COAA WFP Conference 2010 Summary

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Workface Planning: From Concept to
Commissioning
The second annual COAA Workface Planning
conference was held at the Coast Plaza Inn and
Conference center in Calgary Nov 30
th
and Dec 1
st

2010. 198 attendees representing 71 organizations
from across North America took in 15 core
presentations along with 3 major presentations and a
very interesting key note address from Jim Porter,
retired VP of Engineering at DuPont and past Chairman
of CII.
Highlight quote from the conference: A rising tide lifts all boats. Jim Porter pointing out that the whole
industry will benefit when owners adopt best practices that optimize planning.
Industry Expert panel:
Al Wahlstrom (Director Central Construction, Suncor),
Niels Frederiksen (VP of Operations Jacobs) and Rich
Sapinsky (Engineering PM, Jacobs) presented their views
on Workface Planning in a panel discussion. As an owner
representative Al talked about the need for owner
involvement and the need to establish Workface
Planning as a standard. Niels, representing construction,
presented the methodology that Jacobs use for
execution and also highlighted the deliverables that the
constructor needs from owners and engineering in order
to be fully functional. Rich endorsed both speaker view
points and went on to point out the necessity of construction involvement during engineering through
constructability.
Technology Expert Panel:
Michael Buss (VP, Intergraph), Dr Ted Blackmon (Director, construction solutions, Bentley) and Bill McSherry
(Director ASI) presented a panel discussion on software tools that are available for the facilitation of Workface
Planning. Michael talked about SmartPlant Construction and how the software allows the users to develop
FIWPs in the 3D model through a dashboard environment. Michael also mentioned that the process is being
used or considered on almost every continent. The Bentley tool: ConstructSim was presented by Ted Blackmon
with an emphasis on the dependent data streams that lead to good quality FIWPs and status reports. As a
director with ASI, Bill talked about the online training programs that are in development and how the
broadening comprehension of Workface Planning is creating an appetite for the facilitation tools and access to
project information.

COAA WFP Conference 2010 Summary
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COAA Workface Planning Committee
Presentation:
Ron Embury (Engineering Lead, Nova) Jose
Herrero (VP, Fluor) Ken Kohlruss (VP,
Commonwealth) and Tannis Liviniuk
(Construction Analyst, Cenovus) presented the
a best case scenario that detailed all of the
critical elements to a successful application of
Workface Planning.
Ron: PEP needs strategies that are
construction driven and constructability must
involve construction folks.
FIWPs must have 100% Engineering, tools and materials
Operation systems and the sequence of turnover must be identified before construction.
Owner must establish a detailed expectation for Workface Planning.
Nova lessons learned almost always show a lack of preparation during design stages.
Ken: Workface Planning needs an execution plan.
Construction needs a voice during the development of the path of construction.
Construction management need to implement tools that organise project information.
Workface Planning audits, scorecards and action items need to be used by CMT.
Jose: Opened his presentation with a line from Pygmalion: Henry Higgins says to Eliza Doolittle I love
you and she replies Show me.
And this is why visualization is so important to construction.
Every system needs Processes (WFP), People (WFPers) and Tools ( 3D models, flow charts etc).
Fluor use optimize to create early views to help visualize the plant for designers.
At Fluor the plot plan is divided into Construction Work Areas which lays the foundation for the Work
Breakdown Structure. This populates a level 2 schedule with 60 or 70 activities and this in turn drives an
EWP release plan and procurement timelines.
Flour uses a detailed flow chart with supporting documents that describes Workface Planning for their
users.
Tannis: Early preparation is key to success, with an allowance for training early in the project.
Ken: The CWP release plan comes from the level 3 schedule, with stakeholders input and agreement. This
process is facilitated by the Construction Management Team. Be careful not to waste time
debating how to execute work, that is the constructors issue.
Ron: Collect lessons learned at several stages of the project and use them to change the procedures and the
processes. Use surveys to develop a temperature check that will give you feed back on the
effectiveness of the process.
Jose: Went on to state that the quality of conversations and the opportunity to have them was very
important support for written forms of communication (e-mails, schedules & procedures). Jose also
talked about the future of information management by suggesting that document control will be
managed from the web so that EWPs are issued electronically and users download documents directly
as they need them. This online process will include RFI management.
Questions: What percent complete should design be before construction is mobilized to the field?
Jose: 60%, however it is important to make sure that you have the right 60% designed.


COAA WFP Conference 2010 Summary
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Owner Requirements:
A panel of speakers answered questions about their expectations for deliverables and owner activities that are
required to facilitate Workface Planning.
Terry Ukrainec, Manger of Major Projects Execution, Syncrude
Duncan Lancaster: Project Manager, Shell
Sean Przy: Construction Manager, Major Projects, Nexen

Sean: Contractors need to be prequalified based upon their historic application of planning: Do they execute
hard dollar projects? If so then they probably have a functional planning process in place and will adapt easier to
Workface Planning. Contractors also need to display a set of processes for execution and be willing to record
progress based upon the Nexen rule of progress.

