Featured Presentation

Exploration in PPM Implementation

Roberto J. Arbulu introduces representatives from Petronas and PT Tripatra Engineers and Constructors, who share their experiences and results with implementing Project Production Management (PPM) and operations science in their major capital projects.

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Roberto J. Arbulu facilitates a session on the exploration of Project Production Management (PPM) implementation. The session will feature two prominent companies in the oil and gas industry, Petronas from Malaysia and PT Tripatra Engineers and Constructors, an EPC company from Indonesia. Both companies will be sharing their experiences with implementing PPM, including conducting proof of concepts and proof of value, as well as the application of operation science.

The format of the session will include two presentations, the first by Al-Azahary Sani, head of the construction-based engineering team at Petronas. With 17 years of experience in the oil and gas and petrochemical industry, Al-Azahary is currently leading PPM implementation efforts within Petronas projects. He holds a bachelor’s degree in electronics engineering and a master’s degree in process plant management. He will be discussing Petronas’ journey with PPM, highlighting the challenges and successes they have encountered along the way.

The second presentation will be given by Andro Hutabarat, the head of continuous improvement for PT Tripatra Engineers and Constructors. PT Tripatra is a well-known EPC contractor in Indonesia and that region of the world, known for their innovation and exploring new methodologies to improve their internal practices and to do a better job for the customers. Andro is working closely with Tripatra’s CEOs and other executives in their internal transformation to become a company that focuses on the new era project delivery. He is heavily involved in the adoption of PPM, applied to engineering and other components of predelivery like procurement processes and construction. Andro has been a member of Tripatra for more than 6 years and held several positions like heads of sales and commercial head of transformation, and project director. Andro holds a Bachelor degree in Civil Engineering and a Master’s degree in Strategic Management and Business. He will be discussing PT Tripatra’s approach to PPM and the benefits it has brought to their operations.


[00:00:01] Gary Fischer: So now we’re going to move in–, Roberto, can you turn on your video? Very good.

[00:00:05] Roberto J. Arbulu: Thank you, Gary.

[00:00:10] Gary Fischer: So now we’re going to go into the first segment, exploring what the folks are doing, learning by doing. So Roberto is an instructor for Project Correction Institute, very active in the institute and the senior VP of technical services at Strategic Project Solutions.

[00:00:23] Gary Fischer: So Roberto, I’ll turn it over to you.

[00:00:24] Roberto J. Arbulu: Excellent, Gary. Thank you so much. Good morning, everyone. Thank you for inviting me to facilitate this session. Today is about the exploration of PPM implementation. We are going to have a representative from two organizations, Petronas, joining us from Malaysia and PT Tripatra Engineers and Constructors, an EPC company operating in Indonesia.

[00:00:52] Roberto J. Arbulu: And they both have actually shared with me what they’re going to present today. And let me tell you, really listen to what they have to say. They have focused on implementing, doing proof of concepts, proof of value, different elements of project production management, and the application also of operation science.

[00:01:13] Roberto J. Arbulu: So I think it’s going to be a very exciting half an hour as we move forward. We might even have a bit more time based on where we are now. And so in terms of the format for this session, just for everyone to be aware of this, we are going to go through both presentations one after the other one, and then at the end we are going to dedicate some time for questions and answers.

[00:01:40] Roberto J. Arbulu: I remind you to look at the bottom of your screen for the Q&A feature. Please use that throughout these two presentations if you have specific questions. And I will be taking these questions to the speaker in the Q&A section. All right, so let’s get going with our first presentation today. It is from Petronas.

[00:02:03] Roberto J. Arbulu: So I invite Mr. Al-Azahary Sani to share his video and enable the microphone. Al, are you with us? Thank you, Al. How are you? Hello?

[00:02:21] M Al-Azahary B A Sani: I’m fine. Is it okay? Can you hear me?

[00:02:24] Roberto J. Arbulu: It is okay, yes, we can hear you and we can see you as well. So before we get going, let me thank you, Al, because you are connecting from Malaysia.

[00:02:37] Roberto J. Arbulu: It is really late for you and we really appreciate it. This is actually Patronas’ second participation in this symposium. Petronas contributed with their journey, their story last year in the 2021 PPI Symposium. And it’s really good to see you here again with the global community, sharing your experience.

