FEATURED PAPER
By Deeban R. Rajarethnam and Abdulmajeed Alali
Saudi Aramco
Dhahran, Kingdom of Saudi Arabia
Abstract
In general success of large-scale oil and gas facility startups pivots on the precise sequencing of construction, pre-commissioning, and operational readiness. Especially in oil and gas projects, Sulfur Recovery Unit (SRU) is a common bottleneck in the process, where refractory dry out process for the fired equipment often dictates the critical path. In conventional setups, this dry out process is performed during the commissioning phase, based on the readiness on permanent burners and fuel gas. This late-stage dependency creates significant risks for the project completion and safety factors, as it ties the startup timeline to the availability of fuel gas, the completion of instrumentation, and final system turnover, potentially causing delays. Recognizing this bottleneck is the first step toward re-engineering the dry out process to decouple it from these late constraints.
This paper presents a strategic schedule optimization initiative undertaken within a major gas development project in Saudi Arabia, focusing on the fired equipment, for example, Reaction Furnace, Thermal Oxidizer, Reducing Gas Generator, etc. By advancing an established electrical dry-out methodology into the construction phase, specifically immediately following refractory installation acceptance, team successfully decoupled the dry out process from long lead fuel gas infrastructure.
While underlying technology remained unchanged, the project achieved significant efficiency gains by re-sequencing the dry out workflow. This approach was governed by a rigorous, structured readiness gate model encompassing five key stages: refractory readiness, electrical readiness, dry out readiness, dry out completion and technical release. The result was a streamlined transition from construction to operation, demonstrating how process emphasizing can significantly accelerate project delivery without compromising technical integrity.
This strategy enabled early verification of rectory conditions, allowing deficiencies to be rectified during construction phase and high schedule flexibility. This transferred potential risks away from the high consequences for start-up window, ultimately yielding advancement in the start-up schedule while preserving strict engineering, quality and safety protocols. The paper argues that schedule resilience can be efficiently built through critical path analysis, interface decoupling, and engineering change control, independent of overtime or increased resources. By offering repeatable decision framework, this research provides a valuable tool for identifying and capitalizing on similar construction phase opportunities, ensuring more predictable and efficient project outcomes in future endeavors.
Keywords: Project Management, Project Control Management, Critical Path method, lean management, Schedule Optimization, Project Framework, Risk Mitigation, Value Engineering, Construction productivity, SRU, Sulfur Recovery Unit, Refractory dry-out, EPC Projects, Saudi Arabia, Oil & Gas.
Introduction
Large scale oil and gas projects are Characterized by complex interfaces among engineering, procurement, construction, pre-commissioning, commissioning and start-up. As projects near completion, schedule margins narrow while interdependencies intensify. Consequently, the transition from construction to commissioning emerges as one of the most schedule-sensitive phases in the project lifecycle. In this context, activities that may appear insignificant in isolation can become critical path drivers once they are sequentially linked to plant start-up…
More…
To read entire paper, click here
How to cite this paper: Rajarethnam, D. R., Alali, A. (2026). [2026] Optimizing SRU Startup: Dynamic Dependency Relocation; PM World Journal, Vol. XV, Issue X, October. Available online at https://pmworldjournal.com/wp-content/uploads/2026/10/pmwj169-Oct2026-Rajarethnam-Alali-Optimizing-SRU-Startup.pdf
About the Authors
Deeban R. Rajarethnam
Dhahran, Kingdom of Saudi Arabia
Deeban R. Rajarethnam, a Project Engineer at Saudi Aramco, possesses over 17 years of experience in the Power, oil and gas sector. He holds a Bachelor’s degree in Mechanical Engineering and an MBA, complemented by a suite of professional certifications including PMI-PMP®, RMP®, PgMP®, and PfMP®. His professional background extents the full project lifecycle, from engineering and construction to commissioning and multidisciplinary execution. He has a proven track record of leading complex stakeholder interfaces and large-scale energy projects, prioritizing engineering leadership and the safe, timely, and efficient delivery of assets. He can be contacted at deebanraja5@gmail.com.
Abdulmajeed J. Alali
Dhahran, Kingdom of Saudi Arabia
Abdulmajeed J. Alali is a Saudi Aramco Supervisor Project Engineer with more than 12 years of experience delivering major oil and gas projects. He holds bachelor’s and master’s degrees in Mechanical Engineering from Embry-Riddle Aeronautical University and is a certified Project Management Professional (PMP®) and Risk Management Professional (RMP®). His expertise spans project management, engineering, construction, commissioning, and multidisciplinary project execution. He has led complex contractor interfaces and major project delivery activities across large-scale energy developments, with a focus on practical engineering leadership and delivering projects safely, efficiently, and to schedule.
