Name: Ready, steady... GoTechnology! [Americas]
Start: 2025-05-07T13:00:00.000-07:00
End: 2025-05-07T14:03:00.000-07:00

And welcome everyone to today's webinar Ready Steady GoTechnology. My name is Emma Basha and I'm the technical sales manager here at Wood. Before we get started, a few reminders. If you have any questions or comments, you can message in the question box and we'll either respond online or got back to you after. This is a pre recorded presentation, but the polls are live and members of our team are online and ready to answer your questions. To receive a certificate of attendance there is a minimum time requirement polls you have to answer, as well as a short quiz at the end. This session is scheduled for approximately 60 minutes and we'll share the recording in the next coming days as well. We'll begin today's webinar with a brief safety moment, followed by an overview of how GoTechnology can help you to manage risk, manage scope, manage growth, and lastly manage people and processes. We'll then wrap up with a summary before answering some of your questions. Our safety moment today is on electrocution. Last year, an electrical contractor working at a Ford facility was found unresponsive. Unfortunately, the contractor passed away and based on findings by external authorities, it was assumed that the fatal injury was due to contact with a live part of the electrical cabinet. The contractor was installing plastic plugs close to the bottom of the cabinet and on doing so, contacted a live part with his left hand. The incident emphasises the importance of safety procedures and the risks involved in energisation. Thanks everyone for listening. And now back to the reason that you're here, our GoTechnology webinar. GoTechnology is one of our digital solutions here at Wood and it's important to know that digital capabilities or that our digital capabilities are underpinned by our deep domain expertise as well as our decades of experience in designing, building and operating our clients assets. This statement is verified by the fact that Vedantix recently recognised Wood as a leader in digital in its asset management technology, receiving the highest overall scores in asset performance management and digital strategy development. There are 19 different products in our portfolio which are used throughout the energy life cycle. Today we're talking to you about GoTechnology, which complements our commissioning services. Our commissioning team have decades of experience delivering efficient, cost effective and scalable solutions. GoTechnology is the software designed by and recommended by our experts and the used to streamline processes and mitigate risk, all under the ISO 27001 certification, providing you with the confidence in data security and integrity. Today's webinar is brought to you by myself and David Jackson. As I mentioned, I'm the technical sales manager with the background is science and technology and I have 11 years experience in commercial roles. David is an experienced engineering professional with more than 35 years of project delivery experience. His primary experience is in the delivery of brownfield and Greenfield conceptual design feed, detailed design, construction and commissioning management. David will be running the core or running us through the core of this webinar and I'll be back with the polls. So without further ado, I'll hand over to you, David. Thanks, Emma. Hello everyone. My name's Dave Jackson and I'm the Asia Pacific Commissioning Manager for Wood, based in Perth, WA. During today's webinar you'll learn about Wood's commissioning consultancy services and why our completions management software, GoTechnology hub2 is a must have addition to your portfolio of project management tools and how Wood can assist you efficiently and most of all safely deliver your projects. So thanks for tuning in. Firstly, you may have seen on the invitation that we talk about right to left thinking and wonder what it means. Well, it's a planning term and it simply means that the startup logic drives the commissioning logic, which in turn drives the construction logic. So it's the most effective way to deliver a project. Secondly, for those who may not be familiar with completions management systems, what is Gotechnology Hub two? Well, hub2 is a database that contains a record of every commissionable element, device and equipment package, EG tags in your plan. Within the database you can automatically assign formal checks and verification activities that must be done during or after installation, and with hub2 you'll instantly know whether those checks are not started, started or completed. The project then uses GoTechnology to report whether all the checks for a subsystem have been done, checks for any defects or outstanding verification activities. If everything is OK, the subsystem can be handed over for pre commissioning to start. So Smart Commissioning Planning strives to hand over completed subsystems for commissioning on an early as possible basis. GoTechnology assists with defining, measuring and managing these handovers. GoTechnology hub2 is a project management system that's used across the entire project delivery life cycle from construction through the completion of performance testing and final handover of the plan. In fact, we also have clients who use GoTechnology for their decommissioning scope. At would. We describe GoTechnology as a risk management tool which helps projects avoid energizing or handing over scope that's incomplete or contains defects. So on that note, let's take a look at the management of risk and we'll examine four key areas, starting with handover risk, energization risk, defect management, and punch lists and readiness for startup. Handing over incomplete scope or scope containing defects increases energization risk and requires rework to be done. The following slides show a typical handover assurance framework and the images on the slide carousel you'll see loosely illustrate this workflow using GoTechnology. I'll be talking around this process and sharing hub to user interface examples relating to this subject area. Effective project delivery requires A logical, defined sequence of construction activities to be completed and handed over without delay to enable the next step in the sequence to occur. The desired handover sequence and system subsystem boundaries define the scope, the order of completion that must be targeted by works contractors. In this way, earliest possible commencement of pre commissioning is achieved and we avoid a bow wave in commissioning resources as the project proceeds. Often projects proceed with poorly defined commissioning and handover logic suffer from a lack of detail as to what supporting