Advanced Work Packaging: Applying Project Controls

Advanced Work Packaging:

An Introduction By: Olfa Hamdi and Lori Lee

The Advanced Work Packaging Institute

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© The AWP Institute – 2017

Bio – Olfa Hamdi

CEO

Concord Project Technologies Inc.

San Francisco, California

[email protected]

EDUCATION

M.S. Construction

Engineering and Project

management, The

University of Texas at

Austin

M.S. Industrial

Engineering &

Management, Ecole

Centrale de Lille

Alternative Dispute

Resolution for

construction, Texas

School of Law

PROFESSIONAL

AFFILIATIONS

The Advanced Work

Packaging Institute

(AWPI)

Association of

International Petroleum

Negotiators

Olfa Hamdi is the Inventor of the Team.Concord™ (T.CON™) platform: a People-Centered, Big Data-Powered Innovative Platform purposely built for capital projects.

Olfa Hamdi is an international researcher in the field of project management, independent consultant, founder of the Advanced Work Packaging Institute and co-founder of The Institute of Management.

Olfa Hamdi was a member of the research joint venture RT272 on Advanced Work Packaging between the Construction Industry Institute (CII) and the Construction Owners Association of Alberta (COAA). She is a co-author of the 3-volume Industry Research Implementation on Advanced Work Packaging IR272-2. Her Research Master Thesis, published by The University of Texas at Austin in 2013, is the first academic publication to document research on AWP benefits, implementation challenges and maturity.

She is a fellow of the State Bar of Texas Construction Law section. Olfa has numerous publications in prestigious academic and professional journals as well as media outlets. Olfa speaks four languages and is a firm believer in the role of interdisciplinary research and the power of human capital in driving capital projects effectiveness and expanding the project management knowledge sphere.

Core Research

Advanced Work

Packaging

Implementation

and Research

Collaborative

project

management for

capital projects

Harnessing the

power of Big Data

for capital projects

management

Office and field

productivity for

capital projects

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Bio – Lori Lee BRG

Senior Managing Consultant

Construction Practice

Denver, Colorado

303-570-1795

[email protected]

• EDUCATION

• B.S. Business

Administration,

Kansas State

University

• PROFESSIONAL

AFFILIATIONS

• The Advanced

Work Packaging

Institute (AWPI)

• Association for

the Advancement

of Cost

Engineering

International

(AACEI)

• Women’s Energy

Network (WEN)

Ms. Lee has over 30 years of experience as a Project Manager and

Contract Manager in the construction and engineering fields. Her

experience includes owner representation, construction management,

contract management, project controls, audit assistance, site development,

due diligence, claims management, and schedule preparation. In addition,

for 15 of these years, Ms. Lee spent her time in the field managing quality

control, safety, subcontractor and client changes and claims, along with day

to day construction operations. For the 10 of these 30 years, she solely

focused on subcontract management.

• She developed project specific procedures for procurement/

subcontracting processes including material handling. The procedures

strategize the proper commercial terms and cost structure for each

scope of work and required flow downs from the prime agreement.

• She successfully manages Change Management of subcontractors,

suppliers, and clients by estimating proposed changes, auditing

invoices and proposals, and verification of contract compliance making

Ms. Lee a seasoned standard of care expert.

• She successfully settle back charges and claims with subcontractors

mitigating legal action; and to support project claims with client.

Representative

Projects

Vogtle Units 3 and

4, Augusta,

Georgia

Xcel Comanche

Unit 3, Pueblo,

Colorado

AEP J. W. Turk Jr.,

Unit 1, Fulton,

Arkansas

Confidential

Transmission Line,

Nova Scotia

LEPA Combined

Cycle Power Plant,

Morganville, LA

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1. Research background on Advanced Work

Packaging (AWP)

2. Where are we? A framework for capital

projects delivery

3. Advanced Work Packaging Office

Implementation

4. Advanced Work Packaging Field

Implementation

5. Path-forward and Resources

4

Today’s talking points

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How productive is our industry?

A percentage point increase in productivity is worth $7 billion to the industry as a whole.

The industry is leaving big money on the table!

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AWP Field Improvements

Traditional Projects Projects

Using WFP +25% increase in tool-time

with WorkFace Planning

How Crews Spend Their Time

(CII/COAA Data)

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AWP: Research & Development History

• 4 Year Academia-Industry Research

Collaboration (CII - RT272)

• Industry Implementation Resource –

3 volumes: IR272-2 – Advanced

Work Packaging, Version 3.0

• Academic Publication on AWP from

The University of Texas at Austin

• Implementation case studies &

Validation

• CII RS319-1 – Making the Case for

Advanced Work Packaging as a

Standard (Best) Practice

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© The AWP Institute – 2017 8

The AWP Institute:

www.workpackaging.org

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What is Advanced Work Packaging

(AWP)?

