Welcome to PPI

Turning Unique Challenges into Predictable Outcomes

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About Us

Progressive Plan International Inc. (PPI) is an Operational Execution Consultancy headquartered in Western Canada, supporting complex work across public and private sectors. Built on a foundation in industrial shutdowns, turnarounds, and outages (STOs), PPI's practice extends to project management across a wider range of industrial and heavy-industry work.

 

PPI's product is not scheduling hours, project controls staff, or software. It is an execution operating system: the governance structures, planning discipline, and lifecycle logic that let industrial organizations execute major work with predictability, control, and growing internal capability. PPI remains agnostic to any specific technology platform, applying whichever tools best serve a client's execution system.

 

PPI collaborates with clients, general contractors, and specialty vendors to build partnerships around shared outcomes. Its dedication to mentorship, structured practice, and the Dynamic Scheduling Methodology (DSM) helps clients achieve efficient, cost-effective, and predictable turnaround outcomes.

Addressing Challenges in Industrial STO Events

Industrial STOs are pivotal events for maintenance and upgrades in asset-intensive sectors such as oil and gas, refining, petrochemical, power generation, food processing, and heavy industrial manufacturing. These events are complex, and they frequently overrun on both cost and schedule. Turnarounds often suffer from fragmented scoping, inconsistent planning, and poor execution alignment across stakeholders. These issues are compounded by constrained timelines, contractor misalignment, and underutilized scheduling tools.

 

Industry data highlights the urgency for reform:

 

     - Over 80% of turnarounds exceed budget by more than 10%

     - 82% fail to meet performance objectives

     - Nearly 50% of industrial incidents occur during shutdowns or maintenance outages

     - Despite 98% documenting lessons learned, only 42% actively implement them

 

The price of getting it wrong is also climbing. Siemens estimates that unplanned downtime costs the world’s 500 largest companies about 11% of revenue, roughly USD 1.4 trillion a year, and a large heavy-industry plant about USD 59 million a year, 1.6 times its 2019 level.  In oil and gas, the cost tracks the oil price, so exposure peaks when margins are strongest. An STO event that runs past its window turns planned outage days into lost production that was never in the plan.

 

These are industry averages. Where your own practice sits is a different question, and a more useful one. See where your turnaround practice stands.

 

Delays in decision-making, late contractor engagement, scope creep, and schedule rigidity continue to challenge operational excellence. Addressing these issues requires a comprehensive, structured, and dynamic approach to turnaround management, one that prioritizes planning maturity, scope integration, and technology-enabled execution support.

* Data Sources

1)  TA Cook and Solomon Associates (2019)

2)  Cleopatra STO Survey (2024)

3)  Siemens, The True Cost of Downtime (2024)

Turnaround Excellence Framework

Find the gaps before the turnaround window opens

 

Many turnaround losses are created long before field execution begins, in decisions about premise, scope, planning, and readiness. PPI's Turnaround Excellence Framework is a lifecycle-based operating model for shutdowns, turnarounds, and outages that connects strategy, governance, scope, planning, scheduling, readiness, execution, and continuous improvement, so the strengths and weaknesses in your turnaround system become measurable rather than anecdotal.

 

Start with a free assessment of your current practice. In about ten minutes you will have a directional maturity read and a clear next step, from a deeper self-assessment through to a PPI-guided review using your own event data.

Assess Your Turnaround Practice Explore the Framework

Our Approach

PPI’s approach is governed by the Turnaround Excellence Framework, a unified lifecycle model that makes turnaround performance measurable from strategic premise through execution, closeout, and continuous improvement. The framework identifies where intervention is needed. The following seven components of PPI’s execution operating system provide the response, in lifecycle order.

 

1) Practical Management of Plant Turnarounds (PMPT): Structured training and implementation support to define the turnaround premise, align roles and responsibilities, and embed readiness and gate-based assurance milestones. 

 

2) Plan2Plan (P2P) Playbook Development: Co-development of a milestone-based planning framework that aligns Operations, Capital, Maintenance, and Contractors around shared deliverables, timelines, and compliance metrics.

 

3) Scope Challenge (J-Factor): A facilitated, auditable risk-based work selection (RBWS) process that challenges every proposed work-package before scope freezes. Must-do work is separated first, the rest is rated in a Risk-Based Scope Review, and each rated item is tested for its J-Factor: the risk it removes for each dollar spent, against the hurdle set for its risk category. After freeze, Added Work and Found Work go through the same tests as they arrive.

 

4) Dynamic Scheduling Methodology (DSM): Training and mentorship in DSM to establish systematized, logic-driven, float-optimized, and execution-responsive schedules. This includes schedule audit frameworks and resource-loaded planning structures to enhance scheduling maturity.

 

5) AI-Driven Schedule Optimization with ALICE Core: Deployment of ALICE Core to enable parametric optioneering and scenario analysis. DSM serves as the foundation for high-quality inputs (“Gold In, Gold Out”), delivering scalable, AI-enhanced planning options.

 

6) Work Process Reviews and Assurance Activities: Independent analysis of current turnaround workflows and readiness reviews aligned with Plan2Plan milestones. Schedule health checks are delivered as the Schedule Readiness Review: each development cycle, a PPI scheduler screens your Primavera P6 schedule for structural health, plan health against PPI’s schedule development standards, and forecast readiness, then works the findings with your team until the schedule is a baseline candidate.

 

7) In-Event Critical Mass Control: Control of the live event from the daily P6 update your scheduler already produces. Each update shows whether the finish is still set by logic or has become set by crew throughput, and flags bulk scope running past its target as an early warning of critical mass trouble. For each primary craft, remaining hours become a headcount forecast and a calculated step-down, so hold-or-release decisions are made craft by craft rather than on an event-wide curve. Outputs feed both tiers of the event’s Rhythm, with blockers carried on a single Constraint Log.

 

The scope of work is structured across delivery phases, each building capability while reinforcing long-term planning discipline and internal ownership. The modular structure is designed to fit your turnaround planning cycle and organizational structure.

 

Each component builds internal capability alongside the event itself, so the execution system, and the discipline behind it, stays with your organization after PPI’s engagement ends.

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