[00:03:01] Roberto J. Arbulu: So thank you for that. But let me tell you a bit more about Al very, very quickly. Al is the head of the construction based engineering team, part of the Petronas project management of the future efforts, and remember this term, “project management of the future,” they’re related to what Gary just talked about.

[00:03:24] Roberto J. Arbulu: He has 17 years of working experience in the oil and gas and petrochemical industry, including project delivery, plant maintenance, and operations. He is currently spearheading project production management, PPM implementation within Petronas projects and is playing a key role in engaging Malaysia’s oil and gas industry players from engineering companies to EPC firms, to suppliers, and the entire oil and gas ecosystem in Malaysia.

[00:03:54] Roberto J. Arbulu: So that is by itself, AI, a pretty intense effort you are leading from the Petronas side. He holds a bachelor’s degree in electronics engineering and a master’s degree in process plan management from the University of Technology in Malaysia. So Al, once again, thank you and if you don’t mind sharing your screen.

[00:04:21] M Al-Azahary B A Sani: Yeah.

[00:04:22] M Al-Azahary B A Sani: One second.

[00:04:24] M Al-Azahary B A Sani: We can make sure we’re ready to go.

[00:04:26] M Al-Azahary B A Sani: All right. Can you hear? Can you see it?

[00:04:29] Roberto J. Arbulu: Yes, so it is over to you, Al, and I will reconnect in a few minutes. Thank you. Over to you.

[00:04:36] M Al-Azahary B A Sani: Alright, thank you very much, Roberto. Good morning, good evening, good afternoon, wherever you are, whatever you do.

[00:04:47] M Al-Azahary B A Sani: Thank you for the introduction, Roberto. I’m Al-Azahary from Petronas. Today I’m going to share our PPM implementation journey and a little bit of updates from what we presented last year since we are entering our second year of adoption in project production management. All right, as was mentioned by Roberto, and even in the previous presentation we also mentioned about the initiation of project management of the future is something that we do consciously to focus on techno digital transformation towards the realization of the project digital control tower.

[00:05:41] M Al-Azahary B A Sani: And it consists of four separate parts that work together, which is the first project delivery digital ecosystem, which takes care of the software part, digital backbone, artificial intelligence, machine learning, and others. The second is the smart project site that focuses on the adoption of robotics, smart devices, drones, smart helmet, and many other IoTs.

[00:06:15] M Al-Azahary B A Sani: The third part, which I am leading currently, is “called construction based engineering,” which the focus is to adopt the industry best practice methodology, because we are fully aware that even with the technology in terms of hardware and software, without a proper methodology then we won’t be able to really create the value from the technological transformation.

[00:06:47] M Al-Azahary B A Sani: There’s a fourth part, which is the DFG, the disruption for growth, which focuses on the industry collaboration, standardization, and looking at what other step change enhancement that we see from the global project delivery environment. So the objective of establishing a digital control tower, actually, is to ensure that we really can be a data driven organization.

[00:07:34] M Al-Azahary B A Sani: Data, even decision making to ensure that our project delivery can run smoothly to get ready for the challenges, for the exciting future that we see. This has required us to be more effective for the future regarding decarbonization.

[00:08:01] M Al-Azahary B A Sani: We are fully aware that we cannot do this alone as an only operator organization, we need to get our contractor, our partners, to embark on this journey together with us so that we initiate a joint industry collaboration for advanced web packaging and project production management in Malaysia’s oil and gas ecosystem.

[00:08:28] M Al-Azahary B A Sani: This is our second year. We kicked off mainly last year. It’s very exciting to collaborate closely with a lot of friends from our EPC contractors, from engineering consultants, as well as our solution providers.

[00:08:58] M Al-Azahary B A Sani: Collaborative adoption of global best practices, right? We already see that most of the member companies have already started to embark on the AWP and PPM adoption journey. Very positive progress, which is currently being tracked by us at the JIC taskforce. And this is the avenue for us to have healthy and open discussions, understanding each other and bridging commitment between owner, contractor, social providers, so that we can really work in sync.

[00:09:24] M Al-Azahary B A Sani: We can really optimize and leverage from the strength of each other, right, and progress together to be better for the benefit of the whole ecosystem.