documentation is required for the handover. Inevitably, conflicts with other construction activities occur, adding cost and schedule delay. Similarly, poor system and subsystem definition during engineering may lead to system designs that cannot be pre commissioned till they're 100% complete instead of targeting commissionable portions of the system in a progressive manner. Projects we hand over requirements are poorly defined risk handing over incomplete scope with an associated increase in energization risk. There is also the associated requirement to return the subsystem to construction to be properly finished, thus compounding schedule and cost overruns. Up to facilitates the definition of a handover framework or a certification road map as we like to call it, which defines the handover points during the various phases of project delivery from construction completion during the C1 phase through performance testing and final acceptance of the facility during C5. Road map that you can see on your screen defines the assurance or handover gates to be used and it specifies what is being handed over, EG system or subsystem defines who is handing over to whom and what is required to support each handover. And this is reflected within hub2 to form the handover gateways as shown on the diagram which depicts a system delineation drawing. GoTechnology hub2 enables the clear and visible definition of system and subsystem boundaries or battery limits leading to project wide visibility, the easy establishment of predefined scope packages for construction to focus on utilizing the main menu and project dashboard as shown, or the multiple detailed reporting options available. hub2 enables the precise targeting and measurement of defined scope construction status, giving visibility to work packages and allowing easy and fast confirmation that all scopes as planned are complete. hub2 also assists with the definition of documentation and certification required to accompany the physical scope being handed over. Can generate handover dossiers containing the required evidence with a single click. These can be electronically reviewed and approved by authorized personnel. These items typically include safety critical documentation as built drawings, operating manuals, regulatory certification approvals, and the like. Users have the option to select any or all of the elements, reports, and documentation required to support the handover. This feature means there's no more hard copy handover reports or dossiers required. Free work is required. hub2 contract handovers back to construction, manage defects and assurance activity tracking to confirm that the subsystem is finally ready to be handed over. Lastly, hub2 provides a platform for responsible parties to verify and approve. The handover is permitted to proceed with full traceability on these approvals. So let's take a look at the energization risk. Arguably one of the highest levels of risk a project experiences is associated with the introduction of energy to newly constructed plant systems and equipment. Lots of incidents and accidents have been attributed to premature energization equipment that's either incomplete, incorrectly assembled, miswired, or where damage sustained during construction has remained hidden. On projects where such incidents occur, it's generally found that a means to reduce energization risk to as low as reasonably practicable or a LAP is missing with no project wide integrated approach to measure construction scope completion, to verify commissioning status and to confirm completion of other assurance activities related to the handover and energization of physical assets. So initial energization occurs during the pre commissioning phase. As you can see from the assurance framework at the bottom of the slide underneath the graphic of the Hub 2 main dashboard, GoTechnology. hub2 assists with energization reducing energization risk to ELAP by enabling the identification, inspection, tracking, verification, reporting of the completion status of every key individual element in the project throughout the delivery life cycle. This is enabled by taking the engineering data such as mechanical equipment lists, cable schedules and the like as you can see on your screen and subdividing the plant equipment into logical smaller subsets or subsystems of the overall plant. Once this is done the engineering data is easily uploaded into hub2 as shown on the Manhattan skyline. You can see hub2 allows easy measurement and forecasting of construction completion status, allowing scope to be expedited if required, facilitating progressive handovers and pre commissioning commencement on an early as possible basis. So how does hub2 do this? Once the engineering data is uploaded along with subsystem allocations, hub2 automatically assigns each tag number within a commissionable subsystem with defined inspections and assurance activities to confirm safety, quality, and integrity. These checks are known as Installation Test Records or Itrs and once completed in the field, their status is automatically updated allowing fast confirmation that scope is complete. hub2 also ensures that any defects or punch list items that are effectively identified are correctly categorized for criticality, visible to all, are correctly managed, and if unable to be remedied that they are risk assessed prior to handover and energization. hub2 provides robust barriers to prevent premature energization called handovers, where it must be clearly demonstrated by way of review and approval of formal certification that construction activities are completed to approve standards that safety critical data is available to verify completion status. hub2 enables comprehensive construction, completion reporting and tag level progress. Indication of installation works so you can have confidence in the reported project status and hub2 also ensures that key stakeholders are fully aware the overall status of the subsystem including defects and the incomplete scope before authority proceed with energization is given. Using hub2 means senior project personnel can confidently grant and report record their approval to hand over for energization and pre commissioning activities and ensures that a comprehensive auditable trail of checks and approvals is available to demonstrate that energization risk was reduced to alarm. So in this approach, it's a proven methodology which offers multiple advantages, insights, efficiencies and controls regarding the management of construction, commissioning and asset handovers. So let's talk about defect management and punch lists. So the recording and management of defects known as punch list items, discovered during all stages of project delivery is critically