There are significant differences between turnarounds and EPC projects. Because the scope is only partially known when execution begins, turnarounds demand much stricter scope management controls. A constantly changing scope (and schedule) means that baseline schedules are useless measuring sticks for turnarounds. As the baseline schedule is the entire basis for measuring and tracking EPC project performance, it is clear that a different paradigm is required for turnarounds. A changing schedule (and manpower staffing requirements) make resource leveling, a popular tool for EPC projects, counter-productive for turnarounds. The compressed work basis for executing turnarounds means that all team members have less time to analyze and react to changing priorities. Problems that go unchecked can significantly impact the chances for a reaching the time and budget goals. As a consequence, there is a much greater need for using the schedule to drive the project execution in a turnaround (whereas it is sometimes used mostly as a contractual tool in EPC projects). It is critical for all schedule and progress information to be highly visible, timely, comprehensive and accurate.

Project	Turnarounds
1) Usually well-defined scope, from: - drawings - specifications - contracts - permits, memos, etc.	1) Usually loosely defined scope, from: - past turnaround experience - inspection reports - operations requests - historical estimates
2) Scope is static. Few changes occur during execution.	2) Scope is dynamic. Many changes occur as inspections are made.
3) Can be planned and scheduled well in advance of the project.	3) Planning and scheduling cannot be finalized until the scope is approved, generally near the shutdown date.
4) Projects are organized around cost codes / commodities.	4) Turnarounds are work order based.
5) Generally do not require safety permits to perform work.	5) Turnaround work requires extensive permitting every shift.
6) Manpower staffing requirements usually do not change.	6) Manpower staffing requirements change during execution due to scope fluctuations.
7) Project schedules can be updated either weekly or monthly.	7) Turnaround schedules must be updated every shift, daily.
8) Projects measure time in days, weeks and months.	8) Turnarounds measure time in hours or shifts.
9) Project scope is usually all mandatory.	9) Turnaround scope is flexible. Usually a large percentage of work can be postponed to a later window of opportunity if necessary.
10) Project schedules are uncompressed. Schedule acceleration can be used to correct slippages in the critical path.	10) Turnaround schedules are compressed. There may be little or no opportunity to correct the critical path by accelerating the schedule.