What is a DU Commitment Map?

1. The commitment given to the board can be achieved in several ways. Each scenario will have its pros and cons, certain risk and impact associated with it.

For example:

Option 1 – If it is done with Bechtel, it can be done most conveniently, at cost ‘x’, in time ‘t’, with quality and safety at 100%. This will give an impact of ‘i’.

Option 2 – can be done in 0.8x, but gives an impact of ‘0.9i’.

Option 3: and so on

2. Considering these options, the resource constraints, the value and impact, a choice is made.

3. Once an option is selected, it gives clarity to the engineering manager, construction manager, etc. For the selected option, the work method and resource mapping/effort estimation is done. 

4. Therefore, for the chosen option, a commitment map is made which covers:
   1. Delivery, Budget, Time (this covers the project schedule)
   2. Work Method – The above budget & time is backed with a certain work strategy which indicates how they would achieve the commitment.

E.g. For PLTCM, if some dates are given for completion of construction – for doing that, what is the work strategy being chosen? – Example – is it manual or automated erection? This work method is the key to working smarter.

3. For the chosen work method, the resources needed are estimated, – in terms of how much time and when it is needed.

5. Creating options demands fresh thinking without assuming that we are going to do it like we have in the past. That is when we can challenge the status quo. The G6 member may work with various members of the CU to identify/ develop new work methods.

Example: how many do we need from functional engineering, process engineering, etc.? 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 in-house? Etc. Also, if you need a critical resource like a 600-ton crane and if we find 3 projects require it. We need to ensure there is a buffer & there is no cascading effect of delays.

6. Pre-requisites for a commitment map include:
   • Clarity of scheme document/ deliverables
   • All DUs named
   • All G6 identified

7. These pre-requisites & work methods come together to create a Commitment Map which is then approved by the previous level, cascaded up to the top. At this point there may be iterations:

For example, the higher DU/ top DU may believe that it can be done in 40 days, while the DU has estimated 70-80 days.

8. There can be 2-3 types of assumption failures – i) wrong assumptions despite best intentions (basis best available information), ii) assumptions change because of technology change – in CRM when scheme was through, it was decided coil will be handled with EOT Cranes, while later it was decided that we use an automatic coil handler (ASRS) iii) wrong assumptions/ design because of lack of thinking through.
9. The iterative process across DU levels is critical to ensure that the commitment map reflects high aspirations and at the same time ensures that all DU members have participated in and committed themselves to the aspirations.
10. The Commitment Map becomes the stage gate from P1 to P2.
11. 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 understand the cost and resource requirements.

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