How NetPoint Is Improving Schedule Quality
and Engaging Stakeholders in New Ways
The first large-scale refining operation began in the mid-1800s. With 150+ years of evolving technology in the oil and gas industry, a need arose to develop and execute more complex projects to ensure facilities remained competitive. More importantly, aging infrastructure posed a significant risk to operations. Given these two critical variables, oil refining capital budgets have grown exponentially.
With this growth comes greater risk to stakeholders and a need to address these risks through effective project controls. Unfortunately, the project management discipline (scheduling in particular) has not experienced the same growth as the infrastructure it services.
This case study profiles the planning/scheduling environment at a major refinery and identifies varying ways NetPoint is leveraged in the existing P6-centric structure to improve the overall planning effort and stakeholder involvement.
Presented by: Kaveh Dabiran, LEED AP – PMA Consultants
Mr. Dabiran has worked with PMA Consultants for approximately six years. His primary experience is in project controls with a concentration on planning/scheduling. He’s provided support for five major healthcare projects with a combined value of over $2.5B. From healthcare he transitioned into the energy sector, where he provided full project controls oversight for a $370M wind farm project. He now serves as the planning/scheduling lead for the capital improvement program at a major refinery.