650100-ge-man-0002-r0

PROJECT ENGINEERING MANAGER'S HANDBOOK

SYNOPSIS This handbook provides Project Engineering Managers with an outline guide on what to do and how to do it during the everyday execution of a project. Disclaimer This report has been prepared on behalf of and for the exclusive use of WorleyParsons. Copying this report without the permission of Customer Name or the Company is not permitted. Change History Changes since the previous version include:

Section

Description

PROJECT ENGINEERING MANAGER'S HANDBOOK – Rev

Description

0

Issued for Review

Originator

Reviewer

WorleyParsons Approval

D.Witzel

D.Witzel

D.Witzel

Date

Client Approval

Date

30 June 2013

N/A

N/A

1

2

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6.4

Engineering Activity / Deliverable Estimates ........................................................................ 19

6.5

Engineering Review Processes ............................................................................................ 20 6.5.1

Design Reviews ....................................................................................................... 20

6.5.2

Model Reviews ......................................................................................................... 21

6.5.3

Value Improving Practices (VIPs) ............................................................................ 22

6.5.4

Constructability......................................................................................................... 23

6.6

Project Team Planning.......................................................................................................... 24

6.7

Workshare ............................................................................................................................. 25

6.8

Summary of Key Success Factors – Engineering Set-up..................................................... 26

7

Engineering Delivery ..............................................................................................................28 7.1

Engineering Coordination ..................................................................................................... 28

7.2

Deliverable Development (Documents & Drawings) ............................................................ 28

7.3

Deliverable Checking and Approval (including Squad Checks) ........................................... 31

7.4

7.3.1

Discipline Task and Deliverable Plans ..................................................................... 31

7.3.2

Squad Checks .......................................................................................................... 32

Requisitioning Processes ..................................................................................................... 32 7.4.1

Bulk Materials Management .................................................................................... 33

7.4.2

Requisitioning of Tagged Items ............................................................................... 33

7.4.3

Packaged Units Management .................................................................................. 33

7.4.4

Additional Resources for Requisitioning .................................................................. 33

7.5

Quality ................................................................................................................................... 34

7.6

Management of Project Change ........................................................................................... 34

7.7

Project Controls .................................................................................................................... 36

7.8

Key Technical Representative .............................................................................................. 37

7.9

Confidentiality and Intellectual Property ............................................................................... 37

8

Engineering Systems (ES) .....................................................................................................38 8.1

General ................................................................................................................................. 38

8.2

Engineering Design Systems ................................................................................................ 39

8.3

Engineering Document and Data Management ................................................................... 41 8.3.1

Where SO is Using HO Project EDMS or EDDMS Tool .......................................... 41

8.3.2

Where SO Is Not Directly Accessing the HO EDMS or EDDMS Tool ..................... 42

8.3.3

Additional Guidance ................................................................................................. 42

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INTRODUCTION

1.1

General

This handbook provides Project Engineering Managers (PEMs) with an outline guide on what to do and how to do it during the everyday execution of a project. The PEM’s role is one that is central to the success of the engineering on a project. At the highest level, the primary objectives of the role are to:

• Ensure Health, Safety, and Environment has the highest priority in all activities undertaken by engineering and design personnel. • Develop, execute, supervise, and coordinate all technical aspects of the work safely with primary focus on the integrity/quality of the engineering/design while achieving schedule and budget objectives. • Plan and co-ordinate multi-discipline engineering design assignments within and across disciplines, including multidiscipline technical issues and single discipline technical issues that have the potential to impact overall project progress. • Plan and manage engineering and design systems implementation, technical specifications, standard drawings, standard setup of models etc. and data management systems. • Establish and maintain good working relationships with Customer Management teams. • Act as Key Technical interface with Customers. • Manage technical Value Improvement Processes (VIPs). • Manage the initial researching of lessons learned and promote the ongoing capture of new

lessons learned during the project. • Represent engineering at the highest level of the project and participate in inter-function

coordination and meetings.

