Managing Shutdown Projects

Project management involves using specific tools and techniques during the execution of the project to ensure that the expected outcomes are achieved within the allocated timeframe and predetermined cost (PMBOK, 2013, p. 5). Project management is the key to successful projects, and its tools and techniques contribute to project success (Albert et al., 2017, p.

796). However, Patanakul (2010, p. 42, 43) argues that it is the correct application of project management that influences the project outcome. These tools have developed over time and have been standardised to ensure that the best practices are applied when managing projects and the use of such practices have been found to increase project performance (Papke-Shields et al., 2010, p. 650).

In shutdown projects, Ertl (2004, p. 19) advocates for the use of the PMBOK as a source of reference guide for the management and execution of shutdown projects. According to Sahoo (2014, p. 22), conventional project management tools and techniques are used to oversee shutdown projects. Authors such as Duffuaa and Ben-Daya (2004, p. 184), Sahoo (2014, p. 1), Levitt (2004, p. 1) and Lenahan (2011, p. 1) have each proposed best practices when managing shutdown projects based on the project management philosophy. Even then, these studies are not empirically based, and no research has been undertaken on how these shutdown management practices influence project success. Despite following best practices, many challenges exist that relate to the management of shutdown projects. Examining and understanding these challenges is crucial for the efficient execution of shutdown projects.

The following points have been identified as challenges that are encountered by project managers when managing shutdown projects:

Increased Health, Safety and Environmental Incidences

A shutdown project is a perilous event that exposes workers to confined workspaces, the discharge of hazardous chemicals and performing work at elevated heights, to name just a few (Sahoo, 2014, p. 143). One challenge faced by project managers when executing shutdown projects is providing a safe environment for everyone involved in the project because catastrophic accidents often occur during this period (Hadidi & Khater, 2015, p.

115; Malmén et al., 2010, p. 249). Although such incidences have severe and sometimes fatal consequences, many organisations do not have a dedicated safety management system for shutdown events but rather address safety issues for daily operations. The effort to prioritise safety in shutdown projects must be an ongoing process. However, that becomes a challenge due to the large number of contractors needed in the project that are only available on-site during the shutdown period (Hadidi & Khater, 2015, p. 116).

Ineffective Communication

Communication becomes a challenge during the implementation phase of the shutdown project. These projects involve many pieces of information that should be extracted from drawings, plans and schedules (Lenahan, 2011, p. 162). Since there are a huge number of personnel from different disciplines with different skill sets, the shutdown team will

normally be given a timeline for the execution of the project. However, there is no affirmation that the information has been successfully transmitted and can be applied when executing the worklist tasks (Cormier & Gillard, 2009, p. 77). Obiajunwa (2010, p.

266) concurs that the hindrance in communicating effectively during the shutdown period lies with the interpretation of the message received by individuals. However, Sahoo (2014, p. 157) argues that a successful shutdown execution requires effective and efficient communication.

Shortage of Critical Skills

According to Obiajunwa (2010, p. 266), another challenge with shutdown projects is the lack of relevant skills to implement the project. Due to the lack of suitable skills and for economic reasons, organisations rely on contractors to carry out their shutdown work.

The issue is compounded when other organisations have a shutdown project during the same period and must recruit from the same pool of resources (Sahoo, 2014, p. 23). At times, project managers are compelled to execute their projects regardless of whether the competency level of their labour resource is low, and this affects the quality of the work carried out (Benaya, 2010, p. 76). In addition, Cormier and Gillard (2009, p. 77) insist that senior engineering personnel retire in numbers without the knowledge transfer to close the knowledge gap and yet skills are necessary for a productive shutdowns project (Levitt, 2004, p. 5).

Poor Management of the Work Scope

Obiajunwa (2010, p. 266) posits that the management of the work scope is one of the challenges that organisations must deal with. In every shutdown project, it is anticipated that there will be changes in the work scope arising from the discovery of additional work during the execution of the project. Some shutdown projects experience an extra 15% to 40% of emergent work, the management of which is a challenge to most project managers.

When additional work is identified, it is often not clear if an assessment of its impact on cost, duration and resources is done. The priority during project execution is to attend to the worklist. Most of the time, the emergent work is not accounted for outside the base plans (Levitt, 2004, p. 203). Nonetheless, Lenahan (2011, p. 181) places particular

emphasis that the emergent work should get the approval of senior management, while Levitt (2004, p. 202) believes in the strict control of the shutdown scope of work.

Unavailability of Spares and Materials

A shutdown project requires a large number of spares and materials that ought to be readily available during the implementation of the project (Sahoo, 2014, p. 83). At times, the precise requirement becomes known only during the project execution as spare parts for emergent work are stocked based on anticipation. Thus, the unavailability of some spares sometimes occurs, and the progress of the shutdown work is as a result affected. At times, it is uncertain when the procured materials might be delivered and that could imply a delay in the delivery of the project (Amaran et al., 2016, p. 422).

The emphasis of this research is on those aspects that can help overcome such challenges and thus enhance the positive outcome of the project. An enquiry into the critical success factors allows organisations to pay attention to those elements that need to be addressed for the successful implementation of the project. The investigation of success in a project provides an opportunity to determine whether the project and the objectives of the organisation have been achieved (Mathew & Pretorius, 2018, p. 609). The efficiency of project management can be improved by identifying and knowing these issues, while working to minimize their related problems (Clarke, 1999, p. 139).