Paul: Hello, everyone.Welcome to the show today.Glad to see everyone here today. We’ve got a very special guest. We’re very lucky to be joined by Shaun Deville. Shaun is one of the world-renowned industry experts on control of work and it is such a pleasure to be able to spend a bit of time and get information from Shaun on his processes and how he applies controller work to make sure that projects are safe. Because everything that we do on projects needs to be safe, right? We want everybody to accomplish work safely so that we can celebrate the success at the end. Hi, Shaun. How are you today?
Paul :
We’re lucky to have you, Shaun. I’m sure our listeners will gain a lot of value from this conversation. Let’s start with you telling us a bit about yourself and your background.
We’re lucky to have you, Shaun. I’m sure our listeners will gain a lot of value from this conversation. Let’s start with you telling us a bit about yourself and your background.
Shaun:
I’m currently with Rev One, working on the Shell Vito waterflood project in Ingleside, Texas. I’d like to give a shout-out to Martin. My career in oil and gas began 20 years ago in October 2005, starting with the BP Thunder Horse project after a logistical incident. Since then, I’ve commissioned nine deepwater facilities, including one ultra-deepwater FPSO, three LNG projects, and a methane project in Donaldsonville, Louisiana. It’s been a diverse mix of experiences in the industry.
I’m currently with Rev One, working on the Shell Vito waterflood project in Ingleside, Texas. I’d like to give a shout-out to Martin. My career in oil and gas began 20 years ago in October 2005, starting with the BP Thunder Horse project after a logistical incident. Since then, I’ve commissioned nine deepwater facilities, including one ultra-deepwater FPSO, three LNG projects, and a methane project in Donaldsonville, Louisiana. It’s been a diverse mix of experiences in the industry.
Paul:
That’s an impressive background, Shaun. For anyone watching live, feel free to add your questions or comments in the chat. We’ll have a live Q&A at the end where Shaun can address your specific questions. Let’s dive in. Shaun, what’s your definition of control of work, and why is it so critical for projects?
That’s an impressive background, Shaun. For anyone watching live, feel free to add your questions or comments in the chat. We’ll have a live Q&A at the end where Shaun can address your specific questions. Let’s dive in. Shaun, what’s your definition of control of work, and why is it so critical for projects?
Shaun:
Control of work encompasses systems like SIMOPS, permit-to-work, and lockout/tagout. It’s critical because, during the commissioning phase—after the formal handover from construction and until the handover to operations—the environment becomes dynamic. Unlike construction, where hazards are mostly geographical, like objects falling from overhead, commissioning introduces risks where flipping a switch can impact someone half a mile away. Proper control ensures safety in this complex, dynamic setting.
Control of work encompasses systems like SIMOPS, permit-to-work, and lockout/tagout. It’s critical because, during the commissioning phase—after the formal handover from construction and until the handover to operations—the environment becomes dynamic. Unlike construction, where hazards are mostly geographical, like objects falling from overhead, commissioning introduces risks where flipping a switch can impact someone half a mile away. Proper control ensures safety in this complex, dynamic setting.
Paul:
Absolutely. The commissioning team plays a vital role in guiding others through this operational environment, especially for those less familiar with it. How do you ensure that safety awareness is instilled early?
Absolutely. The commissioning team plays a vital role in guiding others through this operational environment, especially for those less familiar with it. How do you ensure that safety awareness is instilled early?
Shaun: It starts early with safety stand-downs or stand-ups to create awareness. You treat everything as live in commissioning. For example, you communicate to construction teams that a pipe might contain hydrocarbons or pressure, or an electrical device could be powered. Training and awareness campaigns are key to ensuring everyone understands the risks and treats systems as live.
Paul:
Collaboration across groups is essential for safety. Where do you see projects struggle most during the construction-to-commissioning transition?
Collaboration across groups is essential for safety. Where do you see projects struggle most during the construction-to-commissioning transition?
Shaun:
One common issue is commissioning teams not being on-site early enough. They need to be there to start processes like SIMOPS meetings and network with other teams. Another challenge is getting construction to buy in early—they’re often focused on punch lists and finishing their scope, so they may not see the value in attending commissioning meetings. Early engagement and communication are critical to align everyone.
One common issue is commissioning teams not being on-site early enough. They need to be there to start processes like SIMOPS meetings and network with other teams. Another challenge is getting construction to buy in early—they’re often focused on punch lists and finishing their scope, so they may not see the value in attending commissioning meetings. Early engagement and communication are critical to align everyone.