The handbook should be read in conjunction with: • Engineering Training Modules accessible via Worley Knowledge System (WKS) Training Material (LINK) – references to these modules are indicated as appropriate throughout this manual. • Engineering Management Toolbox (LINK) – references to elements within the toolbox are indicated as appropriate throughout this manual. • Enterprise Management System (EMS) (LINK) documents as indicated throughout the text – hyperlinks to relevant EMS documents are embedded. • Project Execution Plan (PEP) written for the project (if prepared prior to the PEM’s induction to the project). • Engineering (SEAL) Plan for the project (if prepared prior to the PEM’s induction to the project) or the Engineering (SEAL) Plan template in EMS, EPF-0002. 650100-GE-MAN-0002 Rev 0 (3-Dec-13)

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RFI

Request for Information

SEAL

Safe and Sustainable Engineering for Asset Lifecycle

SID

Safety in Design

SD

Sustainable Design

SIL

Safety Integrity Level

SOW

Scope of Work

SPF

Smart Plant Foundation

TBE

Technical Bid Evaluation

TI

Technical Integrity

TPR

Technical Peer Review

TQ

Technical Query

TSP

Technical Stewardship Plan

V&V

Validated and Verified (relative to software)

VIP

Value Improving Process

WBS

Work Breakdown Structure

WEP

Workshare Execution Plan

WKS

WorleyParsons Knowledge Systems (via the ONE Page)

WPMP

WorleyParsons Project Management Process

WRP

Work Release Package (for Workshare)

Other Acronyms and Initialisms can be found in the WorleyParsons Wiki (LINK).

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•

Engineering Organization and Responsibilities Guideline (Corporate), MEP-0021 (NOTE: This document requires an update as of December 2013.)

•

Engineering Training Program Module 1, Engineering Induction Participant Manual (LINK), Engineering Objectives and Engineering Structure sections

Additional information on the Local/Global model can be found in the Engineering Management Toolbox element 1.1.2, Local/Global (LINK).

2.2 Project-Based Engineering Team Although it is necessary for engineers and designers to focus on their immediate deliverables (e.g. a drawing or calculation) it is essential that consideration is given to the end product (typically a process plant or structure). All Engineering and Design personnel are responsible to ensure the product can be safely and effectively constructed, operated, demolished, and reclaimed. Effects on the health of personnel, the public, and the environment must be understood and communicated (where potential issues exist).

2.2.1 General Responsibi lities of Enginee ring and Design Pe rsonnel Following are the key responsibilities applicable to all individuals, including the Project Engineering Manager, participating in Engineering and Design Project Delivery activities in order to meet the requirements of OneWayTM (refer to section 3): •

Quality – ensure that the quality and consistency of the input data and deliverables is maintained.

•

Safety in Design – ensure safe design over the life of the asset such that the design is safe to use and operate and can be safely constructed, maintained, decommissioned, demolished, abandoned and reclaimed.

•

Sustainability – ensure alignment with the Customer regarding social, environmental, and economic effects of the delivered product and provide sufficient information to the Customer that they can make informed investment decisions.

•

Risk – ensure all risks are identified and communicated and that appropriate mitigating measures are put in place.

•

Integrity of Design – the following responsibilities apply: o

Ensure compliance with relevant regulatory codes and standards.

o

Ensure adequate specifications, standards, and guidelines are available.

o

Ensure conformance with project specifications, standards, and guidelines.

o

Ensure the correct input data has been used.

o

Ensure “holds” and areas of uncertainty are highlighted.

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Refer to 0 for a diagram showing the responsibilities, shared and isolated, between the Project Manager, Project Engineers, and the Project Engineering Manager.

2.3.1 ‘Major’ or Mega- Projects On a ‘major’ or mega-project generally the PEM will be responsible for the planning and coordination of the engineering discipline resources and manage the delivery of all design deliverables (in accordance with project requirements of time, cost, HSE and quality) and as described further in this manual. In this instance the Project Engineer(s) role becomes more of an ‘Area Engineer’ role with responsibility for managing the cost, schedule and interfaces between engineering, procurement, construction and the Customer for their area of the facility.

2.3.2 ‘Minor’ Sized Proj ects On ‘minor’ sized projects, generally the projects are not large enough to justify a full-time PEM. In this instance the Project Engineer will cover the PEM responsibilities as described in this manual, as well as the general project engineering activities associated with managing the cost, schedule and interfaces between engineering, procurement, construction and the Customer for the project.

2.3.3 ‘Miscella neous’ Sized Proje cts On ‘miscellaneous’ sized projects, generally the projects cannot justify either a PEM or a Project Engineer. In this instance, the Project Manager assumes all responsibilities associated with the management of the overall project activities and the specific engineering coordination activities described in this manual.

