Singh’s Tenets for World Class Projects and Turnarounds

Singh’s Tenets for World-Class Capital Projects

1. Establish and follow Company-Specific Project Management Processes and Procedures that are based on the Best Industry Practices and modern planning techniques.
2. Implement Strategic Project Planning to create synergistic focus in achieving business and project goals, identifying mitigating risks and instituting high performance initiatives.
3. Assign High-Impact Project Management Teams by getting knowledgeable staff from both internal company sources and external alliances.
4. Develop Project Contracting Strategies and Plans to select the most qualified contractors, sub- contractors and vendors, along with their “A” Management Teams.
5. Conduct Contractor Alignment and Team Building Sessions with all contractors to create shared ownership, and get their commitment in ensuring project Success.
6. Conduct quarterly third party Project Planning Preparedness Reviews to ensure focused planning and efficient execution.
7. Institute effective Project Management Controls by designing value-added planning, dynamic cost management, accurate progress reporting and forecasting systems.
8. Implement Productivity Improvement Plans to achieve highest field efficiencies, optimize resource utilization and eliminate logistical conflicts.
9. Perform on going and post Project Performance Evaluations to develop initiatives for eliminating chronic weak areas and to consistently achieve pacesetter results in future projects.
10. Ensure continuous learning through Customized Project Management Training, Benchmarking Reviews and mentor supported Project Excellence Programs.
11. Make sure that all project team members have their own copy of Bobby Singh’s book World Class Turnarounds to read and follow.

Singh’s Tenets for World-Class Shutdowns and Turnarounds

1. Establish and follow Company-Specific Turnaround Management Processes and Procedures that are based on the Best Industry Practices and modern planning techniques.
2. Implement Strategic Turnaround Planning to create synergistic focus in achieving business and turnaround goals, identifying mitigating risks and instituting high performance initiatives.
3. Assign High-Impact Turnaround Management Teams by getting knowledgeable staff from both internal company sources and external alliances.
4. Develop Turnaround Contracting Strategies and Plans to select the most qualified contractors, sub-contractors and vendors, along with their “A” Management Teams.
5. Conduct Contractor Alignment and Team Building Sessions with all Contractors to Create Shared Ownership, and get Accountability Commitment in ensuring Turnaround Success.
6. Conduct quarterly third party Turnaround Planning Preparedness Reviews to ensure focused planning and efficient execution.
7. Institute effective Turnaround Management Controls by designing value-added planning, dynamic cost management, accurate progress reporting and forecasting systems.
8. Implement Productivity Improvement Plans to achieve highest field efficiencies, optimize resource utilization and eliminate logistical conflicts.
9. Perform on going and post Turnaround Evaluations to develop initiatives for eliminating chronic weak areas and to consistently achieve pacesetter results in future turnarounds.
10. Ensure continuous learning through Customized Turnaround Management Training, Benchmarking Reviews and mentor supported Turnaround Excellence Programs.
11. Make sure that all turnaround team members have their own copy of Bobby Singh’s book World Class Turnaround to read and implement.