Planning Processes

Careful planning of drilling activities will avoid unnecessary expenditure or risks. The planning process is vital for achieving the objectives of a well. Usually, wells are drilled with one, or a combination, of the following objectives ... 

A drawback of this approach is that it typically generates enormous and imwieldy synthesis trees which contain a large number of dead-end branches which are not worth further consideration. Furthermore, the chemist is forced to follow a rigid scheme during the planning process, alternating between the application of transforms, the derivation of new precursors, and again the application of further transforms to these precursors. 

Fig. 1. Schematic of the role of an air quaUty model, in the air quaUty control planning process. Some studies, for example, the prediction of indoor air...

Understanding the planning processes described in these documents and how the information being assembled will be used is a prerequisite for determining which computer application will best address the specific set of needs involved. 

The following are important aspects of a hazard-based health and safety planning process ... 

Selection of size of HVAC components in the planning process (dimensioning) and simulation of the behavior of the system under partial load... 

The steps you need to take to deal with specific problems will vary depending on the nature of the problem. The part that can be proceduralized is the planning process for determining the preventive action needed. A typical process may be as follows ... 

Goals set for PSM at the senior management level will tend to be very broad, as distinct from the far more specific objectives a PSM champion will establish as part of the planning process. These broad goals help define the company s position with regard to a PSM initiative and provide a focus for achieving consensus. 

As you near completion of each PSM element s modification or redesign, it s useful to check results against the criteria you established as part of developing your plan. You may find it helpful to review the plan at intervals, and to revisit Section 3.2, which discusses PSM criteria. Similarly, you will want to assure that the modifications you devise address the priorities you identified as part of the planning process (see Section 5.3). 

While you may wish to defer a firm decision about where, specifically, to start rolling out the system until the pilot test is completed, it s wise to consider a number of options as part of the planning process. The priorities you identified in Chapter 5 (both facilities and elements) provide useful guidance similarly, the implementation strategy you have adopted (companywide, facility-specific, or hybrid) will affect these decisions. 

Usually, there will be a department or individual with a central role in the planning process. You should spend time with these staff developing an understanding both of the planning process and the evaluation criteria they use for including expenditures in their budgets. If your project has top level backing, some costs may be absorbed by corporate this is most likely to be the case if costs are incurred well ahead of any benefits. 

The planning processes described herein were traditional in nature, with little variation from year to year. Growth was steady, equipment technology advancements were available for the conditions expected, and while utility facilities were capital-intensive, a regulated guaranteed return on investment resulted in adequate financing capital. The utility planner had a vision of the future with acceptable accuracy. 

In the meantime, the utility planner struggles with how to approach the planning process in this changing environment. Perhaps these issues are more critical in the transition, since so many of the traditional parameters ol planning have disappeared, and lew new parameters have taken their place. 

Other new planning processes are being considered to aid the transition. These include variations of probability analysis, optimum planning tools, and short-lead-time projects. None of these addresses all of the constraints discussed above. This should not, however, be construed as an impossible task. 

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