“Advanced Work Packaging (AWP) is a work process

framework fundamentally based on the idea of thinking

with the end in mind. It is designed to allow engineering

planning be driven by construction sequencing. Simply

put, this is achieved by breaking down the project scope

into Construction Work Packages that are fed with

Engineering Work Packages.

”

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How is that achieved?

1. Extending PEPs to the front-end planning phase; "bringing the field

to the office"

2. A focus on field work packages/installation work packages as

project information units

3. Work packaging structure becomes the skeleton of the project; a

workface planner is dedicated to the management of these

packages

4. The benefit of a common intuitive project language and tools

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Framework for delivering

successful capital projects

Field Labor

Productivity

Engineering Quality &

Timeliness

Procurement

Quality &

Effectiveness

Doing the right project

Alignment of Business Case, Scope and Project Objectives

Contracting Strategies

In Line with

Stakeholders

Capabilities

Strong Project

Management

Capabilities

Reliable

Constructability

Strategy

Cost Schedule Safety Operability

Tea

ms

Project’s Economic

Output

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Constructability Reviews: a critical

practice for AWP

Do you start you CR early in definition? (timing)

Do you have multiple CR sessions throughout the definition

phase? (frequency)

Does your primary Construction Manager (CM) participate in the

review? Will you have a new CM at execution? (continuity of

strategy ownership and accountability)

Do you document your CR? (traceability)

Do you provide enough information as input to your CR (such as

models, site reviews, technology considerations)? (quality)

Do you use corporate project knowledge in your CR? (lessons

learned & continuous improvement)

How involved is your project sponsor in the CR? (alignment

with business)

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Advanced Work Packaging (AWP)

Lifecycle Framework

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Inside a CWP...

CWP Content

• Scope description and

constructability strategy

• Safety Requirements

• Various EWPs (at least one)

• Schedule Requirements

• Budget (labor

hours/cost/planned productivity

rate)

• Quality Requirements

• Special Resource Requirements

(tools, equipments etc.)

CWP Features

• In line with the overall construction plan

• Typically aligned with a bid package / multiple CWPs may form one larger bid package

• In alignment with project controls

• Measurable

• As independent as possible

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Inside an EWP

EWP Content • Scope of work with equipment

list

• Drawings (e.g. general arrangement and equipment installation)

• Installation and material specifications

• Vendor data

• Bill of materials

• Additional needed information such as permitting studies, geotechnical studies etc.

• Connection Points Considerations

EWP Features

• Release plan should be aligned with the construction sequence and priorities

• Content should satisfy various stakeholders requirements

• Planning of EWPs requires construction input!!

• EWPs are discipline and area-driven; connections points expected

• Interface management should be accounted for

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Advanced Work Packaging

Field Implementation

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Inside an IWP

IWP Content • Scope of Work

• Safety Requirements

• QA/QC Requirements

• Trade Coordination

• Material Take Offs & Locations

• Model Shots, Drawings and All Other Necessary Engineering Information

• Scaffold Requirements

• IWP Constraints

• Any Other Information Required to Install the Work

IWP Features

• Reviewed and approved by the

supervisory team

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Installation Work Package &

Project Controls - Input IWS

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IWP

WBS Codes and Schedule

Dates

Resources

(MH, Installation quantities, material take-off quantities)

Cost Codes

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Contracting Strategies

In Line with

Stakeholders

Capabilities

Strong Project

Management

Capabilities

Reliable

Constructability

Strategy


Te

am

s

Project’s Economic

Output

Monitoring AWP driven project execution:

Project Execution Success Indicators

Field Labor

Productivity


Timeliness

Procurement

Quality &

Effectiveness

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Reporting back through IWPs

IWP

WBS Codes and Schedule Dates

Resources

(MH, Installation quantities, material take-off quantities)

Cost Codes

Field Labor

Productivity


Timeliness

Procurement

Quality &

Effectiveness

Each Week - Field Progress Reports

Manhours via timecards

Installed Quantities via Reports from

Foreman/Superintendents

Monthly Cost Reports

Labor $ actuals

Material $ actuals

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Field Engineering

• Builds Technical Package

• Document Control

Project Controls

• Schedule Dates

• Cost Codes

• Units for Reporting

Material Management

• Requisition from Warehouse

• Traceability

Quality

• Hold Points

• NQA-1

IWP in Nuclear

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Compliance

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Process Map for AWP Driven Project Control High Level Integrated AWP Process for Total Project Control