[00:09:51] M Al-Azahary B A Sani: And going into the second year, we are progressing from the proof of concept, which we presented last year, right? We are convinced that project production management in terms of concept really works, but we now want to see where the value is, right. We have started to scale up our implementation of PPM in pilot projects.

[00:10:21] M Al-Azahary B A Sani: First year, about 10 projects in the year. Right now we are talking about more than 15, about 17 in specific projects that start to commence PPM in various stages. Right, yeah, these are some of the success stories. We already catch it from two of the projects that we have implemented PPM. We see 6% of productivity increase in terms of flow productivity.

[00:10:56] M Al-Azahary B A Sani: For an offshore platform jacket fabrication, where we implemented both PSO and PPC. I will be sharing more detail and focusing on this specific case study in later slides. We also see schedule acceleration in our hook-up campaign project. It’s a very basically tight schedule and a lot of challenges in terms of logistics and whatnot.

[00:11:32] M Al-Azahary B A Sani: But still, instead of getting it right away, or getting the schedule to further delay, right? We manage to accelerate and prevent a delay of about 11 days, and we see the scale up potential from this, at least these two projects and others.

[00:12:10] M Al-Azahary B A Sani: About 5% to 10% cost and time saving. That is, we are now seeing the value, at least with regards to the CapEx value. But definitely more important is the impact to the operations, to the business, when we have better productivity, better reliability of project delivery, that will directly impact the profitability of our company.

[00:12:40] M Al-Azahary B A Sani: Alright, so this is the case we are sharing, more detail on focusing on the new offshore platform fabrication project that we did. Starting in 2021, starting with the discovery, it takes actually a lot of effort to explore, to create understanding, to engage, starting with our own internal Petronas project management team.

[00:13:23] M Al-Azahary B A Sani: We are doing it independently from our partners initially. Until we understand and we complete the relation system optimization. Once we have the recommendation, we see that this is the model which really represents the actual project site, and we start to engage our partner.

[00:13:55] M Al-Azahary B A Sani: It’s not an easy task. Actually. We had, if you can see. There are various stages of meetings that we had, multiple levels of engagement until, in the end, we get the access down to the subcontractor level in our implementation.

[00:14:18] M Al-Azahary B A Sani: So it begins with the production system optimization, the model, VT model for the CPT. Right. As you can see, it takes a lot of effort for us to develop this together with strategic project solutions. Right? And this is actually what we call the “turning point” for us to be able to–

[00:14:59] M Al-Azahary B A Sani: how actually a project can be turned into a production system. Correct. And from the analysis of production system optimization based. So yeah, these are some of the key insights that the team should focus on. This is a recommendation from the analysis, right? It indicates the election capable face constraints to meet the design completion.

[00:15:29] M Al-Azahary B A Sani: My student, right? Yes. PMT might be already having this sense of feeling that they would not be able to complete the project by time. But PS ONC flood is finding based on analysis provided a breakdown of when capacity constraint will occur for each water net resource into CP Cat. Primary sub components means we can focus on specific craft specific workers and specific time for us to optimize and do appropriate mitigations application and define sub where to focus.

[00:16:17] M Al-Azahary B A Sani: Within the productions, the different board production system within the project, which indicates the VO tank and pen assembly. And we went to focus more on the BO tank application. We proceed with the project production control for this specific school.

[00:16:42] M Al-Azahary B A Sani: This is when, where the actual work, on site, the actual engagement with the real people who make the difference go getting much closer to the works during, through daily production planning sessions, properly planning, scheduling, planning, tracking of the execution, as well as doing continuous improvement based on the analytics.

[00:17:15] M Al-Azahary B A Sani: It is not – it is actually quite challenging for us to change the perspective from the left side, which is a manual way of working that we are currently practicing in our project, mainly right to have to turn into the digital database, data driven, connected production system that we see in the PSO model, as well as during that we utilize to help us in scheduling during production control.

[00:18:01] M Al-Azahary B A Sani: And what the analytics that we get is a conscious decision and data driven decision. Which leads to actionable insights from the milestone for Casta, milestone for cast trends, which we see clearly where the lm is going either south or or north, right, positive or negative. So, the focus, in this case, the BOIC tank is there are at least seven BOIC tanks, which one that we should focus, which to ensure that, that the overall project is progressing well together, right apart from either, either available analytics we get from the PBC, and these are key learning.

