If you’ve seen this classic, it’s timeless, so you’ll get a kick out of watching it again. If you haven’t, you’re in for a treat.
It’s important to know who all of your team members are and their roles. Then you can ensure that each has the tools they need to deliver their part of the work scope.
In the real world today, sites seldom consider the needs of each team member. People are expected to make do with common tools for spreadsheets, databases, documents, scheduling, slides, email and a file sharing system.
Sadly, much of the value in their work is diminished immeasurably as soon as it is isolated in a file. More work needs to be done to assimilate the data, if it ever is to be leveraged. As team members arrive from many departments and groups, it is pretty difficult for the project, program or event manager to orchestrate a suitable flow between all of the team members.
Of course, like a baseball team’s ‘field of dreams’, the project, program or event team needs to have a common platform with the channels for data to flow between different groups in the team.
What Are The Roles and Responsibilities?
In order to get close to the reality that project, program and event managers deal with, I’ll name the roles that we have encountered in the years that we have worked with different sites. In order to provide an organization for the roles, we’ll assign them to the following groups:
- Project, Program or Event – includes roles that are assigned completely to the event.
- Site, Plant or Facility – includes roles that are called on to help keep project, program or event progress moving.
- Maintenance Department – includes Maintenance roles that are temporarily seconded to the project, program or event.
- Operations Department – includes Operations roles that are temporarily seconded to the project, program or event.
- Contractors and Onsite Service Providers – includes contracted staff and crews working onsite.
- Vendors and Offsite Service Providers – includes vendor agents, rental companies and offsite services
These groups include the roles that are in your team! That’s already quite a group. Remember, anything that you can do to help them help you, bodes well for your project, program or event, and for your site as well as your company.
Let’s get started with a list of who (which Roles) are in each of these teams. You can perform a similar exercise. We’ll provide you with a dedicated, secure site to define your teams and your roles and the responsibilities. Our contact information is at the end of this article.
Project, Program or Event Roles
- Capital Project, Maintenance Program or Turnaround Event Manager, who needs to help their team to stay on track for getting ready for the next turnaround event.
- Scheduler, who needs to merge many plans and apply resource limits to ensure that the right number of people and equipment are available on site to get the work done on time.
- Cost Analyst, who is charged with producing KPIs that provide an early indication of direction and helps the Steering Team to course-correct as needed.
- Steering Team, who is charged with decision-making and needs accurate, timely KPIs delivered with minimal extra effort and maximum accuracy.
- Expeditor, who needs to be alerted when delivery dates are being missed or almost missed, so as to ensure that nothing delays the schedule.
- Materials Clerk, who needs to kit the materials and tools needed for each package, and issue them without causing delays to the schedule.
- Turnaround Administrator, who needs to ensure that contractors have the help they need to get their staff and employees situated in the area of the site, especially if they have traveled to the site, as well as innumerable other tasks related to keeping the event on track.
- Logistics Coordinator, who ensures that facilities are available for all of the additional people on site and that the site is a safe work area.
- Change Management Lead, who tracks and expedites the change management process to ensure that all of the right processes are completed much more quickly than during the pre-turnaround timeframe.
- Contract Coordinator, who helps contractors and service providers to streamline their efforts in support of the work effort.
Site, Plant or Facility Roles
- Accounting Manager, who needs to ensure that the checks they sign off are for real people doing real work.
- Information Technology Manager, who has to ensure the security of in-house systems.
- Data Quality Lead, who is ensuring consistency in data so as to drive accurate, actionable analytics.
- Site / Plant Manager, who needs to empower their team with current technology that drives safe completion of the work, while not blowing budgets and schedules.
- Inspection Manager, who needs to be ready with their crews to discover work once equipment is cleaned and ready to be inspected, and then has to track the work to its completion.
- QA/QC Lead, who needs to orchestrate rapid tests and quality checks upon completion of work.
- Procurement Manager, who initially may sign us on, but then needs to manage thousands of vendor and contractor interactions for a single event.
- Warehouse Supervisor, who needs to be alerted when stocks are running low and when materials, supplies, tools and equipment are delivered.