important so that technical and HSE risk is effectively managed. Punch list items can arise for many reasons, including inadvertent damage during construction, a design defect, or incorrectly parts, incorrectly supplied parts or materials. Confirmation that the defect has been recorded, evaluated for criticality, and effectively closed out must be obtained, or there's potential for the defect to remain hidden, causing incident or injury during energization. Now, if the method used for identification and capture of punched list items is complex, inefficient, or relies on multiple parties to manage, personnel can be discouraged from reporting defects. Similarly, if contractors don't have an easy way of reporting defects, they'll tend to turn a blind eye to them. So high levels of risk can be associated with hidden defects. Projects must strive to create an easy, robust, traceable system to manage this vital area of project delivery. Punch listing is the activity of identifying and capturing defects and ensuring that they're effectively managed throughout their life cycle, which ends in verification of close out. Identification of punch lists can occur during walk downs to inspect for elements or parts that are missing or incomplete, deficient or otherwise do not comply with specifications or the requirements defined within a contractual work milestone. Alternatively, any individual may raise a punch list item at any time if a defect is noticed during their work and they should be encouraged to do so. GoTechnology hub2 has a dedicated punch list module for the capture and management of punch list items. This can be seen on the slide now. All defects are assigned to A tag number and or a subsystem, and depending on the criticality, these defects must be rectified prior to authorization of a handover. hub2's companion app is suitable for iOS and Android. Devices such as phones or tablets can be used in the field to quickly and efficiently capture punch list items. Details of the defect can be logged, and videos or still pictures can be easily taken and attached. A preliminary criticality assessment can also be logged. Typically we use the following criticality assignments on projects and in the road map you can see where punch list items block a handover. A category A punch is a safety critical item which must be fixed before handover from C1 construction phase to the C2 pre commissioning phase. Safety critical punch list items have the potential to cause harm to personnel, the environment or plant and equipment. So the questions is it safe and does it work should be asked. The answer to either is no. Then a category A punch list item is created. Category B items are considered commissioning critical and must be closed prior to C2 handover before process commissioning starts. Category C items are non commissioning critical items that should be closed out prior to C3 handover before the transfer of care, custody and control of systems to production operations. And finally, Category D items are usually a minor non compliance item, generally passive or cosmetic in nature such as paint touch up, and they don't impede the transfer of the asset or the handover at any time within the Hub two punch list module Punch list items are assigned to subsystems. Specific disciplines and attachments such as photos, videos, diagrams, documents and the like can easily be added to provide details about the nature of the defect. Materials required for rectification can also be noted, along with an estimate of the required resource as to rectify. Punchless management within hub2 permits the allocation of items to individuals or to works contractors for action, wherein they'll receive an e-mail prompt advising their responsibility to fix the item. hub2 allows for the reporting of punchless status across all subsystems, systems, areas and other groupings and facilitates sign off and approval by as few or as many signatories as desired. Handover cannot proceed depending on the criticality of the item, until it's signed off. Where punchless sign off is not possible, but the handover needs to proceed. Formal risk assessment must be done prior to the handover. To demonstrate to all that the risk is tolerable so that authorizing parties are fully aware of the defect and any associated risk. Summary hub2 provides A structured approach to ensure that defects are effectively managed and that the likelihood of them remaining hidden across a handover is reduced to a lap. So let's have a look at readiness for start up. Typical delivery project requires many tasks to be executed, confirmed as complete and in place prior to plant startup. These items often extend beyond verification that physical scope is complete to include matters such as confirmation that emergency response plans are in place, that operations and maintenance crews have received the required training on new plant, and that regulatory approvals and permits to operate the process have been granted. Other items may include confirmation that maintenance plans, procedures, and other operational readiness requirements are approved and in place and the verification of the availability of operational spares, chemicals, reagents, and other feedstocks or supply. The project poorly manages these matters. Probability of an incident occurring will be increased as will the likelihood of cost and schedule impacts. GoTechnology hub2 has an inbuilt assurance module dedicated to managing verification activities which sit outside the completion of physical scope and the execution of commissioning. One such assurance tool often used is called the Pre Startup Safety Review or PSSR. The PSSR is a key part of overall operations readiness process and defines all requirements, certifications and approvals that are needed before the plant can be started up. The PSSR checklist is used to verify all actions are in place to enable fault free startup of individual systems, groups of systems, units and ultimately the entire plan consists of a systematic series, predefined acceptance criteria, assurance checks and verification activities that are executed throughout the commissioning stages of project delivery. GoTechnology hub2 enables fast and easy definition of comprehensive PSSR checklists and includes several Go Buy or typical checklists as standard. These can be used as is or easily edited to ensure that content is available and relevant. The checklist can be as small or as large as desired and can cover all project delivery phases. Usually, PSSR definition checklist execution are managed by the Production Operations team supported by the EPCM contractor. Other areas the PSSR covers include spares and maintenance, system availability, training, competency verification, regulatory