Brant Mock and James T. O’Connor
The purpose of this study is to discover which solution strategies to common industrial commissioning and startup (CSU) problems (Hot Spots) owner and contractor organizations…
Abstract
Purpose
The purpose of this study is to discover which solution strategies to common industrial commissioning and startup (CSU) problems (Hot Spots) owner and contractor organizations identify as most effective and to identify which strategies are identified by one or both organization types.
Design/methodology/approach
Ratings for the relative value provided by strategies, and the effort required to implement strategies were solicited from CSU industry experts employed by owner or contractor organizations via a survey. Quantitative modelling using the Possible, Implement, Challenge, Kill (PICK) chart method distinguished high-value, low-effort strategies from other strategies.
Findings
Owners and contractors identify distinct sets of CSU solution strategies as high value and low effort, with some overlap. Of 178 total strategies, 40 (22.5 per cent) were identified by owners and 34 (19.1 per cent) by contractors, with 19 (10.7 per cent) of those strategies in common. Strategies with the greatest differences in opinions between owners and contractors are also identified.
Research limitations/implications
Research findings are limited to industrial-type, operational systems-intensive facilities. Similarities may exist with other systems-intensive project types, such as some commercial or infrastructure projects. The survey sample size is relatively small (n = 35), but close to that of other CSU-related surveys. The majority of survey participants were based in North America at the time of participation. Further, the number of contractor and owner participants differed slightly.
Practical implications
CSU managers and personnel should consider using high-value, low-effort strategies before resorting to other less effective strategies, as applicable on their projects. Depending on which organization is executing CSU, or if both organization types share CSU responsibilities, different solution strategies may be most effective.
Originality/value
Differences in owner and contractor perspectives and opinions have been noted in other aspects of the project lifecycle but never for CSU solution strategies. Use of the strategies identified will support more effective CSU execution.
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James T. O'Connor and Brant Mock
Successful commissioning and startup (CSU) is critical to successful capital project completion. Industrial facility production and operations can also be affected by the level of…
Abstract
Purpose
Successful commissioning and startup (CSU) is critical to successful capital project completion. Industrial facility production and operations can also be affected by the level of CSU success. Specifically, transitions between construction, commissioning and startup (CCSU) phases, as well as between project organizations, have been identified as an opportunity for improvement across the industry. The purpose of this paper is to establish and clarify CCSU accountabilities and responsibilities for industrial-type capital projects across these transitions.
Design/methodology/approach
This research used a panel of industry practitioners to assist with data collection, review research products and provide industry perspective. The authors used the insight of these CCSU experts to craft new CCSU models. A separate set of industry practitioners was used to validate the findings, and an illustrative case study is also provided. Descriptive analyses and statistics aid the interpretation of research findings.
Findings
Substantial research findings include: three novel CCSU project delivery models, a comprehensive CCSU activity flowchart applicable across industrial sectors, and an extensive CCSU RACI (Responsible, Accountable, Consulted and Informed) matrix detailing responsibility and accountability assignments across 60 project functions for all of the 124 CCSU flowchart activities. Four key leadership functions are found to be accountable for most of the CCSU process. A need for frontloading CCSU activities during construction is clearly demonstrated, and the value of administrative activities as enablers of core CCSU activities should not be underestimated.
Research limitations/implications
The findings contribute to a more accurate model of CCSU execution best practices for industrial applications. Specifically, CCSU project delivery models give insight into high-level transition structures between organizations and across phases.
Practical implications
The extensive listing of CCSU activities along with suggested accountability and responsibility assignments for each activity give CCSU managers a starting point for ensuring that important tasks are not left undone during this critical phase of capital projects.
Originality/value
New CCSU models for industrial capital projects presented in this paper (including CCSU project delivery models, activity flowchart and RACI matrix) constitute substantial contributions to the industrial construction body of knowledge. These models provide more comprehensive coverage of CCSU topics than their predecessors, and specifically address activities and issues pertinent to industrial construction. The establishment and clarification of responsibility and accountability assignments are of particular value during this high-transition stage of capital projects.
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Brant Mock and James T. O'Connor
The main purpose of this paper is to identify high-value, low-effort solution strategies to common commissioning and startup (CSU) problems experienced during industrial…
Abstract
Purpose
The main purpose of this paper is to identify high-value, low-effort solution strategies to common commissioning and startup (CSU) problems experienced during industrial construction projects.
Design/methodology/approach
Data on the value provided by solution strategies and effort required to implement them were collected from 35 industry experts via an electronic survey. The authors used a PICK (Possible, Implement, Challenge and Kill) chart two-axis modeling method to distinguish high-value, low-effort strategies from among the set of 178 possible solution strategies to the 20 most common CSU problem activities.
Findings
A total of 38 strategies were identified by industry experts as both high-value and low-effort solutions to the most common CSU problems experienced on industrial construction projects. The 20 common CSU problems had an average of almost nine solution strategies each, of which an average of almost two were identified as high-value, low-effort.