Paul:
That makes sense. The transition isn’t overnight; there’s overlap. How does the ownership of safety processes shift as the project moves from construction to commissioning to operations?
That makes sense. The transition isn’t overnight; there’s overlap. How does the ownership of safety processes shift as the project moves from construction to commissioning to operations?
Shaun:
Ownership is determined by formal handovers through the completion system—whether it’s a subsystem, system, or area. Once construction hands over to commissioning, we take responsibility for safety until the handover to operations. This involves using permit-to-work, lockout/tagout, and visual indicators like tags, locks, or banners to communicate that commissioning now owns the system.
Ownership is determined by formal handovers through the completion system—whether it’s a subsystem, system, or area. Once construction hands over to commissioning, we take responsibility for safety until the handover to operations. This involves using permit-to-work, lockout/tagout, and visual indicators like tags, locks, or banners to communicate that commissioning now owns the system.
Paul:
What does that look like in practice, especially when construction and commissioning activities happen in adjacent areas or when construction needs to re-enter a commissioned area?
What does that look like in practice, especially when construction and commissioning activities happen in adjacent areas or when construction needs to re-enter a commissioned area?
Shaun:
It can vary. For example, a commissioned system might be marked with purple tape or signs indicating “commissioning-owned” and requiring a permit to work. In an electrical building, panels might be labeled with purple stickers. In LNG projects, entire blocks might be fenced off with commissioning signage. If construction needs to work in a commissioned area, they must be trained and follow our permit-to-work and lockout/tagout processes. It’s about collaboration—allowing construction to complete their work safely under commissioning’s oversight.
It can vary. For example, a commissioned system might be marked with purple tape or signs indicating “commissioning-owned” and requiring a permit to work. In an electrical building, panels might be labeled with purple stickers. In LNG projects, entire blocks might be fenced off with commissioning signage. If construction needs to work in a commissioned area, they must be trained and follow our permit-to-work and lockout/tagout processes. It’s about collaboration—allowing construction to complete their work safely under commissioning’s oversight.
Paul:
You mentioned purple as a visual indicator. Can you elaborate on how that’s used in the field?
You mentioned purple as a visual indicator. Can you elaborate on how that’s used in the field?
Shaun Deville:
Purple—or whatever color is chosen—signals that a system is live or commissioning-owned and requires a permit to work. You might see purple signs on electrical buildings, purple stickers on panels, or purple custody locks on valves or breakers. Purple barricade tape or fencing might also mark areas under commissioning control. The goal is to make it clear to everyone that these areas or systems are live and require specific safety protocols.
Purple—or whatever color is chosen—signals that a system is live or commissioning-owned and requires a permit to work. You might see purple signs on electrical buildings, purple stickers on panels, or purple custody locks on valves or breakers. Purple barricade tape or fencing might also mark areas under commissioning control. The goal is to make it clear to everyone that these areas or systems are live and require specific safety protocols.
Paul:
That’s a great way to visually distinguish live systems. You’ve also mentioned SIMOPS. How does the SIMOPS process work, and how is it communicated on-site?
That’s a great way to visually distinguish live systems. You’ve also mentioned SIMOPS. How does the SIMOPS process work, and how is it communicated on-site?
Shaun:
SIMOPS meetings happen daily, typically at 2:00 or 3:00 PM, involving all disciplines—construction, mechanical, electrical, instrumentation, commissioning, and operations. We prioritize work based on safety and schedule, planning for the next 24 hours. For example, we ensure conflicting activities, like two areas requiring red barricades, don’t happen simultaneously. We also share meeting minutes and agendas daily, including notices of energization or pressurization, to keep everyone informed.
SIMOPS meetings happen daily, typically at 2:00 or 3:00 PM, involving all disciplines—construction, mechanical, electrical, instrumentation, commissioning, and operations. We prioritize work based on safety and schedule, planning for the next 24 hours. For example, we ensure conflicting activities, like two areas requiring red barricades, don’t happen simultaneously. We also share meeting minutes and agendas daily, including notices of energization or pressurization, to keep everyone informed.
Paul:
With commissioning being so fast-paced, how do you balance schedule pressures with the need to follow safety processes?
With commissioning being so fast-paced, how do you balance schedule pressures with the need to follow safety processes?