permits and approvals to operate. The Assurance module allows rapid development and approval of PSSR checklists and facilitates easy and fast reporting of checklist status by the report menu and the Assurance Completions grid which allows which shows a Kanban style progress display. Kanbans are simply a drill down, deep dive into the content behind the rolled up summary of progress for a given item, and they're used across hub too. Other Assurance activities can of course be created and tracked within the Assurance module to ensure that your project delivery remains on track. And now I'll pass to Emma for some poll questions. Take it away, Emma. Great. Thanks, David. So that was management of risk, our first of four management areas we'll be covering today. To recap, in management of risk, we learned that there are a number of different types of risks to our project. To combat these, we must develop effective handovers, properly consider the risks associated to energization and ensure effective processes are in place for recording defects. I hope you found it useful, but before we move on, we are interested to hear which risks you struggle with most. A poll will be coming up on your screens in just a moment. So the poll question is which of the risk elements we discussed do you find most challenging? Handover management, energization, external certification and approvals, or defect management? We'll have a moment just to complete these. We'll be interesting to see what everyone finds most challenging to repeat. So we have handover management, energization, external certification and approvals or defect management. I'll be closing the poll in 321. OK. Thank you everyone for your participation and I hope you find it interesting seeing what everyone else challenges, struggles with most in terms of risk. So now on to management of scope and over to you, David. Thanks, Emma. So the following three topics examine the management of project delivery scope and explain where issues can arise and how GoTechnology hub2 can help. We'll take a look at the following three topics. Cost and schedule overruns, Progress reporting and management of change. Projects often overrun in terms of cost and schedule. Sometimes this can be attributed to the project management team's inability to accurately understand exactly where the project is at a given moment in time. Issues can arise within the fog of war which remain hidden until too late. All project management teams, superintendents, and works contractors are simply too focused on pressing single issues to be able to see the big picture. Many other reasons exist for misunderstanding project completion status, including works contractors that over report their construction progress, project teams that struggle to verify actual progress, the lack of a centralized, reliable source of truth on the detailed status of construction completion and commissioning activities. The requirement to rely on subjective progress estimates or other unreliable evaluations of actual construction progress. So managing schedule and costs associated with project delivery requires A detailed understanding of the exact status of all elements constituting the overall plant build. Only when this detail is visible to project teams can trends and issues become visible for analysis, allowing targeted, proactive remedial actions to be executed. GoTechnology hub2 enables this visibility by breaking down and detailing the plant at device level where every single item is. Every tagged item is identified and assigned at least one inspection test record or ITR and one function test record or FTR. hub2 includes an industry standard suite of over 500 check sheets representing all disciplines and common industry devices and equipment packages. The Itrs and FTRS, otherwise known as check sheets, are automatically assigned within hub2 by device type now, then allocated to work groups for field execution. When complete, their status is updated from within hub2. From not started to complete. On a large Greenfield project there can be over 100,000 check sheets to complete and having divided the plant into so many parts, hub2 enables instant analysis of what is complete and what is outstanding. Target completion of checksheets is managed by subsystem with commissioning logic determining which subsystems should be completed first. The standard suite of checksheets can be used as is or a readily customizable from within the Hub to graphical user interface. All aspects of the checksheet can be edited, allowing clients to define and enforce their desired acceptance criteria. In this way, the construction completion status of the device, whether it's a cable, a pipeline valve, a motor, light fitting fan, an HVAC duct, can be instantly determined by simply querying hub2 by the many reports, Kanban type progress dashboards and drill down menus. As a collection of devices makes up a subsystem, the overall status of the subsystem and of course its parent system is then visible. Consequently, project teams can easily and robustly verify that construction delivery is on track to achieve the planned handover milestones and take pre emptive remedial action. If not without this definition of reporting, project management teams are effectively flying blind. Progress reporting Project management teams sometimes face conflicting priorities and an inability to identify where exactly additional focus and the effort should be applied. The lack of clarity and insight into problem areas is often not apparent until it's too late to avoid delays, so the inability to effectively assess and report progress across multiple work fronts and work parties means that issues can remain unaddressed, leading to a bow wave of troublesome scope areas and resulting scheduled delays and cost overruns. Project managers, directors and other stakeholders demand up-to-the-minute status and progress reports, requiring project management teams to expend valuable time compiling and preparing reports. Other stakeholders also demand weekly, daily and monthly progress reports to validate that the development remains on course less an efficient solution is in place. These demands can be time consuming, diverting stretch resources away from effectively managing the project. The requirement to efficiently and accurately report project completion status is a key part of project delivery. GoTechnology hub2 supports detailed and summary reporting of completion status at granular level, with the status of tags, subsystem systems and associated handovers instantly available to users anywhere in the world. Typical hub2 reports can be filtered by subsystem, system area, discipline works, contractor area, etcetera and include but are not limited to the