• Develop AWP

based Scope &

Execution

Strategy

• Define CWPs

• Define EWP Release

Plan & IWP Release

Plan

• Plan Project Schedule

• Develop Cost

Estimate

• Plan Human and

Procurement

Resource

• Develop AWP

Control Plan

• Define Productivity

and Predictability

goals

• Define Contractual

Incentives /

Change Procedure

• Measure and report

progress by IWP,

EWP and CWP

• Change Management

• Identify Risks per CWP

• Track risks and mitigation

plans

Adapted from Total Cost Management Framework, AACE International, 2007

CWP

Release

Plan &

WBS &

Execution

Strategy

CWP,

EWP and

IWP

Baseline

Updates

• Evaluate Project

Productivity and

Predictability

• Evaluate AWP

System Performance

Baseline

for Project

Controls Updates

Updates

© The AWP Institute

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PDSS©

Gating System

Financial/Contracting Decisions

Assurance Process

PIFP©

Information flow

Structure

Deliverables

Metrics/ Indicators

Time

Building AWP through the Mortar

Concept™

Project Community

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AWPI Strategic Vision

1. Building a Global

Momentum

2. Ensuring Global

Continuous Applied

Education

3. CP-IT Strategic Global

Partnership

4. CP-Legal

Strategic Global

Partnership

“Building A Global Capital Projects Investment & Execution Framework That Works For Everybody”

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The AWP Institute’s

2017 IR Research Agenda 1. Published AWP Glossary: Call for Feedback

2. AWP Contractual Recommendations by the AWP Institute’s Contracts Committee

3. A study on potential synergies between Lean Design concepts, Agile concepts and the AWP concepts

4. A study on Project Governance through AWP

5. A study on Project Execution Indicators for AWP project controls

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Contact:

[email protected]

www.workpackaging.org

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Follow us:

mailto:[email protected]

http://www.workpackaging.org/

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Sources – Useful Links

• www.workpackaging.org

• http://www.workpackaging.org/knowledge

• http://www.workpackaging.org/awp-glossary

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http://www.workpackaging.org/knowledge

http://www.workpackaging.org/knowledge

http://www.workpackaging.org/awp-glossary




Back up slides

By: Olfa Hamdi and Lori Lee

The Advanced Work Packaging Institute

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Productivity

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• The relationship between AWP and field productivity is a result of the

execution of IWPs that are constraint-free. Consequently, frontline

personnel can focus exclusively on construction execution without

wasting time on the retrieval of materials, engineering, and

documentation.

• AWP brings high consciousness about space management. Movements

around the field are minimized as crews are able to complete IWPs

without interruptions.

• Higher involvement of superintendent and foremen in project execution,

empowering crews to deliver IWPs scope with enhanced productivity.

• Reported 15% productivity increase

• Reported rework rate below company average

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Safety

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• AWP and WFP formalize identification and mitigation of safety

issues during planning and development of IWPs

• Early identification of potential construction risks during the initial

planning stage, where all key project participants are involved

• Unnecessary movements around the site were minimized

• IWPs close-out includes feedback and continuous improvement

on safety as a requirement.

• Projects implementing AWP achieved 0

DARTs

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AWP Implementation Roadmap - Level 1

31

Update corporate program

Implement AWP

Plan AWP implementation

Obtain AWP capabilities

Establish corporate AWP program

Assess current project delivery system effectiveness

Commit to implementing AWP

© Olfa Hamdi, 2015

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Field Labor Productivity Engineering Quality & Timeliness Procurement Quality &

Effectiveness



Contracting Strategies In Line with

Stakeholders Capabilities

Strong Project Management

Capabilities Reliable Constructability

Strategy


Project’s Economic Output

Timeliness Quality

Project engineering and management

information need to satisfy:

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What is the Mortar Concept™?

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A focus on Information and Decisions

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Linking Together Project Delivery

Components: " The Mortar Concept™"

• To enable the holistic effectiveness of all

these project delivery components, a project

needs to operate within a framework

capable of ensuring both the right timing and

the optimum quality of information used

• This framework is defined based on two

structural features:

1. It needs to support timeliness of decisions

through a Project Decision Support

System (PDSS)

2. It needs to ensure accurate project

information flow through a workable

Project Information Flow Protocol (PIFP)

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© Hamdi, The Mortar Concept in Project Management, 2015

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PDSS©

Gating System

Financial/Contracting Decisions

Assurance Process

PIFP©

Information Flow

Structure

Deliverables

Metrics/ Indicators

Time

Linking Project Delivery Components

" The Mortar Concept™"

Project Community

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Building Smart Work Packaging Capabilities:

Interoperability Built With The End In Mind

IWP Development and Management

• Performance monitoring

• Interface management

• Construction Phase work packaging mapping/history

EWP Development and Management

• Performance monitoring

• Interface management

• Engineering phase work packaging mapping/history

CWP/CWA Development and Management

• Work packaging plan development

• Auto-generation of work packaging scenarios

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Date post:	22-Jan-2018
Category:	Engineering
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