Turnaround, Shutdown and Outage Management - TSOM
Discipline: Project Management
Duration: 3 days
Instructor(s): Pete Luan, Ken Lunsford
This course addresses Turnaround, Shutdown and Outage (TSO) Management principles and practices as they relate to activity planning, execution and closeout activities for midstream, petrochemical and refining facilities in the petroleum industry. The specific training received in TSO management and the proper use of scarce resources (time, people and materials) will help the TSO or Project Manager improve cost, schedule and operability results. Upon completion of this course, the participant will know what the critical success factors for a TSO are and be able to utilize best practices in TSO planning, execution and closeout. Participants will understand how maintenance, operations and contractor resources relate to one another and what tools are available for the TSO team to ensure properly-managed interfaces among key stakeholders. The course is taught using a combination of instruction, facilitated discussion, and hands-on exercises using real-world TSO examples. The exercises will include both individual and group activities that will provide each participant with a hands-on application of the principles and practices discussed throughout the course.
Maintenance superintendents and supervisors, project managers and project engineers, maintenance engineers, planner/schedulers, operations representatives, HSE representatives, and procurement professionals who plan, manage, or participate in turnarounds, shutdowns and outage management. Special emphasis will be placed on best practices and future trends in TSO management.
You Will Learn:
- Understand what a day in the life of a TSO Manager during a shutdown is like
- Establish business strategies and objectives for a TSO to ensure support from all facility stakeholders
- Develop a robust TSO resource plan and get the resources you need
- Develop and validate work scopes for both maintenance and project activities
- Establish criteria early in the planning cycle for TSO work scope selection
- Select a computerized maintenance management system, including those features needed for TSO management
- Integrate capital projects and maintenance work during a TSO
- Identify and address key TSO constraints and operations interfaces
- Develop a robust contracting plan for the TSO to align work scope
- Prepare a TSO execution plan
- Utilize fit-for-purpose progress measurement and control techniques
- Six-phase TSO management process
- TSO issues and challenges
- TSO quality plan
- TSO safety planning
- CMMS benefits, selection and implementation
- Developing an integrated TSO plan
- Managing TSO stakeholders and resources
- Monitoring progress and controlling change
- Procurement and contracting for a TSO
MR. PETE LUAN has over 25 years of international upstream project management experience. He has also consulted for the past 10 years helping energy companies improve their management of capital projects. He has an extensive track record of helping E&P companies improve their capital project performance. He has been particularly successful with those clients who are faced with large capital projects and require a step-change in organizational capabilities. Pete is a facilitator and advisor to top management, many of whom continue to seek his advice even after the development of their project organizations has been completed. He has worked with numerous strategy, project execution plan development, risk management, Lessons Learned, stakeholder alignment, etc. Pete worked for Amoco Production Co. managing major capital projects in Azerbaijan, the Middle East, and Latin America. He holds a BS and an MS in Mechanical Engineering with higher honors from Rice University and has completed management training at Harvard Business School. He is PMP certified.
MR. KEN LUNSFORD is the Project Management Discipline Manager for PetroSkills. He has more than 38 years' experience in engineering and management of oil, gas, chemicals and plastics development. During his 32 years with ConocoPhillips, he led development teams on projects in the United States, Norway, Qatar, and United Arab Emirates. His diverse engineering and project management background includes sour gas plants, oil, gas and petrochemical pipelines, engineered plastics processes and materials handling, batch sulfur chemical processes, liquefied natural gas projects and pilot plants. Additionally, he was corporate project controls manager for Phillips Petroleum with responsibility for developing business processes and training for asset development, value improving practices, project controls, contracting strategy, risk management, reviews and assists and joint venture non-operated project assurance. He received his BS and MS degrees in Mechanical Engineering from the University of Missouri-Columbia. He is a registered professional engineer in the State of Texas.
In-House Course Presentations
All courses are available for in-house presentation to individual organizations. In-house courses may be structured the same as the public versions or tailored to meet your requirements. Special courses on virtually any petroleum-related subject can be arranged specifically for in-house presentation. For further information, contact our In-House Training Coordinator at one of the
numbers listed below.
Telephone 1- 832 426 1234
Facsimile 1- 832 426 1244
Public Course Presentations
How to contact PetroSkills:
1-800-821-5933 toll-free in North America or
Address P.O. Box 35448, Tulsa, Oklahoma 74153-0448, U.S.A