Turnaround Project Planning Primer

Using Productivity (Earned Value) Analysis

It is necessary to remember that the productivity analysis findings only point out a consequence, and not the root of the problem. It is up to the supervisors and managers to investigate and determine the causes for poor productivity.

The very first item to check is the degree of detail in the work scope. If there is little or no detail, then the productivity analysis is for all practical purposes useless.

If the degree of definition for the work order activities is good, then the next thing to investigate is which area suffers from poor productivity: whether it is across the board, or limited to an area, resource, etc.

Another item to investigate is the impact of delays, whether the lack of tools, equipment, spare parts, weather, permits, etc. is responsible for the decline in productivity.

Productivity can also suffer when too many workers are crowded into a congested area, such as inside a vessel or structure, etc.

If productivity is found to be confined to a particular craft, then personnel changes might have to be considered, if no other factors appear to be the likely cause.

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The Turnaround Project Management Primer is an abridged version of the STO Management Handbook.

For further reading, we also recommend Joel Levitt’s Managing Maintenance Shutdowns and Outages.