We published a
primer (tutorial) for planning turnarounds that you might find helpful.
We recommend planning to a high degree of detail, but we use software that can handle it easily. If you are using software that bogs down with a large volume of detailed tasks, you should plan to as detailed a degree as the software can reasonably accommodate (or find another tool if the current one is inadequate).
Usually, the capital work that is integrated into a (maintenance) turnaround is limited to piping tie-ins. We code them appropriately to identify the work as capital work but otherwise treat it the same as any other part of the project scope.
The organization of the work into a WBS would be dependent upon the procedures at your plant. Every turnaround I have ever participated in used a work order based system for organizing work at (more or less) the equipment level. Something like:
Plant
- Unit
--- Equipment Type
------ Work Order
--------- Tasks
We include all pre-turnaround work in the schedule and flag it as pre-turnaround. Our system has some built-in facilities for handling pre and post turnaround work appropriately for cost estimating, scheduling, etc.
I cannot recall ever seeing ’design’ included in a turnaround plan/schedule. If you are referring to the capital projects, usually the engineer(s) overseeing the project(s) will be in charge of managing their responsibilities leading up to the construction.
Purchasing of material is usually done well before the turnaround schedule is approved/finalized and it is more common to include material delivery constraints than material purchasing activities.
Bernard Ertl
InterPlan Systems - ATC Professional Shutdown / Turnaround Management System