Shaun:
In LNG projects, for example, clients can start generating revenue with just 20-25% of the plant commissioned, so we prioritize those systems—like a power island or storage tank—early on. As SIMOPS manager, I communicate the client’s goals to my team so everyone understands the priorities. Early planning and understanding the big picture help us align safety processes with schedule demands without compromising integrity.
In LNG projects, for example, clients can start generating revenue with just 20-25% of the plant commissioned, so we prioritize those systems—like a power island or storage tank—early on. As SIMOPS manager, I communicate the client’s goals to my team so everyone understands the priorities. Early planning and understanding the big picture help us align safety processes with schedule demands without compromising integrity.
Paul:
That early planning is crucial to avoid chaos. Can you share more about how lockout/tagout integrates with control of work in commissioning?
That early planning is crucial to avoid chaos. Can you share more about how lockout/tagout integrates with control of work in commissioning?
Shaun:
Lockout/tagout is a huge part of control of work. We use individually keyed locks, not batch keys like operations might use. For example, when we take over an MCC, we place custody locks—say, purple—to indicate commissioning ownership and prevent energization downstream. We use color-coded locks for disciplines: yellow for electrical, blue for mechanical, green for instrumentation. Each task gets its own lockout/tagout to avoid piggybacking, ensuring safety. For large jobs, we use satellite boxes to manage group lockouts, allowing multiple workers to lock onto a single system safely.
Lockout/tagout is a huge part of control of work. We use individually keyed locks, not batch keys like operations might use. For example, when we take over an MCC, we place custody locks—say, purple—to indicate commissioning ownership and prevent energization downstream. We use color-coded locks for disciplines: yellow for electrical, blue for mechanical, green for instrumentation. Each task gets its own lockout/tagout to avoid piggybacking, ensuring safety. For large jobs, we use satellite boxes to manage group lockouts, allowing multiple workers to lock onto a single system safely.
Paul:
That’s a lot of coordination. Can you share an example of a near-miss or lesson learned where the process broke down?
That’s a lot of coordination. Can you share an example of a near-miss or lesson learned where the process broke down?
Shaun:
On an ultra-deepwater FPSO project, we had a diving campaign where divers worked from a separate vessel due to POB limitations. I was responsible for their lockout/tagout. When I checked the control room, I was met with hostility and couldn’t verify the lockout for a critical sea chest valve that could endanger divers. After insisting, we found the valve wasn’t locked out, despite assurances. It took hours to reach and secure it. This showed me the importance of personal integrity as a SIMOPS manager to ensure safety, no matter the pressure.
On an ultra-deepwater FPSO project, we had a diving campaign where divers worked from a separate vessel due to POB limitations. I was responsible for their lockout/tagout. When I checked the control room, I was met with hostility and couldn’t verify the lockout for a critical sea chest valve that could endanger divers. After insisting, we found the valve wasn’t locked out, despite assurances. It took hours to reach and secure it. This showed me the importance of personal integrity as a SIMOPS manager to ensure safety, no matter the pressure.
Paul:
That’s a powerful example of standing firm on safety. How do you balance that culture of safety with schedule pressures?
That’s a powerful example of standing firm on safety. How do you balance that culture of safety with schedule pressures?
Shaun:
We aim to be part of the solution, not the problem. We set boundaries, like a 10 AM cutoff for permit and lockout/tagout submissions, to allow time for review and discussion in the SIMOPS meeting. If a vendor needs urgent work, we’ll accommodate it if it can be done safely, but only with the commissioning manager’s support. It’s about mutual respect and ensuring safety isn’t compromised, even under pressure.
We aim to be part of the solution, not the problem. We set boundaries, like a 10 AM cutoff for permit and lockout/tagout submissions, to allow time for review and discussion in the SIMOPS meeting. If a vendor needs urgent work, we’ll accommodate it if it can be done safely, but only with the commissioning manager’s support. It’s about mutual respect and ensuring safety isn’t compromised, even under pressure.
Paul:
For project leaders feeling behind on control of work as commissioning approaches, what’s the first thing they should do?
For project leaders feeling behind on control of work as commissioning approaches, what’s the first thing they should do?
Shaun:
Focus on personnel and timing. Bring in specialized contractors for tasks like electrical lockouts if needed. Utilize night shifts to prepare lockouts for the next day. Secure single-source agreements with vendors to avoid delays in materials. Also, enhance electronic permit-to-work systems to handle specific needs, like de-isolation for tests. Early engagement and resource planning are key.
