Turnarounds at a SAGD operation in Canada were consistently 2nd quartile. They wanted an external set of eyes to review their processes and identify what specific changes would make the biggest difference in their performance.
One key driver of gaps in their performance was a lack of discipline to follow process when gathering, challenging and freezing scope. The assessment revealed the root causes and consequences of these gaps and helped them see what cultural norms each department would need to address. We explored best practices others use to control scope growth and how to apply them.
Our assessment enabled them to make meaningful changes ahead of their upcoming turnaround and to develop a strategy to implement them fully in all future turnarounds.