DU Checklist

Enabling G6 to track & manage the progress of a project
  1. The project is setup by defining the structure of DUs, and setup of G6s for each DU at different levels. This is the static view of a project that is defined at the start of the project.
  2. When the project is in progress, the challenge is that there are several inputs coming in from various resources teams into a DU. How will the G6 synthesize these & drive progress of the project towards completion?
  1. A “DU Checklist” was designed to enable the G6.
  1. The guiding principle was to clarify the outcomes of each phase and make the demarcation from one phase to another very simple and clear, as several teams across the system will be applying this.
  2. The checklist articulated the clear outcome the G6 should expect from each phase and the 6-8 things they should make happen to meet the outcome.

Phase 1: Visioning Phase

  1. Process of internal negotiation & commitment building: In this phase, if G6 of a DU has to sign-off on a commitment to a G6 one level above, then the G6 in turn needs to sign-off on a commitment with the resource/ functional ecosystem to get it done. (A handshake with G6, therefore, is a handshake with the entire resource system)

This is where there is an internal negotiation between a) deliverable requirements and b) the ability of the functional ecosystem to deliver – it means clarifying “What is the work method? What is the man power effort estimation, for how much time and when, Is it a repeat job or not a repeat job? How are we going to deploy people depending on the criticality of the job? Do you need a detailer or an expert? Is there availability of such people in-house?” etc.

This changes it from being a sterile process, where one is putting down the numbers – to planning becoming an active ingredient, where handshakes are taking place. This is an engagement intensive phase where across the board, people are looking at what we are going to achieve, and how we are going to do it.

  1. Stage Gate: If this Commitment Map handshake is not done, one has not gone from P1 to P2.  It is the transition document or the stage gate.
  2. Need to do vision at all layers of DUs: It was also clarified that at P1, visioning of all layers of DUs is to be done. This is needed because clarity up to the last level of DU is needed to decide the deliverables at the top level. Also Board Approval can be sought only when there is a Class 2 or Class 3 estimate. This means 80% of BOQ is needed, and that is only possible when P&ID and PFD are in place. That is only possible when the requirements till the last level of DU are clear.
  3. Pre-requisites for this phase include:
    1. Clarity of scheme document & deliverables
    2. All DUs named
    3. All G6 identified
    4. Options evaluation for work methods with resource mapping

These pre-requisites come together to create a Commitment Map which is then approved by the previous level/ management. At this point there may be iterations. In this Phase, there is a transfer of ownership of the scheme from CPTS to Project.

It was noted that every time there is a change in work mode, it should lead to a change in Commitment Map.

Phase 2: Specification Phase

  1. Stage Gate: In this phase, the stage gate is when i) Basic Design & Engineering is complete ii) Contracts for long leads and mid leads are given. The minute the contract is released; there is a very clear demarcation for the completion of the phase.

It was felt that this is a better than the stage gate being completion of all detailed engineering (when we are ready for construction), as this is usually a little fuzzy.

  1. Pre-requisites that need to be tracked include:
    1. Approval of Concept Note
    2. Technical Specification + Technical Evaluation
    3. Design Basis
    4. Contract & Procurement Basis
    5. Master list of deliverables & deliverables from all groups ready
    6. Assurance Strategy (QAP)
    7. Inspection & Test Plan
    8. Commissioning Protocol & Procedure

Phase 3: Build Phase

  1. Start of Build doesn’t mean start of physical construction, but Project Build. The implication is that the detailed engineering comes into this phase. The stage gate for this phase is the physical completion with sign-off from assurance.
  1. Pre-requisites that need to be tracked include:
    1. P1 & P2 Stress Test by previous level DU G6 – this is needed because it was felt that the success of P3 is dependent on how well P1 & P2 has been done. The stress test can be a way to check thoroughness of work done in P1 & P2. This way every level will be stress tested by the previous level.
    2. Agile Engagement: While structural expectations are taken care of in contracts, in this phase, there is a need for dynamic handling of situations where people need to start delivering at the right time as the project progresses. Therefore, Agile Engagement of G6 is therefore crucial in this phase. 6 enablers for agile engagement were identified.
First Time Right Model as an enabler

Challenge: Not getting things first time right is a huge cost buster. It also leads to a trust deficit in teams. Today, there is no consequence for compliance failure.

Proposed Management Structure:

  1. The value destruction caused by poor quality can show up in the team appraisal.
  2. Just like we have a safety culture, we want to have a First Time Right culture. The elements of that culture have to be mapped. Every G6 has to be responsible for that.
  3. COPQ can be converted to First Time Right (FTR).
  4. Whatever you gain in DTS, you can lose in FTR.

Phase 4: Handover

In this phase the commissioning & handover takes place.

Pre-requisites:

  • Assurance becomes the lead
  • Contract closures
  • Scheme Closures
  • Project completion report
  • Liquidation of plug list

The DU Checklist also becomes the basis for DU planning.

Clarify your doubts & questions about the model with the Implementation Team: Post your question