following Itrs and FTRS. Total completed and outstanding construction completion certificates. Total completed ready for commissioning certificates at system level. Total completed System acceptance certificates. Total completed and ready for startup certificates. Total completed final handover certificates. Status and Management of change items. Status, Walk down execution statistics and punch list titles open and closed by criticality category. The data in reports can be used to update the integrated schedule along with other progress metrics that are available. Users can define their own custom reports, can schedule reports for daily, weekly or monthly issue by automatic e-mail distribution, and can easily export raw data with a single Click to execute further analysis in Excel if required. A real time data linked to common planning software such as Primavera P6 is available via an API which has been specifically developed for hub2. The API allows for instant updating of forecast, subsystem and system handover dates from P6 into hub2 so that Manhattan Skylines within the system reflect planned subsystem delivery dates. Similarly, completion of scope can be reported directly into P6 to update the integrated schedule. Additionally, Gotechnology hub2 allows users the ability to create their own dashboard solutions using the Microsoft Power BI interface, ensuring that the most relevant data is selected and turned into enhanced visual and graphical displays for ease of monitoring, analysis and control. Power BI's flexibility allows for customization of how data is displayed, provides opportunities to aggregate data sourced from other places into the completions data, and to perform drill down analysis to highlight trends and issues before they impact cost and schedule. Management of change. So all projects must deal with engineering design changes, clarifications, modifications, or revisions to approved engineering designs. Sometimes designs are found to be impossible to implement in the field because of clashes, incorrect termination details, model specification changes and so on. As an example, a change to the type of circuit breaker may require a different control logic and follow on changes to process control system logic. Such changes are not effectively managed. Hazardous situation can arise where systems do not react or cannot be controlled as desired. When such design changes are required, additional risk can inadvertently be introduced. The changes are not effectively managed through a complete life cycle of identification, review, approval, implementation, documentation, updates, and confirmation of completion. Confirmation that relevant disciplines have reviewed the proposed change to understand the associated impacts must be obtained before the change is implemented. There must be verification that all the conditions and actions associated with the approved change have been completed, so you can see that a robust and systematic process is required to manage such approvals. A safe, efficient and effective handover process to support energization and follow on commissioning and production operations relies in part on the effective identification and management of risk at each assurance gate in the completions process. A significant risk component relates to the various management of change processes used on the project, wherein any proposed and or approved changes that are not complete or unknown to key personnel may result in a design fault or other issue remaining unresolved or hidden at the time of handover such cases. This may result in the inadvertent energization of systems or equipment leading to loss of containment and environmental incident and or injuries to personnel. Typical management to change items that require control include, but are not limited to the following types Control and instrumentation. Design change requests, change alerts, change notices and engineering design changes, site instructions and design holds. HAZOP and hazard action items carry over work items. Non conformance reports, requests for information, technical queries or safety critical controlled document change requests. An effective MOC process can be described as a documented formal management system for review and approval of changes to process, plant, equipment, procedures, or protocols. Prior to any implementation of the change commencing, the MOC process must include review and approval of the proposed change by appropriately qualified and authorized personnel. GoTechnology hub2 has a dedicated Management of Change module wherein all types of change can be logged and assigned to the device, subsystem, or system they belong to, such that at the time of handover, MOC status can be rapidly verified to mitigate risk associated with open items and ensure that such risk is reduced to a lab. The module facilitates the assignment of actions to individuals who must approve the MOC is closed out before the handover can occur. A suite of detailed management exchange reports is, of course available for analysis of individual and collective MOC status. And now I'll hand you back to Emma for another poll question. Great. Thank you. So that was management of scope, where we learnt that misunderstandings in the project status can be costly and cause schedule delays. We also learnt that preparing for management of change can help prevent hazards. Now for another quick question. This time we're interested to find out what your biggest challenges are during the commissioning and project delivery phase. We will have 10 seconds for this poll and it'll be coming up onto your screens now. So as I said, the question is what is the biggest challenge you face during the project delivery phase? Is it management of change, schedule overruns, progress reporting or other? So you'll have a space if you choose other to write your answer in as well. We'll just give her give you a few more moments to complete. OK. And I'll be closing the poll in three 2/1, OK. So you should be able to see what everyone else has put as well as yourself now. I hope you find that quite interesting to see what challenges other people face. OK, we'll be handing or we'll be getting back into the meat of the webinar now. And Next up is management of growth. So back over to you, David. Thanks Emma. So from time to time all projects suffer growth in terms of cost and schedule. Let's look at a couple of examples. Preservation and maintenance. Another issue that projects need to manage is the maintenance of equipment and plants standing idle whilst construction and commissioning activities proceed around them. Welding, blasting, weather and general construction impacts can place a heavy toll on such equipment. History is littered with examples