Research limitations/implications
The research findings are limited to industrial-type construction projects; however, parallels may exist with heavy civil, commercial and other types of construction. The sample size was relatively small but in accord with other CSU surveys.
Practical implications
Managers are provided a list of 38 highly effective strategies to use when they encounter common CSU problems. By implementing these strategies, managers will provide their projects with more benefit for less investment.
Originality/value
Although several studies have identified solution strategies to CSU problems, none have sought to differentiate between strategies. This study distinguishes between an extensive set of 178 strategies along both effort and value metrics, identifying high-value, low-effort strategies using a novel application of the PICK chart model.
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James T. O'Connor, Fernanda Leite and Jong Won Ma
The purpose of this paper is to present a comprehensive analysis on how the advanced work packaging (AWP) managerial paradigm could be advanced by incorporating and integrating…
Abstract
Purpose
The purpose of this paper is to present a comprehensive analysis on how the advanced work packaging (AWP) managerial paradigm could be advanced by incorporating and integrating the post-construction commissioning and startup (CSU) phases.
Design/methodology/approach
This study was implemented with the support of consolidated knowledge from industry subject matter experts and an exhaustive literature review to provide a knowledge foundation for the developments. The findings were further validated and strengthened by external subject matter experts.
Findings
A new operating system-oriented work package, systems work package (SWP), is devised with a set of definitions and models of how it relates to AWPs with three-dimensional visualizations. SWP-related constraints, key roles and responsibilities are thoroughly investigated.
Research limitations/implications
A new SWP concept would pose potential challenges for its adoption because of inherent organizational culture and hesitation to change. A systematic reorganization of existing practices is considered as a key strategy to alleviate the limitation, and short- and long-term validity of SWP is currently being investigated by organizations.
Practical implications
This research provides practical implementation strategies on CSU integration which lead to benefits including: better alignment and collaboration of stakeholders, reduced costs for associating AWPs to SWP and improved predictability.
Originality/value
AWP-related studies have primarily focused on the construction phase, with minimal integration of CSU considerations. Highlighting the importance of the philosophy “start with the end in mind,” this research describes how the AWP managerial paradigm can be expanded to include CSU, by placing a strong emphasis on understanding CSU priorities, sequences and constraints.
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Hyun Jeong Koo and James T. O’Connor
In recent decades, professionals in the architecture, engineering and construction industry have come to recognize building information modeling (BIM) as one of the most powerful…
Abstract
Purpose
In recent decades, professionals in the architecture, engineering and construction industry have come to recognize building information modeling (BIM) as one of the most powerful technologies available to ensure successful project outcomes. The purpose of this paper is to explore the benefits of BIM on design defect prevention during the design phase of building projects.
Design/methodology/approach
The authors qualitatively analyzed 160 design defect leading indicators (LIs) to identify key themes for design defect prevention. Then, by matching appropriate BIM functionalities to each key LI theme, they identified BIM-supported key LI themes.
Findings
The result of this paper served as the foundation of a BIM-based key design processes framework, which identifies the necessary data, project parties, actions and applicable BIM functions for preventing particular design defects. In addition, the authors found that BIM implementation can benefit 71.2% of the LIs of the design defects associated with problematic deliverables.
Originality/value
This study establishes the current state of BIM use for design defect prevention and also gives practitioners precisely targeted guidelines for using BIM functions during the design phase for better quality management.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
CCSU Hot Spots are key areas for CCSU managers to focus on in order to bring this stage of an industrial construction process in on budget and time.
Originality
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Details
Keywords
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Snapp and Tap30 are the two largest online taxi firms in Iran. Their corporate strategies differ in the focus on customers, leading to divergent pathways to success.
Originality
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Details
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A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that…
Abstract
A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).
In the year 1900 Koch expressed the view that human and bovine tuberculosis were distinct diseases, that the bacillus of bovine tuberculosis could not produce this disease in the…
Abstract
In the year 1900 Koch expressed the view that human and bovine tuberculosis were distinct diseases, that the bacillus of bovine tuberculosis could not produce this disease in the human subject, and that the bacillus of human tuberculosis could not set it up in the bovine species. As is now well known. these conclusions have not received the slightest confirmation from other workers in the same field, and it may be said that the consensus of scientific opinion is now to the effect that the bacilli of human and bovine tuberculosis are identical—at any rate, so far as the effects attributed to them are concerned. The Royal Commission appointed in 1901, and consisting of the late Sir MICHAEL FOSTER, Drs. SIMS WOODHEAD, SIDNEY MARTIN, MACFADYEAN, and BOYCE, have issued a further interim report on their investigations. The first interim report was published in 1904, the conclusions stated in it being to the effect that the human and animal diseases were identical, and that no characteristics by which the one could be distinguished from the other had been discovered. The report now issued shows that these conclusions are confirmed by the results of a very large number of fresh experiments. The main conclusions set forth in the present report are as understated :—