ABSTRACT
A key goal of capital projects is to achieve a state of Operational Readiness (OR) in order to achieve successful Start-Up on time and within budget, which might not happen unless and until the capability to “operate and support” the system is established through Operational Readiness.
Chapter 4 delves into the necessity of Operational Readiness in LIPs, by taking a journey through the Transition Process, which transfers custody of the system and responsibility for system support from one organisational entity (e.g., project team) to another e.g., operations team). Providing instances where the “transfer of custody and responsibility” from the development team to the organisation is not accompanied with “readiness” by the organisation to successively operate and support the system.
Chapter 4, also shows how the necessity of OR does not merely arise from the adverse experiential implications of failed OR (e.g., 30% loss of value); even more so, it arises from the necessity to effectively manage the interface between the Solution-System and Context-System, where the newly developed system is deployed and will live.