of diesel engines damaged by water ingress whilst awaiting exhaust systems to be fitted, electric motors that fail insulation resistance criteria due to water ingress and hydraulic systems damaged by the ingress of abrasive blasting materials and other construction contaminants. The insufficient care and attention is given to inspecting, protecting, exercising and maintaining this equipment. Serious faults can emerge. When equipment is initially energized during pre commissioning, resulting in cost and schedule delays. Finally, manufacturers and suppliers may not honor warranty provisions for defective equipment. Less robust proof of preservation and maintenance efforts can be provided. GoTechnology hub2 provides a simple and effective solution to preservation management in the form of the inbuilt preservation module which facilitates the scheduling of recurring preservation work orders which are then executed in the field, signed off and their status updated in the database. The preservation module is in effect a computerized maintenance management system like Maximo or SAP which is self-contained within Hub 2. hub2 comes with a standard suite of predefined preservation work orders for typical electrical and mechanical equipment such as electric motors, valves, diesel, prime movers, centrifuges, and most rotating equipment. Assignment of preservation work orders to equipment can be manually or automatically executed within hub2 based on common equipment types. Predefined scope on the preservation work orders is easily customized or new work orders can be readily created. Users can set any execution frequency from daily, weekly, monthly and annual inspections. A Manhattan Skyline is also available within hub2 to manage forecast preservation resource requirements, and a suite of detailed and summary reports allow project teams to confirm that preservation has been effectively managed, thus maintaining equipment warranty warranty requirements. Equipment and device certification. Certain types of equipment often require a certificate of calibration, external approval, or certification from regulatory authorities, government agencies, or insurance bodies before they can be placed in the service. Typically, these include items such as pressure safety valves, pressure vessels, EX electrical devices approved for use in hazardous areas, lifting equipment, cranes, hoist transmitters, radiation sources, and the like. And permanent requirements can also include building and plumbing approvals, natural gas metering and distribution systems, and so on. Projects do not effectively manage these certification requirements. Schedule and cost delays can occur together with the possibility of prosecution. Common current during project delivery is that devices with a finite approval for use, such as PS VS, are supplied with a 12 month testing approval, after which they must be inspected and recertified for use. However, delays can occur during the construction phase, which results in the device's certification lapsing before or during commissioning execution that's equipment cannot be legally placed into service. This results in schedule and cost impacts while the issue is resolved. GoTechnology hub2 ensures that equipment and device certification requirements are effectively and easily managed. Typically this is done by utilizing the assignment of Itrs to ensure that certification is identified, planned for, delivered on time, and confirmed as available prior to handover approval. Completion of the ITR, which specifies the nature of the certification required, must be confirmed before the subsystem containing the certified device can be handed over from construction to pre Commission. For additional assurance. On devices with a finite certification validity which require inspection and recertification, for example on an annual basis, you can create a Preservation work order with the frequency corresponding to the required date. Another approach is managed by the Assurance module which contains Pre startup Safety review PSSR checklist in which detailed instructions relating to certification requirements and other assurance items can be created or approved as completed. Excuse me, prove copies of certification are easily uploaded and attached to the device, the subsystem, or the PSSR checklist. Item reporting of certification requirement, status and progress is of course available at any level from individual equipment, package, subsystem, system, and the entire plan. So it's back to Emma. I wish I could have lasted a few moments longer for the poll questions. Thanks. David and thanks everyone for your for your attention and bearing with us here. So I just as David said, we're going to be just going through a quick summary. We've just gone through the management of growth where we learn why we need to properly maintain equipment as it's installed and how we can do it through the preservation. We'll be moving on to management of people and processes in just a few moments. But first we have time for another poll and this time we want to hear about you. So how long have you been in commissioning? The question will be coming up on your screens in just a moment. So we have a range on the screen for you. So how many years have you been in commissioning and completions? 0 to 2, three to five, six to 10 or 10 plus years. It just have a few more moments just to complete that we're really interested in just to see the breadth of experience and where everyone is in the journey on our webinar today. OK, so I will be closing the poll in 321. Thanks everyone for your participation and submitting that. We'll be now moving back on to our next section, which is people in processes. If if anything that we've said has been of interest or any of these answers are of interest as well. Please remember that we do have the the chat page, so you can answer any questions that you have there because we're online and ready to answer those. OK. So back over to you now, David. Thanks, Emma. So GoTechnology and Wood's Commissioning Consultancy solutions can assist with managing the most vital part of project delivery, your resources. Let's have a look at experience commissioning Smas. So projects that fail to engage experience commissioning Smas at the right time risk designing and constructing plants that are not optimized for commissioning execution nor for optimum maintenance and production operation outcomes. For example, a lack of sufficient mechanical isolation points can lead to stranded subsystems, meaning that the entire subsystem must be complete before it can be initially energized. For pre commissioning worst case scenarios, this issue can impact maintenance during production as parts of the system cannot be taken offline