A nice man describing his idea of Operational Readiness which unfortunately only covers a part of the remit of the Operations Readiness and Assurance process. As the leader text says ... 'to start up a new capital project with operational excellence'. The checkpoint process described appears to use a series of Excel spreadsheets and flowcharts to document a quite limited process and requires 'LCE's capable workforce', which would no doubt amount to significant cost. The process, according to the web pages, appears to be focussed on achieving readiness at the point of start-up, on-budget and on-schedule. This is a project centric approach that is the root of the failure of many projects according to IPA, Ernst & Young and Deloitte, to name a few. The emphasis here is not Operations Readiness, but Project Delivery. What is required to achieve Operations Readiness is a fully integrated and automated process that enables an OR&A Team comprised of the Asset Owners operations personnel (which although not compulsory, can be supplemented by OR&A expert personnel if required). The system should allow creation of an OR&A plan, specifying, monitoring, controlling and managing the involvement and activities of that OR&A team throughout the project to arrive at a point at handover where everything is in place to allow the operations team to achieve operations excellence. That process not only needs to be continuously monitored and reported throughout, but must have teeth to ensure that the needs of the operations team are met at every stage and not be ignored by project managers who are obsessed with cost and schedule rather than delivering the promises made at FID. This is why a fully comprehensive, cloud-based multi-user system is the only way to deliver Operations Readiness. www.or-and-a.com.
A nice man describing his idea of Operational Readiness which unfortunately only covers a part of the remit of the Operations Readiness and Assurance process. As the leader text says ... 'to start up a new capital project with operational excellence'.
The checkpoint process described appears to use a series of Excel spreadsheets and flowcharts to document a quite limited process and requires 'LCE's capable workforce', which would no doubt amount to significant cost.
The process, according to the web pages, appears to be focussed on achieving readiness at the point of start-up, on-budget and on-schedule. This is a project centric approach that is the root of the failure of many projects according to IPA, Ernst & Young and Deloitte, to name a few. The emphasis here is not Operations Readiness, but Project Delivery.
What is required to achieve Operations Readiness is a fully integrated and automated process that enables an OR&A Team comprised of the Asset Owners operations personnel (which although not compulsory, can be supplemented by OR&A expert personnel if required). The system should allow creation of an OR&A plan, specifying, monitoring, controlling and managing the involvement and activities of that OR&A team throughout the project to arrive at a point at handover where everything is in place to allow the operations team to achieve operations excellence.
That process not only needs to be continuously monitored and reported throughout, but must have teeth to ensure that the needs of the operations team are met at every stage and not be ignored by project managers who are obsessed with cost and schedule rather than delivering the promises made at FID.
This is why a fully comprehensive, cloud-based multi-user system is the only way to deliver Operations Readiness. www.or-and-a.com.