Work Groups

In 2015 the PAAD Founders established the core topics Alberta projects need to improve on:

Therefore PAAD established four working groups that target these core areas to improve.


Scope Definition and Front-end Loading Work Group:

Objective: This working group will assess the industry issues of Scope Definition and Project Planning by comparing two historical projects and doing an in-depth analysis on the effects of implementing with discipline the full processes recommended for project front-end planning.

Members: Darcee Adam and Julio Arcila – Shell

Targets/Critical Success Factors: Measure KPIs on the project:

  • Number of major scope changes (defined as +/- 0.5% TIC or +/- 1 month duration)
  • Front End Loading index from IPA benchmarking assessment or self-assessment
  • Deviations from baseline FEL3 estimate and schedule duration, measure of effectiveness and predictability.

Progress to date: Final report in stages of approval expected Jan 2017.

Documents: (work in progress)

Risk Management Work Group:

Objective: Establish and implement an effective risk management process for the oil/energy industry.

Scope: Excluding Fundamental Enterprise Risk, insurance and biding/contract risks. Including jobs over $50MM with project management, construction management under all contract types.

Members: John Singleton – Aecon, Cam Green – Canonbie, Ron Genereux – Suncor

Targets/Critical Success Factors

  • Governance
    • Stewardship meetings include risk progress reporting
    • Stewardship positions have appropriate authority
    • Use maturity assessment
    • Clearly defined plans with accountability definitions
  • Risk Identification and Analysis
    • Standardized process
  • Risk Mitigation / Allocation
    • Risk owners identified
    • Time-line established with look-ahead triggers
    • Facilitate identifying opportunities
  • Working the Mitigation Plan
    • Plan to assess and address culture barriers
    • Open communications, with collaboration, trust and commitment
  • People and competency
    • Plan to assess and address gaps in competency at each level working on risk management
  • *Project Performance factors show improvement (schedule, cost, quality)

Progress to date: Project started in August 2015 and completion expected late December 2016. They maintain a shared risk register and review at the monthly stewardship meetings. They have successfully closed 10 high impact risks and 25 in total and documented over 100 risks and opportunities for improvement. Their final report is in final stages of being approved, waiting for the project’s lessons learned process to be completed so they can update exact impact numbers on the final report. The final report will have the following sections: Summary, Business Case, Lesson Learned, Populated Action Registry, and Recommended Implementation Plan.

Documents: (work in progress)

Collaboration Work Group:

Objective: Grow capacity in industry players to collaborate in order to improve project delivery performance

Scope: Excluding Joint-Ventures. Including long or short term industrial projects moving the industry from Adversarial relationships to Cooperation-Collaboration levels of relationships.

Members: David Harmata – Tech Resources, Chester Nagy – Plains Fabrications, Darren Shafer- Supreme Group, Ross Krill – Suncor, Dan Peet and Chad Hadler – Tundra ITS

Targets/Critical Success Factors

  • Build Trust / Positive Relationships
    • Clear / Transparent expectations and communication plan
    • Mind-set: commitment and trust as a given
    • Early engagement, round-table format discussions
  • Contract Strategy supports collaboration
    • Must facilitate collaboration
    • Consider long-term relationship contracting
  • Work processes support collaboration
    • (new) Tender process facilitates collaboration
    • (new) Stage Gate process facilitates collaboration
    • Timing of involvement of players facilitates innovation/collaboration
  • Profit Sharing is involved in collaboration project
    • Transparency
    • Value added by all players is clearly defined
    • Include as much of the supply chain as is reasonable
  • *Project Performance factors show improvement (schedule, cost, quality)

Progress to date: One project under-way implementing collaborative construction principles and currently reviewing NEC3 contract and IPD contract models. The work group is currently looking for additional projects and ways to engage the industry. 

Documents: (none to date)

Skills and Competencies Work Group:

Objective: Grow capacity in industry players on managing employee competence to improve project delivery performance.

Scope: All persons of employment; workers up to management in any type of company but specifically tested in the oil/energy industry. The pilot phase 1 will test within Waiward’s employees, the Local 720 and 725 ironworkers unions on the Fort Hills project.

Members: Jim Kanerva – Waiward Steel, Bill Rodgers – Mammoet

Targets/Critical Success Factors

  • Empower employees to build on their existing skill sets and provide the best value to the project
  • Build a standardized process/OPS Plan and infrastructure that can facilitate:
    • Assessing and tracking competency;
    • Assessing for gaps in training and performance;
    • Managing training and development;
    • Being able to produce and retain objective evidence of individual employee competence.
  • Build potential infrastructure for employees to take their competency profiles to other projects/companies, thereby saving time in resource management. In creating and establishing this infrastructure, the following challenges will be clearly addressed:
    • Address intellectual property/Confidentiality/Non-Disclosure issues between project participants;
    • Assess potential for legal template to facilitate sharing information;
    • Conduct talks for third-party location of digital/website competency database.

Progress to date: Completed demonstration project on new Modos software in collaboration with Ironworker unions and Waiward. Now they are moving into implementation projects at Supreme Group and Mammoet with their respective labour relations groups. Final reports are being completed at this time. To learn more about Modos go to:

Documents and Articles: The Waiward-MODOS Story

Report on the pilot project by Canada West

*NEW* Construction Simulation Work Group:

Objective: Demonstrate and Implement the construction and turnaround simulation best practice.

Scope: 3D modelling and simulation of construction but also inventory, fabrication, erection and assembly processes.

Members: David Harmata – Teck Resources, Yogesh Srivastava – Intergraph, Ron Heigh – Supreme Steel

Progress to date: Setting up work group charter and plans, first meetings in April 2017.

Documents and Articles: WG Team Charters 2017 – Construction Simulation