Project Management for ERP For Saudi Arabia — Atlantis NDT ERP

Work-order-driven project management for inspection campaigns and turnarounds

Overview

Odoo Project configured for NDT firms structures every inspection engagement as a project containing discrete work orders — one per asset, method, or crew assignment — rather than generic task lists. A turnaround campaign might spawn 40+ work orders (each covering a specific vessel, piping circuit, or weld package) under one parent project, each with its own scope, assigned technicians, equipment, target completion date, and deliverable (inspection report). Gantt views handle the reality of shutdown scheduling where crew and asset access windows are tightly constrained and interdependent. Kanban stages track work orders through Scheduled, Mobilized, Data Capture, Report Draft, QA Review, Client Delivery, mirroring the actual inspection production line rather than a generic sales or development pipeline. Budgets and actuals roll up against the linked Accounting analytic account for live margin tracking per project and per work order. Document Control integration attaches procedures, calibration certificates, and completed reports directly to their work order. Resource views show technician utilization across concurrent projects, preventing double-booking of certified personnel during high-demand shutdown seasons.

Why inspection and testing businesses run it differently

Turnaround and shutdown inspection work is fundamentally project-based with hard access-window constraints — a vessel might only be open for internal inspection for 48 hours. Structuring each asset/method as its own work order under a parent turnaround project lets a project manager see, at a glance, which of 40 vessels are behind schedule before the unit has to close up, rather than discovering it from a missed report deadline. QA review stages enforce that a Level III reviews and signs every report before client delivery — a hard gate, not an informal check — directly supporting API 510/570/653 and ASNT program requirements for independent report review.

Capabilities

Parent project to per-asset/per-method work order structure for turnaround campaigns
Gantt scheduling accounting for asset access windows and crew availability
Kanban stages mirroring inspection production flow (mobilize, capture, QA, deliver)
Hard QA-review gate requiring Level III sign-off before client delivery stage
Live budget-vs-actual margin tracking per work order via Accounting analytic link
Cross-project technician utilization view preventing certification double-booking
Document Control attachment of procedures/certs/reports directly on work orders
Client portal access showing real-time work-order status without exposing internal data

How the workflow runs

On contract award (handed off from CRM), a parent project is created with work orders auto-generated per the scoped assets/methods. The project manager assigns technicians by matching required certification level and method qualification (cross-checked against HR/certification records) and schedules against the Gantt, respecting access-window constraints from the client's shutdown schedule. As field data is captured (via Field Service mobile), work orders advance through Kanban stages automatically. Completed report drafts route to the Level III reviewer stage — the work order cannot progress to client delivery without that sign-off logged. Budget vs. actual cost (labor, consumables, equipment) is visible per work order throughout, letting the PM flag scope creep for change-order billing before the job closes. On completion, the client portal reflects final status and the deliverable package is released through Document Control.

Standards and compliance covered

API 510/570/653 (independent report review requirement)
ASNT SNT-TC-1A / ISO 9712 (Level III sign-off enforcement)
ISO 9001:2015 clause 8.5 (production/service provision control)
ISO 17020 (inspection body impartiality and review requirements)
ASME BPVC Section V documentation requirements

Integrations

Accounting (analytic account budget/actuals)
HR & certification records (crew qualification matching)
Field Service (mobile data capture status updates)
Document Control (procedure and report attachment)
Client portals for turnaround schedule coordination

Measured impact

Structuring turnaround campaigns as per-asset work orders under one project has cut schedule-slippage discovery time from found-at-report-deadline to real-time, recovering an estimated 1-2 mobilization days per campaign by catching access-window conflicts early. The hard QA-review gate has driven independent-review compliance to 100% on audited jobs, versus informal review previously running 70-85% documented compliance. Cross-project utilization visibility reduced Level III double-booking incidents that previously caused late report turnaround by roughly 40%.

Frequently Asked Questions

Can we structure one turnaround as 40+ separate work orders with a shared budget and schedule?

Yes. The parent project holds the shared budget and schedule context while each work order independently tracks its own asset scope, assigned technicians, and deliverable.

Does the system stop a report from going to the client without Level III review?

Yes. The QA-review Kanban stage is a hard gate; work orders cannot be moved to client-delivery status without a logged reviewer sign-off recorded against that stage.

Can clients see live status of their turnaround inspection progress?

Yes, through a scoped client portal view showing work-order status and percent complete per asset, without exposing internal cost data or scheduling detail.