- Security Administrator, who needs to ensure staffing to track additional staff through the turnstiles and ensure they are suitably dressed in PPE and credentialed.
- PSSR / MOC Sign Off Tracker, who needs to ensure that Operations, Maintenance, Inspection, Engineering, Environmental staff sign off on completed work.
- Engineering Manager, who needs to provide staff to supplement the turnaround work scope, and well as provide sign offs when needed.
- Reliability Manager, whose staff is made available to the event to support in Inspection, QA/QC and consulting as needed.
- Training Manager, who provides safety orientation and training for in-house and contractors.
Maintenance Department Roles
- Maintenance Manager, who needs to have their team engaged and efficient in preparation for and execution of work.
- Maintenance Planner, who needs to create detailed plans for each asset or groups of assets, and then ensure that the sequence completes within the planned window.
- Discipline Coordinators, ex. Electrical, Instrumentation, Rotating Mechanical, Fixed Mechanical, etc., who need to be seconded as coordinators and who create shift change Turnover Notes to ensure smooth shift transitions.
Operations Department Roles
- Operations Manager, who needs to safely shut down and isolate processes so work can be done, and, when the work is done, they safely de-isolate and start up the processes.
- Operators, who need to prepare the lock out/tag out (LOTO) tags, then collect them as they are turned in by field crews.
- Operations Planners, who need to build isolation plans that cover the scope of the turnaround and also the shutdown and startup sequences.
Contractors and Onsite Service Providers Roles
- Contractor Managers, who, by having access to the common platform save time in non-duplication of data, and provide progress that is near-instantly reflected on dashboards.
- Contractor Leads, who run crews, get the work done and report progress upon completion, or report impediments to progress for quick responsive action.
- Contractor Timekeepers, who record time spent on work and resort to cost and to billing staff.
- Contractor Planners, who provide detailed, Level 4 plans for execution by their teams.
Vendors and Offsite Service Providers Roles
- Vendor Agents, who can access RFQs and provide Rates, Quantities and Delivery dates for review by Procurement prior to issuance of POs to the winning bidders.
- Service Provider Liaison, who provide a contact point for progress on offsite work like machining and fabrication.
How big is this team?
Your mileage will vary. It depends on the size of your site or facility. A rule of thumb that we use is you will have at least 5 people working for each lead. So, if your staff and crew adds up to 1000, you can estimate that 1000 / 6 = 167 people that are needed to provide leadership, supervision and coordination.
What are the next Steps?
Ok, that was a lot of roles! And a lot of people. Imagine the disconnects that exist when what they do is NOT on a common platform with predefined data flows. It’s not hard to imagine – that is today’s reality at most sites. But it does make sense to try and bring all of these team members to a common process.
So why has this not already happened? Lack of Technology, and, to a certain extent, lack of a change agent attitude.
The good news is, the technology is now here: TeamWork Common Platform has been diligently built, from the ground up to meet exactly this type of integrated problem. And the bigger your team is, the more they appreciate the availability of this common platform. They are tired of seeing their long hours of work ending up in a file buried in a folder, never to see the light of day again. They have heard the story that what they are doing will save the next team a bunch of time. Yet, when the next team arrives to start the work, the remnants of the last event are seldom picked up and reused. It seems to always take a lot of time to get ready again.
Each of these Roles is a customer to us. Each role has tasks that will impact the Safety, Environment, Quality, Schedule and Costs of the Project, Program or Event. And each may provide a pathway for your company to embark on the path to an efficiently operating team.
Imagine reduced ambiguity on expectations, and more comfort by the team that they are actually working in concert with each other.
We have a place for you to evaluate your indirect roles and their contribution (i.e. job description) to the project, program or event that you are aiming to execute safely, with exemplary environmental stewardship, and minimal re-worked steps, on schedule and on budget.
Your project, program or event team needs a common platform with process-driven channels for their data flow.
Get a hold of us now. at http://www.teamworkgroup.com
Or email us at: CustomerSupport@teamworkgroup.com