Managing a turnaround process is not always easy, but its possible. There are many different skills involved in this process and the success of the turnaround process depends on the people and management working on it. If you are the person who oversees the execution of the turnaround process, then there are some things you should know, especially when the project does not go as planned.
Human resources and workplace instability can be the Achilles heel of the project. Cost is considered the biggest right, but the costing process of a turnaround can be modeled using a bell curve and other commonly available tools and techniques. Initially, specialty skills are brought up slowly as units or vessels are opened and shut down. Towards the end of the turnaround process, the specialty skills start to diminish. Managers should review staffing levels frequently against schedule requirements and demobilize excess manpower to control costs. Manpower shortage, and shortage of properly skilled and trained manpower can run the project off course quickly. As a rule, turnaround managers should have a contingency budget that is 10% higher than the budgeted amount.
A critical component of turnaround management is the ability to communicate well and manage the scope. In fact, there are several common challenges that arise when managing a turnaround. The most difficult problem to overcome is the lack of dialogue between management and field supervisors. Senior management might allow major jobs to be added late. This presents an unacceptable risk to the project. Identifying problems and resolving them as early as possible is vital to the success of a turnaround.
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