Duncan: Applied the process on a small flare upgrade project and Shell managed the construction themselves
with a contractor workforce. Next time would spend more time on infrastructure and EWP alignment. Detailed
scaffold planning paid good dividends with minimal delays created. A scorecard was used internally to gauge
their readiness for execution.

Terry: Syncrude have been involved with the R&D for Workface Planning from the year 2000 and now have 4
major projects(<$500 million) and one project over $1Billion where the process has been applied. They have
now developed a suite of Workface Planning procedures to guide their execution and a Construction
Management Contractor has recently been engaged (Graham) with the expectation that they will apply the
process. The application has also evolved in the last year to include a short interval planning model (daily plans)
and a process for addressing barriers.
Key learnings:
Include Owner expectations for Workface Planning in contract documents
Involve the Construction Contractor in the development of the path of construction.
The Project Management Team must manage to the procedures
Construction contractor needs to drive the application of WFP
Manage the application of WFP to the right work not everything.

Syncrude Expectations:
8 weeks of signed off work packs on the shelf ready to go
All aspects considered (safety, quality, RFIs, execution plan, materials, scaffold, cranes )
Reflect the execution schedule
Superintendent, GF and Foreman buy-in sought
Went Well
Planners initiate RFIs prior to execution
Minimize Foreman paperwork (helps with less experienced Foremen)
Cross trade jurisdictional conflicts almost non existent
QC requirements identified early so issues can be resolved before work pack is in the field
QC validates FIWP at completion before progress is earned
Less rework than historical and shorter punch lists
Few scaffold delays
No waiting on materials
Safety considerations reflected

Things to Watch

COAA WFP Conference 2010 Summary
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Superintendent buy in is critical for success
FIWPs initially dissected by foremen to cherry pick activities
Build in a feedback cycle from the field to the Planner to improve FIWP effectiveness
Consider having a planned value for each FIWP for progressing
Manage the squad check process for FIWP to avoid too many approvals (restrict to Safety, Quality and
Superintendent)
Questions:
Is Workface Planning tied to Turnover?
Terry: FIWPs and Workface Planning will work with commissioning if there is a prescriptive path of start up.
Closing comments:
Sean: The key is to collect lessons learned after each application and then use them to change the
procedures.



Building Work Packages:
A panel of construction experts discuss their methods
for dissecting Construction Work Packages into Field
Installation Work Packages following the Work
Breakdown Structure.
Paul Lange: VP of Support Services, Ledcor
Scott Wilson: Project Engineer, JV Driver
Geoff Ryan: Workface Planning Manager, Graham

Geoff Ryan presented the Graham model for dissecting
EWPs into FIWPs and went on to describe the
development of earthmoving FIWPs which are being
used on a large civil project. The main difference was described as a change in the FIWP content that focused
upon the completion of a single large activity (haul sand) rather than the summary of activities expected from
one crew in a given time frame.
Geoff also explained the short interval planning process that required the foremen to develop a daily plan based
upon their FIWP and then the identification and recording of barriers.

Scott Wilson opened his presentation with a comparison between wedding planning and Workface Planning.
The reduction of risk through the removal of constraints is common to both scenarios with a strong need for
predictability. The JV Driver Workface Planners follow the COAA model and develop FIWPs from safety, quality,
project controls, the schedule, material mgt and document control, with the completed packages being returned
directly to the Workface Planners for confirmation.

Paul Lange showed a series of slides that highlighted Ledcors commitment to enhance the probability of project
success through FIWP communication and the continuous improvement of the process. The FIWPs are
developed by the planning department with help from coordinators and support services prior to being issued to
the superintendents, constraint free. The material mgt team are issued a copy of the BOM for each FIWP so that
they can bag and tag components in preparation for the material request. The FIWPs are then returned to the
project controls group for progressing when the work is 100% complete.

COAA WFP Conference 2010 Summary
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Metrics: What We Know / What We are
Learning:
Anthony Van Tol, Workface Planning Manager for
Suncor opened this session with the Time On
Tools graph that was one of the catalysts to the
development of Workface Planning.

Anthony then described the Suncor project
execution process that sees the Suncor
Construction Management Team managing the
interaction between the Engineering team and
the Construction Contractors.
The process allows Suncor to directly manage the
deliverables from Engineering and Procurement
as inputs to construction and then have direct
influence over the metrics collected and reported
by the contractors.
The presentation then showed the process of preparation and execution for Workface Planning on the Gasoline
Benzene Reduction Project on the Suncor refinery in Denver Colorado. The $200 million project that
encompassed all disciplines was managed by Suncor with a major focus on the metrics of: Progress, Schedule,
Cost and Change management.
Suncor optimized project performance by utilizing:
Work Packages
Project Baselines
Project Management of Change Process
Variance Reports (with communication plans)
Schedules (Baseline, 30, 90, current)
Cost reports







Key Note Speaker: Jim Porter
retired VP of Engineering at DuPont
and past Chairman of CII.