[00:19:01] M Al-Azahary B A Sani: These are reflections, real reflections by the project in themselves, right? So the team experiences how generating work process by those responsible for the work identifies and visualizes scope complexity is often not captured by existing focus actually is not captured, it’s not visible to

[00:19:28] M Al-Azahary B A Sani: conventional project grandchild mapping, right, and in controlling work at the execution level, the project team was able to identify prevailing sources of variability impacting each of the work groups and scope types through the illnesses of reasons, summaries, and the team. The third, the team productively identifies upcoming capacity multi–

[00:19:58] M Al-Azahary B A Sani: contextualize the potential value of data driven LM resource assignment during periods of limited efficacy. And fourth, by shifting the daily production planning responsibility, is to contract the personnel, because initially we try to handle the contact personnel, the subcontractor driven, once they get the idea of how to pursue with the PPC, right?

[00:20:36] M Al-Azahary B A Sani: The directly possible for the day-to-day assignment of capacity. We unlock the understanding of varying levels of capability development required by different project stakeholders to implement a broad PPC deployment successfully. And what we learned, t team learning it, is that it is possible for us to deploy PPC to large scale fabric, application production and projects.

[00:21:06] M Al-Azahary B A Sani: And by doing so, augment the existing practices of any major contractor. And this conclusion and key come from overall PP member implementation from various projects, the multiple concurrent projects that we, our pilot implementation, the first PPM framework and system supported the continuous improvement in work culture.

[00:21:35] M Al-Azahary B A Sani: This is very important for us to ensure that the mindset of our project people, right, continuously try to do better things and challenge the norm solution through production based analytics. And second, by implementing PPM, the PMTS improve intervention and collaboration with contracted by closing, getting closer to the world.

[00:22:03] M Al-Azahary B A Sani: Now we are understanding our contract better, what are the constraints, and how our action or inaction will affect the whole production system. The third PPM can be implemented on ongoing construction projects with minimum interruption to working. Yes, it is. With proper strategy, it is possible to do this.

[00:22:28] M Al-Azahary B A Sani: Fourth, improve construction progress monitoring by ING and ability to create data analytics which specify the reason delay, which is the, such as power machine breakdown, where the constraint, etcetera. And fifth, which is the final point in my presentation, full PPM deployment requires closer collaboration and understanding.

[00:22:55] M Al-Azahary B A Sani: We’ve contracted to scale up into maximum potential, making the partnership really effective, really bringing value to the overall project performance. And that’s all my sharing for today. It has been a pleasure. It has been a pleasure for me to be presenting in this symposium again this year.

[00:23:26] M Al-Azahary B A Sani: Thank you very much for PPI, SPS technical support, especially Mr. Roberto, and I pass back to you, Roberto.

[00:23:37] Roberto J. Arbulu: Thank you very much. Thank you, Al, for being able to, in a very open way, share your story and all of those details. That’s pretty, pretty impressive. We’re going to come back to you in a few more minutes and with some questions and answers.

[00:23:56] Roberto J. Arbulu: And so I, I just ask you to please turn off your video in your microphone. And once again, thank you very much for the journey, Al. So it is now my pleasure to introduce our second presenter. So we ask Mr. Andro Hutabarat, from PT Tripatra Engineers and Constructors, to share your video and audio we have with Andro.

[00:24:28] Roberto J. Arbulu: You’re with us. Thank you. Great. Okay, great. Thank you. And so I just want to say a couple of things because Tripatra has been, and is not only one of the most important contractors, EPC contractors in Indonesian and that region of the world, but they have been also at the, at the front of innovation and exploring always new methodologies and how they can improve

[00:25:03] Roberto J. Arbulu: their internal practices and how they can do a better job for the customers. So, and it has been an interesting, I would say, journey as well and for us to watch you do it over time. Right? And so if you’re joining us from Jakarta, it’s also late for you. And really thank you for accommodating the timing.

