A framework for the evaluation of turnaround maintenance projects

Purpose - The aim of this study is to establish a framework with which process plants can evaluate the performance of their turnaround maintenance (TAM) projects at the end of the event without making reference to previous events. Design/methodology/approach - This is a case study. The study involved the case studies of six process plants in the UK. Three sources of evidence were used in this study including; interviews, direct observation and official documents. Findings - The case studies show that TAM projects can be evaluated by assessment of the management performance and the resultant benefits realised. The uses of generic project success measures are not very adequate for TAM. Practical Implications - The study developed success measurement criteria for TAM projects. Instead of comparing performance of TAM projects with previous ones to assess how successful the outcome is, organisations can evaluate their TAM project's performance based on the current TAM using the criteria developed in the framework. In addition, these success criteria will enable the organisation to evaluate the benefits expected from the TAM project outcome at hand-over of the plant from the TAM project management to the operations management. Originality/value - Operators of process plants and hence engineering facilities still measure the outcome of TAM using measures that are generic for EPC projects. Considering the peculiar nature of TAM, this study has developed success measurement criteria for TAM projects specifically.