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4

TECHNICAL STEWARDSHIP

The purpose of Technical Stewardship is to ensure that project technical output is developed efficiently, involves continuous improvement, and provides Safe and Sustainable Engineering for Asset Lifecycle (SEAL). Technical Stewardship is undertaken by the location Engineering Management team or by their nominees not associated with the project. If a non-compliance is discovered (e.g. issuance of incomplete or inadequately checked documents and drawings to meet project milestones) then the non-compliance will be recorded, assessed and managed using the normal corrective action process. Technical Stewardship supports the normal project design review and verification processes and provides a formal link between on-project staff (PEMs, Lead Engineers, etc.) and off-project Manager of Engineering and Discipline Chief Engineers/Managers. The level of Technical Stewardship will vary with the project risk, project phase, project type, project value, and the location’s experience with that type of project, scope, technology, etc. The Technical Stewardship process covers both the organizational set-up and management, and the technical delivery of a project. The core elements of Technical Stewardship, as described in the Technical Stewardship Plan, include: • Processes and Systems • Organization • Roles & Responsibilities • Competency of Personnel • SEAL (section 5) • Technical Peer Reviews • Gate Keeping • Lessons Learned and Continuous Improvement The location Manager of Engineering issues a Technical Stewardship Plan (TSP), MEP-0023, for the location into EMS. It defines mandatory and optional requirements to assure technical stewardship via the above elements.

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extensive project delivery experience with specific knowledge of the scope of the review. They are sometimes conducted by a team where numerous functions are being addressed and there is no single individual available that has sufficient knowledge. Quality Assessments: A quality assessment is one that is conducted by a quality professional that is sometimes supported by a functional specialist. The assessment investigates compliance primarily to EMS and can also address compliance to OnewayTM and WPMP. A quality assessment may focus on one function within a project or multiple functions.

PEMs must ensure that TPRs are being conducted in accordance with the Location TSP to maintain technical integrity of the project. They must also identify and implement any TPRs that may be needed outside of those defined by the TSP. Further the PEM must make certain that required reviews are included in the project schedule and the hours for both on-project and off-project personnel are covered in the estimate of hours / costs. Refer to the following for more information on TPRs: • Engineering Management Toolbox element 7.1, Technical Stewardship (LINK) • The location or CSG Technical Stewardship Plan, MEP-0023

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As illustrated in the diagram on the previous page, the SEAL model is comprised of the three distinct and interrelated processes; Technical Integrity (TI), Safety in Design (SID) and Sustainable Design (SD). The foundation elements are a committed and common culture, strong safety, risk and environmental leadership and professional development of our people. The SEAL process has four basic steps that are common across TI, SID and SD (although the details will differ between them): •

Alignment

•

Planning

•

Execution

•

Verification & Approval

5.1.1 Technical Integ rity (TI) Refers to activities undertaken during project design that ensure the design conforms to Customer requirements and the relevant internal and statutory design codes and requirements. Conformance with these requirements typically results in operational and technical parameters that provide a reasonable or minimum acceptable level of safety.

5.1.2 Safet y-In- Desig n (SID) Refers to those activities (over and above those required to satisfy the TI requirements) undertaken during project design that lead to inherently safe or safer asset lifecycle solutions. Fundamental to safe design is the identification of hazards (potential for harm) and associated risks (likelihood of hazard resulting in a degree of harm) early on in the project where engineers and designers have the greatest opportunity to influence and steer the design.

5.1.3 Sustainable Design (SD) Refers to those activities (over and above those required to ensure TI) undertaken during project design that lead to increased sustainability of asset lifecycle solutions. SD will be delivered through the EcoNomics™ capabilities, assessments and tools as appropriate for the project. Fundamental to SD is the early identification of environmental and social (i.e. community) hazards and SD options to be considered as part of the project design.

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• Engineering Training Program Module 9, SEAL (LINK) • SEAL SharePoint site (LINK) • SEAL Guideline, EPP-0239

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The primary responsibility for the PEM in preparing the PEP is to prepare the Engineering (SEAL) Plan which is either a section of the PEP or a standalone document referenced by the PEP. Safe and Sustainable Engineering for Asset Lifecycle (SEAL) is described in section 5.