[00:25:29] Roberto J. Arbulu: And you’re going to share with us your story and some details of what you have been doing, are currently doing, and planning to do. And, but for our audience, let me say more about Andro and his professional background very, very quickly. PAC Andro is the head of continuous improvement for PT Tripatra Engineers and Constructors working closely

[00:25:57] Roberto J. Arbulu: with Tripatra, CEOs and other executives in their internal transformation to become a company that focuses on the new era project delivery. He’s currently heavily involved in the adoption of PPM. It applied to engineering and also other components of predelivery like procurement processes and construction.

[00:26:20] Roberto J. Arbulu: During the six years, he’s a member of the Tripatra team, probably even more than six. He has been in several positions, including the heads of sales and commercial head of transformation. He has been a project director just to name a few. He holds a bachelor degree in civil engineering from Maranatha Christian University.

[00:26:40] Roberto J. Arbulu: I hope I pronounced that correctly, in Indonesia, and a masters degree in strategic management and business from IPV University also in Indonesia. So Andro, once again, thank you for being with us. Very excited to hear about what you have for us today and if you don’t mind sharing your screen as he does that.

[00:27:02] Roberto J. Arbulu: Yes. Yeah, we remind everyone to use a Q&A feature at the bottom of your screen in case you have questions for Andro and once he finishes his presentation once again, we will go through a Q&A with both Al and Andro. Over to you.

[00:27:22] Andro Hutabarat: All right. Thank you so much, Roberto. Again. Good evening from Indonesia. Good morning. Good afternoon to everyone joining this symposium today. We actually – so happy to be back here – we participated in the last seven, I think, as well as the production forum which was held in March this year.

[00:27:50] Andro Hutabarat: So happy to be back and to contact us. Do search for us Tripatra, as well as if you have anything to follow up after the session, we’ll be happy to discuss more.

[00:28:07] Andro Hutabarat: So a little bit about Tripatra, just to echo what Roberto was just saying, that Tripatra is an engineering and PC contractor from Indonesia, and we were established in 1973. And predominantly we are providing services in engineering, project construction and management supply chains management, as well as asset management.

[00:28:32] Andro Hutabarat: Doing the usual work that normally happens in project delivery. And with the ever-changing world and the market, as well as the global economies, we are setting up a new direction again to focus and to, to clean up our path, to better engineer a system, the solution that transforms energy and accelerates down.

[00:29:00] Andro Hutabarat: So we have been very close, let’s say it like that, to the implementation of PPM as a concept in methodology. We start very early in the first quarter of 2019 until today, and most of our projects we adopt and we implement the methodology of PPM and still some ongoing projects are happening. Whether it is engineering an EPCM project, as well as an NPC project in an energy industry predominantly, one of the spectrum of PPM with the project progression control is the first step that we landed on this PPM concept.

[00:29:49] Andro Hutabarat: And ever since that, actually, we are able to see that the needs for us, the habits for us, the necessity for us to control the activity is actually fed up to this platform of this PPM. That’s why we see that a lot of things happen when we deliver a project that are able to be closed, the gap is being closed, with this concept of this

[00:30:20] Andro Hutabarat: PPM through this PPC. Normally on the, on the war stream, on war steps, it’s more to a people knowledge, more to the, to the invisible process steps of the project execution, which now I’ve been able to typically map and, more interesting, it was being able to adjust and tell it to the project needs that something is very interesting that we –

[00:30:47] Andro Hutabarat: and we saw there are also a lot of repetitive meetings redundant that cause a lot of waste of time and effort as well. And by aligning these patterns with the normal project patterns, actually, we are able to reduce the effort, and specifically able to avoid redundant meetings, but still yet to find a vision and effectiveness.

[00:31:11] Andro Hutabarat: One of the main killers in this hurdle is actually variability that we saw. Something that we cannot, cannot be eliminated of course, but to be able to have that constraint early in the beginning is actually one of the values that we saw, that we are able to close. And with that, we are able to prepare the equitable task as well as the –

[00:31:40] Andro Hutabarat: we also try to innovate and try to explore what are the better ways, also, to be combined with this methodology. One of them is agile. We saw that this delivery of the project consists of different disciplined people, different departments with several backgrounds. So the need for collaboration is really, really imminent in this project execution.

