during ramp-up and will result in derating of facilities or prolongated ramp-up durations. Operational Readiness (OR) is a key enabler of value during ramp-up as it ensures that people, systems, and processes are prepared to safely and effectively take ownership of new or modified assets at handover. Dr. Gerry Hatch is well known for “doing our homework on projects and getting our clients to work with us in setting the climate and ground rules in terms of discrete milestones for each project. When I referred to homework, our people understood that I was not only talking about our technical homework, but our “people homework” as well.” [12, 13] Unfortunately, OR is often shortchanged due to resource constraints or arrogance of operations overestimating the capability and capacity of their management team, often asking them to manage the new facilities in addition to their current duties. 5.3 Call for Caution In contrast to the proven strategies to accelerate projects mentioned above, the present authors seek to caution project owners about the potential risks of a “rapid development model”. Rapid development models compress the early study phases of a project with a goal to advance to the implementation phase as quickly as possible. This approach tends to underestimate the value of doing sufficient test work, develop in-depth process understanding, process definition and engineering studies up front. In fact, it is during these early studies that significant value can be added to the project outcome for the least incremental cost. It is critical that project owners plan for development and ramp-up schedules that are aggressive to meet their business cases, but without jeopardizing the safety of their employees, contractors, the integrity of the equipment and assets, as well as the impact of their projects in the nearby communities and surrounding environment. [7] The desire for a rapid development model needs to be driven by the business imperative. A highly leveraged project may require early cash flow and market penetration to achieve the necessary return but runs the risk of a longer ramp-up to full capacity and-or need for additional capital earlier than hoped for. This may all be acceptable within the parameters of the business plan, with the hope that it turns out as planned but comprehension that it may not. The risks need to be understood and managed, with maturity in thought. It is worth saying that taking a risk does not mean being reckless with expectations that inevitably result in demotivating operations with unrealistic KPI's that are unachievable and unforgiven when risks turn into issues and events. Early planning for operational readiness generates many benefits, including safe project execution, substantial time and cost savings, establishing clarity and alignment between stakeholders, optimizing the use of labour and minimizing re-work. As discussed previously, the importance of planning for ramp-up, modifications after start-up, maintenance and operations is fundamental but often seen as a luxury that the business case cannot afford or it is 201
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