Focus on personnel and timing. Bring in specialized contractors for tasks like electrical lockouts if needed. Utilize night shifts to prepare lockouts for the next day. Secure single-source agreements with vendors to avoid delays in materials. Also, enhance electronic permit-to-work systems to handle specific needs, like de-isolation for tests. Early engagement and resource planning are key.
Paul :
Let’s move to the live Q&A. We’ve got some great questions from the audience.
Let’s move to the live Q&A. We’ve got some great questions from the audience.
Q&A Session
Paul:
Actor asks, “Doesn’t the contract spell out these responsibilities?”
Actor asks, “Doesn’t the contract spell out these responsibilities?”
Shaun:
Yes, typically, responsibilities are defined in three key documents: SIMOPS, permit-to-work, and lockout/tagout procedures. These are redlined or created from scratch and agreed upon with the client before work begins.
Yes, typically, responsibilities are defined in three key documents: SIMOPS, permit-to-work, and lockout/tagout procedures. These are redlined or created from scratch and agreed upon with the client before work begins.
Paul:
Daniel comments that commissioning often starts while construction is ongoing. What’s your advice on systematization for control of work?
Daniel comments that commissioning often starts while construction is ongoing. What’s your advice on systematization for control of work?
Shaun:
Accepting partial handovers, like a panel with pending construction work, can move testing forward but may create future challenges, like shutdowns for punch list items. It’s a project-specific decision—sometimes it’s worth waiting for full completion to avoid additional hazards.
Accepting partial handovers, like a panel with pending construction work, can move testing forward but may create future challenges, like shutdowns for punch list items. It’s a project-specific decision—sometimes it’s worth waiting for full completion to avoid additional hazards.
Paul:
Crawford says SIMOPS and morning meetings are key. Any advice on running these effectively?
Crawford says SIMOPS and morning meetings are key. Any advice on running these effectively?
Shaun:
SIMOPS meetings need all disciplines present, ideally in person, but virtual platforms like Teams work for larger projects. Morning Plan of the Day (POD) meetings should cover high-risk activities like live electrical work or confined spaces, reinforcing communication across leadership.
SIMOPS meetings need all disciplines present, ideally in person, but virtual platforms like Teams work for larger projects. Morning Plan of the Day (POD) meetings should cover high-risk activities like live electrical work or confined spaces, reinforcing communication across leadership.
Paul:
Ernesto asks about color coding for pre-commissioning, commissioning, or operations and maintenance.
Ernesto asks about color coding for pre-commissioning, commissioning, or operations and maintenance.
Shaun:
In my experience, there’s no distinction between pre-commissioning and commissioning—both use the same color (e.g., purple) to indicate commissioning ownership. Operations has its own color, but construction typically doesn’t use color coding since nothing is live yet.
In my experience, there’s no distinction between pre-commissioning and commissioning—both use the same color (e.g., purple) to indicate commissioning ownership. Operations has its own color, but construction typically doesn’t use color coding since nothing is live yet.
Paul:
John appreciates your diving campaign example and says safety is non-negotiable. Thanks, John!
John appreciates your diving campaign example and says safety is non-negotiable. Thanks, John!
Next, an anonymous user asks if there’s a generic control of work procedure covering lockout/tagout and stakeholder integration.
Shaun:
OSHA standards provide a baseline for lockout/tagout and safety requirements, though they don’t specify colors or materials. Start there and tailor procedures to the project, ensuring stakeholder collaboration is documented.
OSHA standards provide a baseline for lockout/tagout and safety requirements, though they don’t specify colors or materials. Start there and tailor procedures to the project, ensuring stakeholder collaboration is documented.
Paul:
Crawford says the commissioning manager signs all permits and lockouts and is the decision-maker. How do you see that relationship?
Crawford says the commissioning manager signs all permits and lockouts and is the decision-maker. How do you see that relationship?
Shaun:
I agree—the commissioning manager has ultimate authority over permits and lockouts. My role as SIMOPS manager is to eliminate hazardous simultaneous operations, but I work closely with the manager to align on priorities while maintaining safety.
I agree—the commissioning manager has ultimate authority over permits and lockouts. My role as SIMOPS manager is to eliminate hazardous simultaneous operations, but I work closely with the manager to align on priorities while maintaining safety.
Paul:
What are the main roles and responsibilities for permit-to-work in a fabrication yard?
