Optimized Operational Readiness

Shortfalls of traditional Operational Readiness programs...

Typically operational readiness programs envelope a single, large project from feasibility or sometimes pre-feasibility through project completion. There are several shortfalls to this narrowly focused approach:

  • High-value projects within portfolios managed independently foregoing the opportunity to efficiently prioritize and sequence projects to maximize workforce availability and overall value delivery
  • Low- to medium-cost projects not considered as part of the project portfolio and yet must compete for the same overburdened resources negatively impacting a projects' outcome
  • Operational readiness not engaged early enough to validate project assumptions nor influence the projects' design for safety, reliability, operability, and maintainability in order to achieve the safest, lowest long-term cost of asset ownership
  • Operational readiness teams mobilized only after a projects' capital funding has been approved meaning there is no latitude to correct deficiencies and costs if fatal flaws or gross errors are found in the design or specifications
  • Operational readiness activities extend only through transition of projects to operations with little thought as to how warranty, modifications after start-up and other post-project work will be managed
  • Operational readiness teams disbanded after completing large projects foregoing the opportunity to engage in other, smaller projects to inject the same level of rigor

Why Optimized Operational Readiness is right for your business...

Optimized Operational Readiness - Mining Expansion

Optimized Operational Readiness goes beyond the boundaries of traditional operational readiness by providing a more holistic, cradle-to-grave approach to managing project portfolios.

A key benefit of an embedded Optimized Operational Readiness strategy not found in traditional programs is involvement in the early stages of project portfolio reviews. Participation in the review process can quickly identify projects that, if executed, would negate or negatively impact the benefits of other projects. This is also the case for smaller projects initiated by the plant often in the form of mandates or "quick-win" projects.

In an Optimized Operational Readiness environment projects are managed under the umbrella of a "one project list" philosophy for a holistic understanding of all projects -- big and small -- so any interdependencies or potential conflicts are quickly identified and resolved.

Projects are managed from their inception with their business cases evaluated and compared to other competing projects vying for the same funds and resources. The projects providing the greatest benefit and fastest return on investment are identified and given the highest priority so that funding and resources can be appropriately allocated. This process also benefits the business by helping establish the foundation for a multi-year capital and projects' plan.

The most compelling reason for implementing Optimized Operational Readiness is it allows businesses to make timely, data-driven, high-confidence decisions regarding projects as part of a long-term, investment and value-driven portfolio management strategy. It also puts into place all of the tools and philosophies necessary to ensure completed projects meet their safety, cost, schedule, quality, and business case commitments.

Benefits of Optimized Operational Readiness include:

  • Maximize value and ROI through efficient project prioritization and sequencing
  • Optimized Operational Readiness - Petroleum Plant
  • Manage projects in resource-constrained environments focusing the workforce on the most value-adding activities
  • Effective management of a broad cross section of project types including CAPEX, OPEX, Must Do's, and Enabler's as part of a "one project list" philosophy
  • Embed DROM (design for reliability, operability, and maintainability) principles in high-value projects to achieve lowest long-term cost of asset ownership
  • Integrate PSM (process safety management) into operational readiness deliverables to ensure regulatory and statutory requirements are met
  • Leverage organizational design to embed operational readiness in all high-value projects
  • Operational readiness engaged earlier in projects to optimize design and validate costs, which results in higher level of confidence in delivering projects within the constraints of safety, cost, schedule, quality, and business case commitments
  • Integrate operational readiness into project teams to foster a unified, cohesive, focused vision regarding project deliverables and expectations
  • Operational readiness extended beyond the traditional handover boundary to ensure all post-project work is satisfactorily completed
  • Understanding of the 16 elements of operational readiness and which ones to apply to greenfield and brownfield projects or hybrids thereof
  • Safely work within the constraints of cost, schedule, and quality

Is it too late to apply operational readiness once a projects' in the execution stage?

Short answer is no. Read why in this applying OR after a projects' started article.

Find Out More About Optimized Operational Readiness...

Optimized Operational Readiness - Manufacturing

To find out more about how Optimized Operational Readiness will benefit your business, please email us at:


About John Wright...

John F. Wright ~ Optimized Operational Readiness

John is a recognized authority in operational readiness and pioneered Optimized Operational Readiness as a philosophy for managing multimillion dollar project portfolios. Because of his broad and deep knowledge within a wide range of industries and disciplines his approach addresses a universal need regardless of the type of business.

View John Wright's profile on LinkedIn

Functional Experience

Business Types

Operational Readiness (OR)


Project Portfolio Management

Nuclear (Cradle-to-Grave)

Strategic & Tactical Planning


Risk Analysis & Mitigation


Business Optimization


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Mechanical Engineering

Power Generation

Reliability Engineering


Maintenance Engineering


Quality Assurance Engineering


Inventory Management


Six Sigma (Certified Black Belt)



Condition Monitoring & PdM

Sales & Marketing

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