[00:32:05] Andro Hutabarat: So combining that with the agile habits, actually, put the last puzzle that in any workflow, in any process, a retrospective to help us better, to help us. Iterative is actually one of the important things. And by doing that, combining with the Agile, we saw a lot of improvement. We saw a lot of value that we can realize in implementing this.

[00:32:27] Andro Hutabarat: PPC, as you may see, that we also, embarking on the digital as well as the normal industry have, so we also build our own platform. We build our own digital control tower as well as the live project management system. We did this by combining several enablers of tools and software, becoming the –

[00:32:55] Andro Hutabarat: the way that we are executing works, you might see some familiar names as well, as well as the SPS. So by using this source of data and providing us the analytics, we can see that. We are able to see what’s actually happening and we are able to execute this as a guidance on one of the main and the standard analysis that we have.

[00:33:25] Andro Hutabarat: Normally, the commitment, reliability, this is just one example of our engineering project. We saw that there is a good number of commitments. We have almost reached 90% as well as the product trend Kim Rising. So the uses of this PPC, combined with the data analytics, either from the SPS as well, SD, the digital control tower from, and actually enable us to see transparently and how we actually are performance.

[00:33:52] Andro Hutabarat: And this has become the, for us in executing the project in real time, apart from the engineering, we also implement this in our construction. As part of the EPC project and the beauty of it actually, we also think that this PPC concept is not something that is, let’s say, plug and play. You are being challenged and being able to, to find the best yet acceptable, but is optimum.

[00:34:28] Andro Hutabarat: Tailored to the project condition as well as your needs. So this is just one example of our PC project, and in this picture you might see how our team is with all of the contractors trying to do the production scheduling as well as the production planning. And we tried to combine the normal way that we did during the scheduling and defining the sequence as well as the constructability.

[00:34:50] Andro Hutabarat: And throw it back to the methods of the production scheduling that enable us to see the two weeks look ahead of TS works and control it with the production plan on the daily session, on the, on the project side and through the tools, through the PPC we’re enabled to see all of the data flowing and to control the activity.

[00:35:09] Andro Hutabarat: This has been working well so far for us, but we still saw how we are going to find out the best way on the other projects and tell her to the, on the other hand, one of the spectrum that also we are a little bit different from our, our previous friend of trons. We start first with PPC and then we continue that with the production system of the main and PSO as you may see.

[00:35:34] Andro Hutabarat: This is also helping us to enable, to enable us to have the optimal batching strategy analysis. So one of the PSO analyses that we did for our EPC project actually enabled us to have transparency and we are able to see how actually our chance to meet the target completion of the equipment and install and piping installation on a certain day.

[00:35:58] Andro Hutabarat: And by putting this strategy of optimal batching and controlling it by weekly, as well as daily, we are actually able to open enough piping with, and satisfy the AF Fred’s working process levels and barriers. Yet we are also able to assign the optimum capacity to enable us to do the equipment piping works as scheduled.

[00:36:23] Andro Hutabarat: This is just an example from our current project, and it’s been helping us to enable us to have the best strategy to fit the walls and the– but yet we saw that over the four years journey of our PPM, we still see that a lot of things need to be improved as well. This is a challenge as well for us.

[00:36:49] Andro Hutabarat: When I say that we don’t have a plug and play concept, that’s also one thing that we like, that enables us to see how much more that we can improve, how much more that we can find the best solution. So through our retrospective in Agile, through all of our projects, we summarize the typical things that went well.

[00:37:11] Andro Hutabarat: On the way we execute PPM, the normal way, the cross-functional coordination is better. And as previously say that we are able to have the early and high awareness of how we manage constraint and variability and the capacity sharing of people and deliverable assignment is also now becoming better.

[00:37:31] Andro Hutabarat: That’s working well. Plus also, how are we going to be prior to any tasks based on the current dynamic condition. And this is also meaning how we conveniently track that transparently all over the people. So this is actually one of the big values that we saw. That derives from how the data exchange between disciplines flow.

[00:37:51] Andro Hutabarat: So this system of digital also helping us to sort it. So this is most of the value that is being felt and realized on most of our projects. However, we also see that it is not that easy that, for all of the people to improve to implement this PPM, we saw that the leadership involvement, especially on the project management leadership, is something that is very, very imminent to have and assess.

