Information provided by the Product Manager who was himself a pipeline specialist in the field before being promoted as a manager, combined with the vision documents, helped me to define the core problems of the pipeline scheduling process. At the time the scheduling team created schedules for pipeline specialists with a very manual process where the schedules were automatically generated by an SAP program and then downloaded as an excel spreadsheet, which was in turn transmitted to managers via email. Managers subsequently disseminated schedules to the pipeline specialists physically in morning huddle meetings. Communication between the three parties was very inefficient. If there was a schedule change from the planning and scheduling team it had to be emailed to the manager, and vice versa, or if there was a change that a pipeline specialist needed to make to his/her schedule it had to be communicated verbally to the manager. Also, a common daily practice involved pipeline specialists deviating from their schedules and working on items that were deemed high priority emergency work items. These occurrences had to be documented on paper at the end of the day with a full explanation for the reason of the deviation. Overall the process was very inefficient, costly, error prone, disjointed, and communication itself was very fragmented between the pipeline specialists, managers, and the scheduling team.