Jim opened the presentation with a
request for us all to

Hang up and drive.




COAA WFP Conference 2010 Summary
Jim talked in the context of his experience
Standard Work Processes give predictable results.
The application of Best Practices gives good results
But it takes the combination of both to give us
He then went on to point out that Workface Planning is a


After some slides that showed the relationship between project
this graph to illustrate the net effects of decentralised
managers were empowered to select which standard work processes and best practices they would
the net effect was a 25 to 30% increase in the cost of capital, due to reduced project performance. The return to
a centralised suite of standard work processes and best practices
positive project performance.

Jim then pointed out that A rising tide lifts all boats to illustrate the fact that Workface Planning is a
collaborative effort in a project environment and also across the industry. The application of Best Practices will
bring long term benefits to all of the industry stakeholders.

In closing he issued a word of warning by stating:
People dont resist change, they resist being changed
And then left us with a great quote from Douglas Adams (Hitch
Human beings,
ability to learn from the experience of others, are also
remarkable for their apparent disinclination to do so


experience with Du Pont and CII by stating that
Standard Work Processes give predictable results.
Practices gives good results
But it takes the combination of both to give us Great project results.
He then went on to point out that Workface Planning is a recognised Best Practice.
After some slides that showed the relationship between project performance and the cost of capital,
this graph to illustrate the net effects of decentralised control. After the initial project (IBC 95
managers were empowered to select which standard work processes and best practices they would
the net effect was a 25 to 30% increase in the cost of capital, due to reduced project performance. The return to
a centralised suite of standard work processes and best practices in 2004 brought an immediate return to
Jim then pointed out that A rising tide lifts all boats to illustrate the fact that Workface Planning is a
collaborative effort in a project environment and also across the industry. The application of Best Practices will
to all of the industry stakeholders.
issued a word of warning by stating:
, they resist being changed
t quote from Douglas Adams (Hitch hikers guide to the Galaxy):
Human beings, who are almost unique in having the
ability to learn from the experience of others, are also
remarkable for their apparent disinclination to do so.

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performance and the cost of capital, Jim used
After the initial project (IBC 95-97) the project
managers were empowered to select which standard work processes and best practices they would apply and
the net effect was a 25 to 30% increase in the cost of capital, due to reduced project performance. The return to
brought an immediate return to
Jim then pointed out that A rising tide lifts all boats to illustrate the fact that Workface Planning is a
collaborative effort in a project environment and also across the industry. The application of Best Practices will
:


.

COAA WFP Conference 2010 Summary
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Procurement and Supply Chain:
Bill Somerville, manager of contracts and supply chain for major projects at Nexen, gave a presentation that
highlighted the owners changing approach to procurement and material storage to accommodate Workface
Planning.
Bill pointed out that:
Good Terms and Conditions in contracts dont give you a good project by themselves. A good contract
still needs the support of a detailed scope.
A responsibility matrix that identifies who buys, fabricates, transports, receives and issues each
component is critical to project success.
Nexen are supporting Workface Planning through a material management database that is designed
upon the Work Breakdown Structure.
The onsite general contractor should own the process of Workface Planning
First notice of FIWP BOM must be eight weeks prior to execution
Two weeks notice is the minimum requirement for a material request.
Owners should select their contractors wisely and ensure that they have clear work processes that
assign responsibility for requesting materials



From the Captain to the Cook:

Bill McSherry, Director with Ascension
Systems presented a session on the
importance of communication and
understanding.

The presentation started with a look at
the current reality of our project
environments: People and Material
shortages, inconsistent goals and
training, no common language and an
outdated business model that tries to
reduce project costs through
departmental budget control.

Bills message was that while the
captain and cook on a submarine have
nothing in common they do share the same long term goals, participate in the same training, use the same
language and operate in a well defined organisational structure and this helps them be successful.
Therefore our success as an industry will need to follow a similar path:
Universal training
Job specific training
Standardised qualifications
Assessment tools
The presentation then spent some time describing the online training program that is being developed by ASI
and the suite of tools that are in practice now (group training) or are in development (assessment tools).

COAA WFP Conference 2010 Summary

Application of Project Controls Fundamentals

Jimmy Dees, Department Manager for Project Business Services at Syncrude and Niteen Chavan, team leader for
Project Controls at Syncrude, presented a session that highlighted the
Controls and Workface Planning.
The presentation starting with a refocus on the true purpose of Project Controls:
Effective management of engineers/suppliers/contractors
With the methods focussed on effective processes and
Jimmy then led us through the development process that Syn
requirements for progress and reporting
and benchmarking.