The Engineering (SEAL) Plan details the methods, systems and strategies to be implemented for: •

Successful execution of the engineering scope of work for the project

•

Delivery of an engineering design that is:

•

o

Technically compliant

o

Safer to build, operate, maintain, decommission and dispose of, and

o

Provides an appropriate sustainable solution,

Complying with engineers’ and designers’ duty of care under local legislation

The Engineering (SEAL) Plan Task Sheet, EPP-9001, provides guidance on the preparation of this plan.

Additional resources for the PEP and the Engineering (SEAL) plan are: • Engineering Training Program Module 15, Project Management and WPMP for Engineering (LINK) • Project Execution Plan Task Sheet, PMP-9009 • Engineering (SEAL) Plan Template, EPF-0002

6.3 Design Inputs 6.3.1 Technical Scope and Basis of Desi gn ( BoD) The PEM is responsible for ensuring the Technical Scope of Work for the project is well-defined and communicated to the team. The PEM must also coordinate the preparation of the Basis of Design. The Basis of Design (BoD) is used to specify the criteria to be used by the engineering team to complete the design. The draft BoD must be produced by or communicated to the Discipline Leads as early as possible. The BoD should cover: •

Codes, Standards, specifications and regulatory requirements.

•

Customer requirements that the facility must satisfy including key functional requirements, design rates, design life, product specifications, availability, operability and maintainability, minimum conditions of satisfaction, etc.

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6.3.3

Customer Supplied Data

The PEM must ensure that the latest revisions of Customer supplied data, including site information, are made available and issued to the project, and that the team is informed of its availability and of any changes. Technical Queries (TQ’s) are used to formally document clarifications and input requested from Customers (as well as clarifications to modify the BoD). For more information refer to: •

Technical Query Form (EPF-0033)

•

Technical Query Procedure (EPP-0037)

6.3.4

Risk Mana gement

A Risk Management Plan is typically prepared for each project (only required for Minor and Miscellaneous projects if indicated by the Risk Classification form), either via a risk workshop or less formally by Project Management on less complex and smaller projects. The action plan for managing risk for the project should be consulted when planning for the project. For more information on Risk Management refer to Engineering Training Program Module 15, WPMP and Project Management for Engineering (LINK).

6.4 Engineering Activity / Deliverable Estimates There are several instances where the Project Team will be called upon to estimate budgets: •

to support proposal efforts.

•

for verification and allocation of the budget following project award.

•

to support project change requests.

PEM responsibilities: •

Provide input to the overall preliminary project schedule with key milestones for engineering disciplines.

•

Prepare the Work Breakdown Structure for the project, including engineering activities, and communicating the WBS to the discipline leads. The WBS must be designed, agreed upon and distributed early in the project to avoid wasteful rework being required of engineering later.

•

Explain the project scope of work to the Discipline Leads.

•

Coordinate the compilation of the labor estimates supplied by disciplines, including: o

Creating a bridge between ‘bottom-up’ estimates prepared by Leads and estimate targets/benchmarks provided by the Project Manager.

o

Ensuring that the discipline leads are using the available templates in Technical Standards – this will provide consistency in approach and make it easier to compile and turn into a control estimate.

o

Ensuring that all initial discipline estimates exclude Design Allowances and Contingencies – these will be added to the consolidated estimate.

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•

Participate in the design review

•

Review, approve, and issue the design review report (both initial and final reports)

•

Identify Project Variances resulting from the design review

The main purpose of the Design Reviews is to ensure that the design requirements have been addressed and that they conform to the BoD and Design Criteria established for the project. Therefore, this needs to be the primary consideration when selecting which reviews are undertaken – surety of design is desired but not at the expanse of overburdening the project team. Typical Design Reviews include: •

P&ID Review

•

BoD Compliance

•

Layout Review

•

Discipline Design Review

•

Material Selection

•

Plant Operability and Maintainability

•

Constructability (refer to section 6.5.4)

•

Process Shutdown Philosophy

•

Hazardous Area review

•

HAZOP Review

•

o

HazOp Procedure (EPP-0124)

o

HazOp Guideline (EPP-0099)

Safety Integrity Level (SIL) Review o

SIL Determination Guideline (EPP-0263)

o

SIL Verification Guideline (EPP-0266)

Additional guidance on Design Reviews can be found in Engineering Management Toolbox element 4.5, Design Reviews (LINK).

