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Helping to conduct the business


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Objectives
Explain what IAP is and describe its business benefits
Describe the drivers for long-term, medium-term and short-term planning and the relationship between IAP, the ARP, the
Business Plan and functions plans
Explain the key principles of integrated planning
Describe the key factors and leadership behaviours required to make IAP a success

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Planning, scheduling and work management
Planning is about defining what we want to do and prioritising all the different things that we want. It is done in order to
make sure that a prioritised, long-term programme is established, that long term commitments can be met and so that resource
requirements can be identified. An example would be a Functions long- term plan which is used to establish the level of
demand for key resources in order to secure availability.
Scheduling is the application of medium/short-term business priorities and constraints to the selected programme of activities to
determine the optimum timing for each activity.
Work management covers the complete framework around planning, design, scheduling and work preparation. It also includes
activities such as contracts, procurement, logistics and fabrication. It should take into account everything that needs to be
organised in order to ensure quality execution of work. Work management is the responsibility of the functions.


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What is Integrated Activity Planning?
IAP is a key enabler of the Manage Asset process.
The aim is to ensure that all work is prioritised and scheduled for execution at the optimum time, which enables the Assets to
set realistic safety, production and cost targets and deliver upon them.
Effective integrated activity planning will help avoid potential losses resulting from clashes, inefficiencies and inadequate time
given for the proper preparation of work and procurement of resources.

IAP is the process that brings together in the execution phase all functions activities to be carried out on a Facility or Asset
and integrates them into one plan.

The high-level strategic planning of shutdowns is part of IAP.

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Key Planning Principles

1 Plans must be integrated

2 We must plan for the long-term, the medium-term and the short-term

3 Functions plan and manage their work

4 We must all follow the planning process

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Why is integration important? - Safety
Allows us to avoid worksite clashes through proactive scheduling
Ensures timely preparations for critical activities
Provides supervisors with an overview of approved activities and work executors on their
facilities
Examples
Overside working while divers in water
Anchor clash management of multiple vessels
Hot work on live facility
Activities on fire and gas equipment
Starting work with inadequate preparations

Key planning principles: 1 Plans must be integrated
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Key planning principles: 1 Plans must be integrated
Why is integration important? - Production
Allows alignment of the schedules of production impacting activities thus reducing overall
deferment
Provides focus on the prioritisation of production gaining activities to ensure execution
according to plan
Examples
Alignment of flowline hook up and well delivery activities
Alignment of vessel inspections and plant hook ups during shutdowns, i.e. an integrated
shutdown plan
Prioritisation of production related activities such as metering upgrades

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Key planning principles: 1 Plans must be integrated
Why is integration important?- Cost
Reduce costs by providing the necessary overview of a complete work programme over
sufficient time horizon to enable:
timely mobilisation of resources
the efficient sharing of resources between Assets and functions
Avoids penalties by visualising impacts on contractors or customers
Examples
Tanker demurrage
Long-term drilling rig demand
Vessel contracts
Reduce mobilisation costs and non-productive time by aligning activities for each vendor

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Key planning principles: 1 Plans must be integrated
Scope of integration
Activity Content
Includes the work of all the functions which is required to be carried out on a Facility that has an impact on HSE, production,
capacity or shared resources.
Physical Coverage
Includes the integrated production system, which covers surface and subsurface Assets, hydrocarbon processing Facilities,
utilities, evacuation systems, onshore Facilities and dispatching. These may include activities impacting our operations from
midstream, e.g. LNG, down-stream, and both operated and third party operated Assets.
Pipelines Platform
Plant
Terminal
Wells
Office Based
Work preparation
Design phase
Procurement

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Key planning principles: 2 We must plan for the long-term,
the medium-term and the short-term

IAP operates at three levels: the strategic, the tactical and the operational


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Key planning principles: 2 We must plan for the long-term,
the medium-term and the short-term
How the long-term, medium-term and short-term plans are related
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Key planning principles: 3 Functions plan and manage their work

All of these steps are the responsibility of
function
However activities within a

functions plan
cannot be considered firm until approved in the
IAP. E.g. Trip without a ticket

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Key planning principles: 4 We must all follow the planning process
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Key planning principles: Summary
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Key Success Factors for IAP
For IAP to be effective the following requirements are a must:
Planning organisation in place and competent for functions and IAP
Clear roles, responsibilities and accountabilities
Planning calendar in place: effective meetings, events, deadlines
e.g. Asset Strategy Reviews, Business Planning Milestones, Medium Term and short term IAP meetings, Functions planning
meetings/reviews.
Change control process implemented and communicated
with table of authorities in place describing for each magnitude of change/business impact: who (role) can authorise and what is the
correct forum (in calendar) to raise the change request.
Threats and opportunities managed proactively
continuous activity readiness checking, action parties, follow-up dates, contingency plans

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Key Leadership Actions
Lead the planning process
Define and communicate IAP and business priorities in the Asset context
Chair IAP and Functional Planning meetings
Insist on the right attendance and preparation
Focus on readiness (PEC) and threats and opportunities
Insist all work is planned
and changes are agreed only in relevant functions and IAP planning meetings
Insist actions are minuted and followed up
Ensure agreed plan is signed off (commitment from your team to execute as planned)
Drive the plan
Use the plan!!
Monitor progress and set actions to address slippage

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How do we measure success?
Plan delivery
Operational Excellence Review Element 9

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Where can I learn more?
IAP Wiki
Operational Excellence in Production Element 9 EP 2009-9109
IAP Process Guide EP 2006-5471
Strategic Shutdown Planning Process Guide