Strategic Planning for STO

Note: This educational post is sponsored by the Energy Conference Network and STO Navigator Inc. Together we are planning a unique event in New Orleans on September 21st; a week of workshops, conference presentations, team building and networking, which will focus on strategic planning for STO—sharing lessons-learned case studies, best practice presentations and workshops delivered by those who’ve recently executed STO projects—supported by STO SME’s (Subject Matter Experts)—to reduce risk and increase performance.

Expression of Interest

We are currently taking expressions of interest from potential presenters and sponsors – if you are interested in presenting and/or sponsoring this event please email:  ejlister@stonavigator.ca or symon.rubens@energyconferencenetwork.com

Strategic Planning for STO

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Strategic Planning for STO at Petronas

Strategic planning for STO (Shutdowns, Turnarounds, Outages) requires stakeholder involvement to 1) mitigate risk and 2) optimize the Project Plan to achieve the desired safety, quality, efficiency, cost and timeline KPI (Key Performance Indicator) targets.

Tactical maneuvers—the opposite of strategic planning—may be required during the Execution Phase of a STO project; however, this should never be considered a substitute for strategic planning for STO.

Surprisingly, many organizations rely a great deal on tactics, choosing to focus more on detailed planning and scheduling (many of whom use static versus dynamic (DSM) scheduling to produce a Project Plan), believing that if they create the best PJP’s (Planned Job Packages) they’ll successfully execute their STO activities.

Nothing could be further from the truth

Although detailed planning and scheduling is essential, in the absence of strategic planning for STO many of the indirect support systems—Safety, Cleaning, QA/QC, Contracting, LOTO, Permitting, Communication, Logistics, Tools, Updating, etc.—which detailed planning is based upon, along with workscope and budget, will be compromised.

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Strategic planning for STO considers the deliverables (output) and feed-stock (input) to establish objectives and tasks relevant to avoiding tactics, while supporting the direct workers with a safe environment, quality management and efficiency (increased tool-time); ensuring the lowest cost shortest timeline. Therefore, it is essential that each stakeholder group assemble in a workshop environment prior to detailed planning and scheduling to establish their strategies. Strategies that will support the deliverables, which in turn will support the direct workers KPI’s: safety, quality, efficiency (resulting in the lowest cost and shortest timeline, guaranteed).

to be continued next week with downloadable templates and tools for strategic planning for sto

STO Week—New Orleans, September 21st, 2015—Team Building Workshops & Conference Event

Stay tuned for more strategic planning for STO blog posts. Do not miss a unique opportunity to gain valuable knowledge on STO methodology, technology and educational workshops—for you and your people—at our planned STO Week in New Orleans.

No organization can achieve HpO (High-performance Organization) status in the absence of a balanced methodology, technology and people culture. We’ll keep you posted of venue, dates and agenda in the coming weeks.

eCN