Niteen then presented the Syncrude model for Workface Planning in this flow chart that shows the interaction
of work packaging with project controls, with the added process of SFM (System For Management).




















System For Management (SFM) was
presented as a method developed by
Syncrude that requires the contractors to
dissect FIWPs into daily plans with a focus
creating and capturing detailed plans and
actual performance.
The process also calls for the contractors to
capture barriers to execution and then
apply processes to remove them.



From Area to System Based Construction:

Fundamentals in a WFP Environment:
, Department Manager for Project Business Services at Syncrude and Niteen Chavan, team leader for
Project Controls at Syncrude, presented a session that highlighted the interdependency between Project
The presentation starting with a refocus on the true purpose of Project Controls:
Effective management of engineers/suppliers/contractors
With the methods focussed on effective processes and meaningful data collection.
Jimmy then led us through the development process that Syncrude travelled which standardised contractor
reporting and then Syncrude naming conventions, estimating practices, trending
Niteen then presented the Syncrude model for Workface Planning in this flow chart that shows the interaction
of work packaging with project controls, with the added process of SFM (System For Management).

Syncrude that requires the contractors to
dissect FIWPs into daily plans with a focus
creating and capturing detailed plans and
The process also calls for the contractors to
pture barriers to execution and then
From Area to System Based Construction:
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, Department Manager for Project Business Services at Syncrude and Niteen Chavan, team leader for
interdependency between Project
crude travelled which standardised contractor
naming conventions, estimating practices, trending
Niteen then presented the Syncrude model for Workface Planning in this flow chart that shows the interaction
of work packaging with project controls, with the added process of SFM (System For Management).
on

COAA WFP Conference 2010 Summary
Sean Przy, Construction manager with Nexen
and Start Up:



Sean then showed us the factors that contribute to a successful transition from area to system construction:
Regular and meaningful Quality Audits. Identify trends early.
Use of the Scorecard to not only verify progress but to perform targeted inspections d
construction through In-Process Verification.
Source Inspection with early involvement from Operations personnel.
Early identification of RFI during Work Face Planning & Packaging.
Early system definition which allows for effective packaging of quali

The Workface Planning contribution to a successful transition was identified as FIWPs that are system based
with a list of construction deficiencies and documents that are required, along with the related information of
energized systems and changing permit requirements.
Sean also pointed out that the FIWPs that were used to facilitate hydro testing
smoothly and reduced the disruption to other work fronts







Sean Przy, Construction manager with Nexen used this diagram to illustrate the overlap between Design, Build
factors that contribute to a successful transition from area to system construction:
Regular and meaningful Quality Audits. Identify trends early.
Use of the Scorecard to not only verify progress but to perform targeted inspections d
Process Verification.
Source Inspection with early involvement from Operations personnel.
Early identification of RFI during Work Face Planning & Packaging.
Early system definition which allows for effective packaging of quality records for system turnover.
The Workface Planning contribution to a successful transition was identified as FIWPs that are system based
with a list of construction deficiencies and documents that are required, along with the related information of
rgized systems and changing permit requirements.
Sean also pointed out that the FIWPs that were used to facilitate hydro testing, which made the process run
disruption to other work fronts.





Sean wrapped up the session with some wise counsel:
The problems of C&SU are real and need to be addressed
prior to the transition from area to system construction.







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used this diagram to illustrate the overlap between Design, Build

factors that contribute to a successful transition from area to system construction:
Use of the Scorecard to not only verify progress but to perform targeted inspections during
ty records for system turnover.
The Workface Planning contribution to a successful transition was identified as FIWPs that are system based
with a list of construction deficiencies and documents that are required, along with the related information of
, which made the process run
Sean wrapped up the session with some wise counsel:
The problems of C&SU are real and need to be addressed
prior to the transition from area to system construction.

COAA WFP Conference 2010 Summary
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Conference Demographics:
Conference Summary:
The conference was once again very successful due to
the quality of the presentations and the collaborative
knowledge of the audience. The trade show breaks
created an ideal environment for dialog to develop and
we saw many business cards changing hands. The future
success of our endeavour will be built upon the
foundation of this network.
Just a short couple of years ago our conversations were
conceptual based upon our vision of what could be, now
our conversations are based upon concrete examples
and experience. We heard owners declaring that
Workface Planning is an owner initiative and contractors
talking about their involvement in constructability and commissioning. The software tools and support services
are fanning this fire with functionality that seems to be ready and waiting for us to optimize our programs.

Many thanks to Lloyd Rankin and his crew of assistants for all of their hard work. Their efforts gave us all an
opportunity to expand our networks and understanding while also spreading the good word of Workface
Planning

Report Prepared by
Geoff Ryan
Insight-wfp
780 819 7225