[00:38:20] Andro Hutabarat: This is one of the big challenges of how we integrate this business process with the conventional project controls. I like what Gary said in the beginning that it is a necessity that we need to look at how, how we execute projects differently. And for us that are very, very concerned and very, very, let’s say, have a special attention on activity and data.

[00:38:45] Andro Hutabarat: The manner hours data, the dynamic data that we derive from PPM is actually one of the inputs that we – that enable us to build a better schedule, a dynamic schedule, a dynamic data that I think still have a lot of value left that that can be able to, to fertilize and have our project delivery better.

[00:39:10] Andro Hutabarat: And lastly, I think we also have the opinion that our work, our industry needs to show how we are and how we try something differently. And through our, our collaboration with Petronas as over the – our friend Al over the last year, we actually try to find how it’s actually a mutual benefit between two companies, which is the client and the contractor, in executing the project, as you may see in the screen, we try to map actually how the work process flows.

[00:39:46] Andro Hutabarat: On one production system between contractors and Pioneer, we are able to see transparently how the will flows and the barrier if we execute it daily. We are also able to see where actually the gap, where is actually the bottleneck happening. This standard process of client and contractor like, like veteran Asage actually brings us closer and hopefully able to realize maximum share benefit between two parties.

[00:40:14] Andro Hutabarat: And the transparency of the WIP between crane and contractor. And you will be able to see that. And finally, the last thing I want to say is it is possible – and hopefully it’s possible – sometimes this industry is able to see how this project is delivered using PPM as a single methodology of the production management system.

[00:40:36] Andro Hutabarat: Lastly, that’s all from my presentation, as we say in Bahasa democracy.

[00:40:45] Roberto J. Arbulu: Thank you. So thank you so much Andro, and we invite Mr. Al-Azahary. I need to share video and audio for the Q&A section. We do have actually just a couple of minutes before we get into the next section, so maybe we can quickly touch on two questions.

[00:41:09] Roberto J. Arbulu: The first one seems to be for you, Al, that we’re seeing through several questions, but once again, we’re not going to have time to do that. The first question for Al, so what challenges do you encounter getting closer to the work, which is what you mentioned, I think very clearly.

[00:41:29] Roberto J. Arbulu: With your contractors, right? Did they feel you were interfering? So that’s a question for you, Al, as an owner. As an owner operator. Any input?

[00:41:40] M Al-Azahary B A Sani: Yeah, it is a trust, right? So we are still so much in, we divide it, right? We have a clear, we draw a clear line between owner and contractor, which actually limits our potential.

[00:41:58] M Al-Azahary B A Sani: So, by getting closer to the world, understanding each other’s constraints, understanding how we can help each other to actually deliver better, right? That, yes. First we need to, to build the trust to break the barriers. Owner and contractors, which is not, not easy. That’s one of the key challenges we take.

[00:42:28] M Al-Azahary B A Sani: Yeah. Months actually to, with continuous engagement, to gain a better trust level until our contractor, yeah, yeah, based on their previous PN, maybe they have built some perspective

[00:42:52] M Al-Azahary B A Sani: of maybe only having different intentions while in the end they realize that we just want them to be better. Right. We don’t have any hidden agenda. Yes. That’s why I, I answer.

[00:43:06] Roberto J. Arbulu: Yes. And I think you guys have been Petronas, I mean, have been very open, very clear. About the direction you’re following.

[00:43:13] Roberto J. Arbulu: Right. And I think from a Tripatra perspective, being an EPC, you also have subcontractors, for instance, when you do the work. Right. And so perhaps you can give us your perspective, Andro, same question for you, but obviously within, within your business, right. How has been the interaction between Tripatra and any of the subcontractors, even in engineering or construction?

[00:43:36] Andro Hutabarat: Right. Thank you, Roberto. So as you, as you may see in my previous slide that was talking about our PPC in construction, actually, we are also trying to, to, as much as possible, involve them in our, in our production, right? Because we actually believe that we are in the same platform of product, right. So on the scheduling, we are actually involving them directly and discussing the activity.

