carried out on a Facility or Assetand integrates them into one plan.

The high-level ‘strategic planning’ of shutdowns is part of IAP.




Key Planning Principles

1 Plans must be integrated

2 We must plan for the long-term, the medium-term and the short-term

3 Functions plan and manage their work

4 We must all follow the planning process




Why is integration important? - Safety

Allows us to avoid worksite clashes through proactive scheduling

Ensures timely preparations for critical activities

Provides supervisors with an overview of approved activities and work executors on their

facilities

Examples

Overside working while divers in water

Anchor clash management of multiple vessels

Hot work on live facility

Activities on fire and gas equipment

Starting work with inadequate preparations

Key planning principles: 1 Plans must be integrated





Why is integration important? - Production

Allows alignment of the schedules of production impacting activities thus reducing overalldeferment

Provides focus on the prioritisation of production gaining activities to ensure execution

according to plan

Examples

Alignment of flowline hook up and well delivery activities

Alignment of vessel inspections and plant hook ups during shutdowns, i.e. an integrated

shutdown plan

Prioritisation of production related activities such as metering upgrades





Why is integration important?- Cost

Reduce costs by providing the necessary overview of a complete work programme oversufficient time horizon to enable:

– timely mobilisation of resources

– the efficient sharing of resources between Assets and functions

Avoids penalties by visualising impacts on contractors or customers

Examples

Tanker demurrage

Long-term drilling rig demand

Vessel contracts

Reduce mobilisation costs and non-productive time by aligning activities for each vendor





Scope of integration

Activity Content

Includes the work of all the functions which is required to be carried out on a Facility that has an impact on HSE, production,

capacity or shared resources.

Physical Coverage

Includes the integrated production system, which covers surface and subsurface Assets, hydrocarbon processing Facilities,

utilities, evacuation systems, onshore Facilities and dispatching. These may include activities impacting our operations frommidstream, e.g. LNG, down-stream, and both operated and third party operated Assets.

PipelinesPlatformPlant

TerminalWells

Office Based

Work preparation

Design phase

Procurement




Key planning principles: 2 We must plan for the long-term,

the medium-term and the short-term

IAP operates at three levels: the strategic, the tactical and the operational




Key planning principles: 2 We must plan for the long-term,

the medium-term and the short-term

How the long-term, medium-term and short-term plans are related




Key planning principles: 3 Functions plan and manage their work

All of these steps are the responsibility of

function

However activities within a function’s plan

cannot be considered firm until approved in theIAP. E.g. Trip without a ticket




Key planning principles: 4 We must all follow the planning process




Key planning principles: Summary




Key Success Factors for IAP

For IAP to be effective the following requirements are a must:

Planning organisation in place and competent for functions and IAP

– Clear roles, responsibilities and accountabilities

Planning calendar in place: effective meetings, events, deadlines

– e.g. Asset Strategy Reviews, Business Planning Milestones, Medium Term and short term IAP meetings, Function’s planning

meetings/reviews.

Change control process implemented and communicated

– with table of authorities in place describing for each magnitude of change/business impact: who (role) can authorise and what is the

correct forum (in calendar) to raise the change request.

Threats and opportunities managed proactively

– continuous activity readiness checking, action parties, follow-up dates, contingency plans




Key Leadership Actions

Lead the planning process

– Define and communicate IAP and business priorities in the Asset context

– Chair IAP and Functional Planning meetings

– Insist on the right attendance and preparation

– Focus on readiness (PEC) and threats and opportunities

– Insist all work is planned

– and changes are agreed only in relevant functions’ and IAP planning meetings

– Insist actions are minuted and followed up

– Ensure agreed plan is signed off (commitment from your team to execute as planned)

Drive the plan

– Use the plan!!

– Monitor progress and set actions to address slippage




How do we measure success?

Plan delivery

Operational Excellence Review – Element 9




Where can I learn more?

IAP Wiki

Operational Excellence in Production – Element 9 – EP 2009-9109

IAP Process Guide – EP 2006-5471

Strategic Shutdown Planning Process Guide

iap awareness rev 13

Documents