Precision in Detailed Planning: Unlocking the Path to Turnaround Success

In the previous article, we have discussed how to derive the right scope through scope management processes. In this article, our focus is on detailed planning of approved scope. Major chunk of Turnaround failures are lies in improper or insufficient planning and preparation such as

1. Insufficient job detailing
2. Inadequate material / spare parts arrangement
3. Timely unavailability of Contractors & Services
4. Inadequate resources & skill set.
5. Lack of safety & environmental preparedness and awareness

The consequences are,

1. Significant delay of Turnaround completion
2. Elevated Safety challenges both process and occupational.
3. Quality issues during Turnaround and start-up
4. Cost overruns
5. Short supply and/or surplus Material procurement

While many prominent organizations possess their own turnaround management processes, they are often not rigorously adhered to, becoming more of procedural document than a diligently followed protocol. Ideally, the detailed planning and preparation for turnaround should commence immediately after the initiation stage and when scoping is nearly completed—typically between 18 to 12 months in advance of the scheduled turnaround date—within the 24 to 18 months turnaround life cycle. This timeframe is determined by the complexity of the turnaround, considering factors such as process complexity, process technology, size, asset life, procurement lead time, resource constraints, and project integrations etc.

Turnaround planning and preparation is the lengthiest phase of the turnaround life cycle. The more time dedicated to preparation, the better the expected outcome during execution. The overall cost of planning is minimal when compared to the losses incurred from missed production opportunities resulting from the consequences of poor planning.

An indispensable element during the planning phase is a dedicated Turnaround planning team that includes not only planners and schedulers but also cross-functional team members from maintenance, operation, process, reliability, safety, and procurement. Additionally, it is crucial to implement a plan-to-plan tracking system along with governance and assurance assessment program, encompassing stage gate reviews, optimization reviews, and risk reviews throughout the planning phase to ensure the timely delivery of the right deliverables with the quality content.

A Leadership Steering Committee is essential for overseeing the comprehensive preparation of the Turnaround, providing strategic guidance, and ensuring timely decision-making. Additionally, a technically competent core team is crucial for swift technical decisions, reviews, and approvals of deliverables, with well-defined roles supported by a RACI (Responsible, Accountable, Consulted, and Informed) matrix.

The input for detailed planning comes from the Initiation stage where strategic planning is carried out. Some of the strategic planning deliverables include:

• Turnaround Charter (Objective, commitments, anticipated risks, success definition, KPIs etc.)
• Planning milestones schedule (Plan to Plan)
• Organisation, roles and responsibilities and terms of references.
• Estimating and Budgeting (Order of Magnitude)
• Work list selection criteria and freezing date.
• Turnaround drivers and major scope – Must include work list.
• Material/spare parts and Contracts/Services Strategies
• Detail Planning Strategy
• Scheduling Strategy

Output of detail planning can be divided into two parts, work list planning and site support and facilities planning.

Work list planning essentially involves the preparation of a job pack for each work list. A job pack comprises predefined deliverables, including but not limited to activities and resources estimation, material requirement, isolation and blind list, inspection and test plan, and job safety plan, etc. These elements are essential for the smooth and safe execution of the job. The required deliverables depend on the nature of the job, the associated risks, the type of resources, criticality, and process complexity, among other factors.

Site support and facilities are strategically planned for the overall safe and effective execution of the Turnaround. Some of the deliverables include a site safety plan, waste management and environmental plan, communication plan, infrastructure plan, logistics plan, mobilization plans, etc.

The implementation of modern digital planning solutions simplifies the entire process by providing a collaborative and transparent platform, enhancing visibility, accountability, and planning integrity. Additionally, it facilitates the creation of a reusable organizational knowledge base—an essential factor, especially given the typical 4–5-year turnaround cycle where retaining the same pool of talent becomes practically impossible. Embracing new-generation technology solutions can gradually reduce the planning duration by effectively leveraging this accumulated knowledge base.

Article has been authored by Anil Sasi , PMP ( Head Turnaround Excellence @ Maximl )

Read More in our series of articles on Turnaround Management:

1. Major turnaround management challenges faced in process industries.
2. An effective way of managing scope for turnarounds in process industries.
3. Understanding Planning Blind Spots in Process Plant Turnarounds: A Key to Success