[00:44:10] Andro Hutabarat: For now, we are actually talking about a minimum interval of two weeks, where every day, in the afternoon, 4:00 p.m. we actually ask them also to have a session with us, which is the production planning, controlling and actually updating how the work is, is flowing. So by this session actually, we are also able to see on an overarching view how we actually, the interaction between different subcontractors.

[00:44:43] Andro Hutabarat: So it’s actually one thing that that’s still ongoing and we, we are still also find another best solution how to integrate that because for us, for our subcontractors to be able to, to use the PPC directly and involve in the data input is something that we need also. Sometimes to do that, to be honest with you,

[00:45:04] Andro Hutabarat: but enabling them to be involved directly in the production with us in the scheduling is actually a very, very new and a good session for us, right? And this is how far that we go now with our subcontractors and further, our plan is to be able to involve them directly on the, on the tools. This will give us a real-time execution.

[00:45:32] Andro Hutabarat: Actually there will be more vision on, on timing as well. So I think a lot of, a lot of journey yet to be found in the future OFO. But I think we are aiming in the right direction today.

[00:45:44] Roberto J. Arbulu: Excellent, Andro. So look, unfortunately, we are running out of time. We need to move to the next section.

[00:45:52] Roberto J. Arbulu: We are going to pass to you some questions we’re getting, and I see some questions related to AW and PPM, and for those that are asking those questions, I encourage you to stay for the 11 o’clock central time session where this topic is going to be discussed in much greater detail. But it was very, very encouraging to see from both Patronas and Tripatra, what you have achieved, right?

[00:46:20] Roberto J. Arbulu: Reduction in cost, reduction in time. To what you do as a business, completely separate businesses. And also when I finish with this, the synergies that you shared at the very last of your presentation, Andro, between Petronas and Tripatra in that region. So we wish you guys the best and on behalf of the Project Production Institute, thank you very, very much for joining us today.

[00:46:52] Andro Hutabarat: Thank you.

[00:46:53] M Al-Azahary B A Sani: Thank you, Roberto.

[00:46:53] Roberto J. Arbulu: Thank you all. Looking forward to collaboration as we move into 2023. Thank you.

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Roberto J. Arbulu

Strategic Project Solutions, Inc.

Roberto J. Arbulu

Strategic Project Solutions, Inc.

Roberto Arbulu is Senior Vice President of Technical Services for Strategic Project Solutions. He has more than twenty years of experience in the delivery and optimization of energy, industrial, technology, and infrastructure capital projects and has worked with numerous owner operators and service providers across North America, South America, Europe, Australia, Asia and the Middle East. He is the author of technical publications in journals and conference proceedings that focus on project production system optimization, control, and project supply chains including the application of methods such as Project Production Management and Virtual Design & Construction (VDC).

For many years, Roberto has participated as a VDC instructor and technical advisor at Stanford University’s Center for Integrated Facility Engineering. He is a member of the Gulf Downstream Association (GDA)’s Project Management Technical Committee and also supports Project Production Institute (PPI) as an Instructor for professional certification programs.

Roberto earned a Civil Engineering Degree from Pontificia Universidad Católica del Perú. He has a Master of Engineering Degree in Construction Engineering & Management and a Certificate in Management of Technology from the University of California, Berkeley.

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Andro Hutabarat


Andro Hutabarat


Andro Hubarat brings more than 15 years of experiences in Project Management, Commercial & Business Development, Improvement & Transformation in Energy, Oil & Gas, Power, Infrastructure sector.

Andro has a Bachelor Degree in Civil Engineering from Maranatha Christian University, and an Indonesia Master Degree in Strategic Management & Business from IPB University, Indonesia.

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M Al-Azahary B A Sani


M Al-Azahary B A Sani


Al-Azahary is currently leading a team to drive transformation in PETRONAS Group Project Delivery. He has seventeen years of working experience in the oil, gas and petrochemical industry. He was involved in plant operations and maintenance before assuming a Project Manager role overseeing various plant change and rejuvenation projects. He is currently spearheading Project Production Management (PPM) implementation within PETRONAS projects, and also playing the role to shape Malaysia’s Oil & Gas industry players to adopt the methodology for improved project delivery performance.

He holds a Bachelor’s degree in Electronics Engineering and a Master’s degree in Process Plant Management from University of Technology Malaysia.