What are the main roles and responsibilities for permit-to-work in a fabrication yard?
Shaun:
It’s the same as any site—onshore or offshore. It depends on who owns the system and the project phase. The process remains consistent: training, permits, and lockout/tagout tailored to the system’s ownership.
It’s the same as any site—onshore or offshore. It depends on who owns the system and the project phase. The process remains consistent: training, permits, and lockout/tagout tailored to the system’s ownership.
Paul:
Is there a difference in safety management approaches between offshore and onshore?
Is there a difference in safety management approaches between offshore and onshore?
Shaun:
Offshore is far more dynamic—every lift is dynamic, and logistics like helicopter schedules or supply boats add complexity. Offshore requires more meticulous planning, especially for campaigns like diving or pipeline integration.
Offshore is far more dynamic—every lift is dynamic, and logistics like helicopter schedules or supply boats add complexity. Offshore requires more meticulous planning, especially for campaigns like diving or pipeline integration.
Paul:
Miles asks about the importance of compliance in control of work and how to prevent deviations.
Miles asks about the importance of compliance in control of work and how to prevent deviations.
Shaun:
Compliance is critical to ensure safety and clear communication. Deviations can happen daily, especially under schedule pressure. A strong relationship with the commissioning manager and clear boundaries, like permit cutoffs, help. Always consider audit perspectives—can you justify the decision if something goes wrong?
Compliance is critical to ensure safety and clear communication. Deviations can happen daily, especially under schedule pressure. A strong relationship with the commissioning manager and clear boundaries, like permit cutoffs, help. Always consider audit perspectives—can you justify the decision if something goes wrong?
Paul:
Mario asks who has authority when systems are under commissioning’s purview—project management or commissioning?
Mario asks who has authority when systems are under commissioning’s purview—project management or commissioning?
Shaun:
The commissioning manager has authority over commissioned systems, but they must align with project goals. As SIMOPS manager, I focus on safety and ethics, ensuring decisions are made with integrity. Relationships and trust are key to navigating these dynamics.
The commissioning manager has authority over commissioned systems, but they must align with project goals. As SIMOPS manager, I focus on safety and ethics, ensuring decisions are made with integrity. Relationships and trust are key to navigating these dynamics.
Shaun:
The commissioning manager has authority over commissioned systems, but they must align with project goals. As SIMOPS manager, I focus on safety and ethics, ensuring decisions are made with integrity. Relationships and trust are key to navigating these dynamics.
The commissioning manager has authority over commissioned systems, but they must align with project goals. As SIMOPS manager, I focus on safety and ethics, ensuring decisions are made with integrity. Relationships and trust are key to navigating these dynamics.
Paul:
When might you need to revisit control of work plans?
When might you need to revisit control of work plans?
Shaun:
A good example is live electrical permits. You might commit to avoiding them, but schedule delays could force a change. If done safely, with proper training and justification, it can work—but it’s a major shift from initial plans.
A good example is live electrical permits. You might commit to avoiding them, but schedule delays could force a change. If done safely, with proper training and justification, it can work—but it’s a major shift from initial plans.
Paul:
Shaun, this has been fantastic. For those wanting to connect or learn more, how can they reach you?
Shaun, this has been fantastic. For those wanting to connect or learn more, how can they reach you?
Shaun:
You can find me on LinkedIn under Shaun Deville, with Rev One. I’m active there and happy to respond to messages about control of work, SIMOPS, or lockout/tagout.
You can find me on LinkedIn under Shaun Deville, with Rev One. I’m active there and happy to respond to messages about control of work, SIMOPS, or lockout/tagout.
Paul:
Thanks, Shaun, for sharing your expertise. The audience clearly appreciates it, judging by the questions and comments. Any final thoughts?
Thanks, Shaun, for sharing your expertise. The audience clearly appreciates it, judging by the questions and comments. Any final thoughts?
Shaun:
I’m truly grateful for this opportunity, Paul, and to Crawford for making it happen. I’m passionate about this topic, and it’s been a pleasure to share. Thank you!
I’m truly grateful for this opportunity, Paul, and to Crawford for making it happen. I’m passionate about this topic, and it’s been a pleasure to share. Thank you!
Paul Turner:
It’s been a pleasure for us too. To our listeners, thanks for joining.
It’s been a pleasure for us too. To our listeners, thanks for joining.
Recent Comments