without the entire system being isolated. Poor system delineation during detailed design can result in compromise construction planning and delivery, which ideally should aim for delivering subsystems on a just in time basis to support progressive earliest possible commencement of commissioning activities. A lack of commissioning expertise often means that commissioning planning, startup logic sequence and handover definition. It's poorly defined, logical, and largely ignored by the wider project. Often these matters are relegated to something that we'll fix later. Operability and maintainability reviews held by engineering sometimes don't include commissioning input, leading to unforeseen issues with system designs during production operations. Commissioning does not reinforce the management to change protocols during detailed design and construction. Delivery schedules are often impacted, with the requirement to confirm closure of MIC items before handovers can be authorized, often causing delays. So here at Wood, we have an enviable track record of providing experienced commissioning, completions and handover professionals and skilled technicians to clients across a wide range of global industry sectors from oil and gas, mining, life sciences, infrastructure and energy, including conventional, renewables and nuclear power. Wood maintains a global database of over 40,000 qualified completions and commissioning personnel. Early engagement of completions and commissioning SMEs will ensure that critical interfaces on projects are managed, that there is alignment across project management, engineering, construction and commissioning operations. Commissioning and completions SMEs will define and drive the critical right to left planning thought process and ensure that project wide recognition of the commissioning sequence, drivers and logic is realized. So what we aim for is that construction priorities will reflect that of pre commissioning priorities and that helps to ensure progressive and early as possible energization of subsystems and systems occurs. Early definition of the integrated project delivery schedule, incorporating commissioning and start up logic and planned handover target dates can only be achieved with the presence of commissioning SMEs. Competent commissioning and completions SMEs will ensure that completions and handover requirements are clearly defined and specified in IT T's, procurement packages and other stakeholder documentation so that all who engage with the project are aware of their obligations to support and fully engage with the process. It's true to say that the ability to influence successful project delivery and plant startup outcomes, especially as related to commissioning and startup execution, is greatest during the final stages of FEED and detailed design, as you can see on the graph on your screen. So in summary, it's essential to have experience commissioning SMEs to guide and shape project designs and delivery plans, and that's where Wood can assist. Let's have a look at poor engagement in the completions and handover process Wood's experience. There are occasions where project teams and personnel struggle to engage with the completions and handover process, and I'm sure you've all experienced this works. Contractors can remain distant and are reluctant to participate in the process, despite often being contractually obligated to do so. There's many reasons for poor engagement in the completions process, including but not limited to the following. Related recognition by project management teams of the requirement for a completions and handover process. Sometimes implemented after the fact to try and mitigate existing project delivery problems, but tempting to retrospectively apply. Handover process is tricky because engineering data and system delineation was not originally set up to support progressive systematic handover. Sometimes projects proceed without due consideration as to how facilities are to be handed over to the next party and with no clear road map to the end of the journey area. Completion in handover is seen as the norm rather than subsystem driven progressive and earliest possible handover approach. Often project personnel have never been exposed to a formal, structured approach to completions in handover, consequently lack understanding of the value it brings. Works contractors are often reluctant to highlight, share or broadcast the actual progress they're achieving in the field, preferring to manage perceptions of progress by their own reporting. Sometimes works contractors perceive that additional work is associated with the completions management system, may not have budgeted for this, or may have misunderstood requirements or are willfully ignoring their obligations. Whatever the reasons behind poor engagement with the completions and handover process, effective project delivery is dependent on a full and proper stakeholder buy in to the Completions and Handover Assurance framework. With experience commissioning and completions Smas and our flagship software product GoTechnology Hub to Completions Management System, Wood can deliver a combined solution to manage project delivery that is optimized, cost effective and one which all stakeholders will find intuitive and easy to use Woodsy learning systems for Go technology. As you can see on the menu on your screen, a self-paced, easy to navigate at ensuring that up to users are up to speed in the minimum time. As seen on the main menu, there's comprehensive support for users, including a process manual, knowledge base, YouTube instructional videos, and user guides, and there's a 24/7 help desk available as well. The ability to grant unlimited users access to hub2 at no additional cost ensures that hub2 is easily and readily accessed by all project personnel. hub2's graphical user interface is modern, clean and uncomplicated, with similar search and filter controls in every module. This means that even personnel with little exposure to the completions and handover process can derive valuable insight into how the project delivery proceeds and can target specific areas that are lagging decades of completions and commissioning experience in global settings. Wood is well placed to deliver training and completions educational materials to ensure that all stakeholders understand the process and recognize the value it brings to project delivery. What can provide Experience Completions SMEs for early engagement with leadership and engineering teams to define and establish the Project Completions and Commissioning Assurance framework, deliver associated completions and commissioning handover management plans, and to configure, administer and support the project's use of Gotechnology