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Turnaround Evaluation
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Integration Case Study

A Real Turnaround: Case Study A

Turnaround A included
over 800,000 labors hours
 • Approximately 35 percent for capital project work

The teams:
 • Did not align schedule objectives
• Maintained separate schedules

What happened?
• The capital project completed engineering
packages as the unit was being shut down

Case Study A: Actual Results

  Result Effect
Project: Cost Growth 80 percent +$20.4 million
Turnaround: Cost Growth 29 percent +$2.3 million
Turnaround: Schedule Index 1.53
24 days longer 		+$7.2 million
Combined negative effect to
company is over $30 million
   

A Real Turnaround: Case Study B

Turnaround B included
over 330,000 labors hours
 • Approximately 33 percent for capital project work

The teams:
 • Had a single team leader
• Incorporated a large number of integration practices

What happened?
• The shutdown was a success

Case Study B: Actual Results

  Result Effect
Cost Deviation -4 percent  
Cost Index < 0.80 -$5.1 million
Schedule Deviation 0 percent  
Schedule Index 0.96 -$1 million
Combined saving to
company is over $6 million

 
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