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Brings together the issues of maintenance planning, project management, logistics, contracting, and accounting for shutdowns.

Includes hundreds of shutdown ideas gleaned from experts worldwide.

Contains procedures and strategies that will improve yo
Managing Maintenance Shutdowns and Outages
(7 - Reporting)

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   by Joel Levitt
Published By:
Industrial Press Inc.
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Reporting

The reporting system has two distinct functions. Its first and foremost function is to keep everyone informed about the status of the shutdown. The second function is to prepare documents that become part of the history of the facility and inform later people about what happened and how it happened.

 

Most PMS have extensive status reporting and graphical capabilities. Some software was purchased to make ‘pretty charts and displays’ that management was clamoring for! The ability to help organize and manage the shutdown was a secondary byproduct of the ability to satisfy management’s need for charts.

 

What is happening?

The need to know is universal. But different people need to know different things. In one older project management system, the supervisor got hundreds of pages of printouts every week. He actually needed and referred to only the first two sheets and threw the rest away.

 

Project Management Mentors has an interesting generic grid that sheds some light on this issue:

 

 

There are three kinds of reports (or three sections of reports):

 

• Status Reporting: Where we are today

 

• Progress Reporting: What we have accomplished

 

• Forecasting: What is likely to happen?

 

Many reports to management have elements of all three.

 

Keys to effective reporting

 

•KISS (Keep It Simple Silly)

 

•Audience specific. Make sure the reporting covers the audience’s interests in the shutdown.

 

•Be concise and terse (short) so that people will read the report and not be overwhelmed.

 

•Use graphics effectively but honestly and do not overdo them.

 

•Keep copies of reports in project history binder (also called the project narritive).

 

The issue is called developing a reporting hierarchy. The team has to decide what is the minimum amount of reporting that will satisfy their information needs. Other stakeholders need information updates appropriate to their stake in the outcome.

 

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