hub2. The best solution for project delivery is to make sure that all Skype is visible in detail, measurable for status, and is easily reported and analyzed. This is the power and insight that GoTechnology and Wood's commissioning expertise can bring to your project. Thanks for listening. I really hope that you gained something from the presentation. I'll hand you back to Emma for summing up. Great. Thanks David and thanks for the wrap up of people and processes. It's clear that we are talking to you today about new technology. So in the last question that we have, we're interested to hear how open your organization is to adopt A new technologies. So before we go into the summary, let's have our last question full screen now. And the last question is how open is your organization to adopt A new technology? And we've got a range from very open to very reluctant. I'll give you a few moments to complete. It'll be really interesting to see what everyone's perception is of how open their organization is to new technology. OK, so I'll be closing the poll in 321. Now. It will be really interesting to compare how your organization is to any others. And yeah, again, if you have any questions, we have the chat box open, so please feel free to drop them in. OK. And now we'll be moving on to the summary. So to summarize today's webinar, David took us through 4 main areas that can be challenging to manage in commissioning project. Firstly, we looked at the management of risk and outline risks associated with handovers, energization defects and start up. And we showed that a tool kit like GoTechnology can help mitigate these risks. For management of scope, we examined the impact of cost and schedule overruns and the importance of progress reporting and effective management of change. Next, David took us through the management of growth, looking at the importance of preservation and maintenance as well as equipment and device certification. And we heard how software can help track these elements within your project. Lastly, we talked to you about the importance of management and people and processes, explaining how experienced commissioning project matter experts can guide and shape a project's design and delivery, greatly increasing the chances of finishing a project on time and on budget. The types of projects that we're dealing with are fast-paced and complex, so effective and efficient communications and commissioning and completions processes are really important. GoTechnology offers a powerful and proven toolkit to help streamline your processes, helping to deliver a project on time and on budget. However, what sets GoTechnology apart is that we are not just a technology platform. With every opportunity we offer Strong Star, which is a where our commissioning team are available and can help you to build and populate your database, which is the we found that this is the best route to ensure an effective adoption and use of the technology. If any of these topics we covered are relatable to you, please don't hesitate to contact us. We'd love to hear from you. The last part of this section is the Q&A and thank you to everybody who has already sent some in. But before we get to the questions, a quick reminder to please complete our short survey at the end. Within the survey, you'll be able to request a free consultation with one of our commissioning team, as well as a personalized demo. It's also an opportunity for us to catch your feedback, which allows us to improve these sessions for you. So please take a moment to let us know how we did. At the start, we mentioned the certificate of Participation. If you've made it this far and you've completed the polls, all that is left for you to do is the quiz on your console, after which you'll get your certificate. So on to the questions and if you have any questions that we haven't asked yet, feel free to add them into the question box and we'll do our best to answer them during the session or if not, we'll follow up offline. So our first question today is how can we convince clients that GoTechnology provides time saving, provides better traceability and smoother handover processes? David. Oh, that's a good question, Emma. And I think we touched on on most of the reasons how you can convince your clients that Gotek will add value. Preventing the handover of incomplete scope and providing yourself the assurance that you're not going to energize something that isn't complete is a huge advantage. And I think the second biggest advantage is being able to have that granular insight into the exact status of your project so that you have a single source of truth to know where your progress is AT. And I think those two valid points that you could easily raise with clients to help. Great. Thank you. OK. So on next question, so our our question is I have a lot of contractors coming in at various stages throughout my project. How can GoTechnology accommodate for this? Another good question, Go Technologies commercial model is such that we don't charge additional for user access. So anybody you want on your development from contractors that are coming and going can be easily added at no additional charge. The e-learning that they do online, we find that most typical users complete their training within a handful of hours. And so it's very, very easy to add people as they join your development. OK. That's great and really good to know. And we have time for one last question, which is my company has multiple projects in many different regions. Do I need a license for every project? No. One of the beauties of GoTechnology, and we have many, many clients that do this, is that you can have multiple projects operating under a single instance and the way the database is structured allows you to do that. It also means that you can you can develop cross business analysis of how different projects are going. If you set them all up with the same acceptance criteria, use the same Itrs, use the same punch listing rules, so on and so forth, it gives you tremendous insight into being able to analyze your portfolio of projects. That's really interesting. Thanks David. I hope everyone online found that interesting as well. And with that, it's time for us to close things out, though we'll be back in touch in the coming days to follow up with any outstanding questions and also with the recording. So thank you for joining us. We hope you took away some new information and which you can now put into practice. If you have any questions, don't hesitate to reach out. We'd love to hear from you. It's goodbye from us now, but stay online for the survey that will pop up in a moment. Thank you and have a great day. Thank you. Bye.

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