6.5.2 Model Revi ew s 3D Model Reviews are interdisciplinary (Engineering and Design) reviews conducted for the purpose of verifying that the design conforms to project requirements, is in accordance with sound engineering practices and meets the Customer’s requirements for: •

Safety

•

Constructability

•

Economy

•

Operability and Maintainability

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Guidance for other VIPs are currently under development. It is not necessary or appropriate to apply all the previously listed VIPs on every project. The size and type of project, as well as the project phase, is very relevant in deciding the applicability of the VIPs. If applied “blindly” some VIPs can be marginal or even negative in their benefits. The Project Manager, in consultation with the Customer and the PEM, will decide on a case by case basis whether individual VIPs are applicable for the size, type, and phase of project in question. Whichever VIPs are selected, they need to be carefully inserted into the project master schedule. Scheduling VIPs before a design is mature enough may mask opportunities or produce misleading results, and scheduling them too late will lead to wasteful re-work of the design, with possible impact on procurement and construction. The PEM must manage the technical VIPs. For additional information on VIPs, including when they are recommended for various project phases, refer to: •

Value Improving Practices Guideline, EPP-0007

•

Value Improving Practices Plan Template, EPF-0006

•

Engineering Training Program Module 15, Project Management and WPMP for Engineering (LINK)

6.5.4 Constructability Constructability can be defined as the optimum use and integration of construction knowledge and experience in the planning, design / engineering, procurement, and construction phases of projects consistent with overall project objectives. The Constructability Coordinator / Manager is responsible to schedule construction related activities, and will be the focal point for associated liaison and coordination in collaboration with the Project and Engineering Managers. For projects that do not have a construction representative input should be sought from the location or corporate construction functional manager. Projects will use the Constructability procedures, checklists and guideline as tools to achieve maximum cost savings and Project efficiency consistent with safe reliable Project operation. The goal is to optimize benefits to the entire Project, not just to a single department or discipline.

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o

Engineering Training Program Module 8, Schedule Management (LINK)

o

Engineering Management Toolbox element 4.4, Engineering Workflow (LINK)

•

Reviewing discipline manhour estimates and consolidating them into an overall engineering estimate or change request (section 6.6).

•

Identifying Deliverables for the project, including those defined in the Scope of Work and internal deliverables to support other disciplines. The location’s Technical Stewardship Plan (MEP-0023) provides guidance on the Discipline Task and Deliverable Plans (refer to section 7.3.1) in EMS that can be used to identify the project deliverables. The SEAL Document Matrix, EPP-0240, and the Engineering (SEAL) Plan template, EPF-0002, also provides some guidance on deliverables.

•

Securing the Right Resources for the project, including securing Workshare arrangements.

•

Ensuring the project team has the right people on the project by coordinating with Location Engineering Management (Location Manager of Engineering and Discipline Chiefs/Managers).

•

Planning for checking requirements. Discipline checking is important to ensure the Technical Integrity of the design. Engineering Checking Requirements, EPP-0035, as well as the Location Technical Stewardship Plan, MEP-0023, provide guidance.

•

Defining the Design Criteria (refer to section 6.3.1) for their discipline on the project.

•

Working with the Engineering Systems group to ensure the engineering systems for analysis and design chosen for use and definition in the Engineering (SEAL) plan for the project (refer to section 8). The PEM makes the final decisions.

•

Working with Engineering Systems group to ensure Engineering Systems are compliant with Global directives, and are appropriate to the complexity and nature of the work to be performed (refer to section 8).

•

Ensuring measures are in place within the project to obtain and process vendor data in a timely manner.

•

Determining the Key Activities required to ensure quality of the deliverables. Examples include: o

Interdisciplinary review meetings for complex equipment

o

Meeting with the Customer to solicit input for critical equipment

o

Third Party expertise engaged in design development

Refer to the Planning Poster (LINK) and Engineering Delivery Methodology Poster (LINK) for information on Planning for Engineering.

6.7 Wor kshare Workshare occurs when one office packages a portion of the project scope for execution by another WorleyParsons office. The Home Office (HO) retains accountability for overall project performance.

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•

Early recognition of engineering related risks and issues – follow the SEAL processes (section 5).

•

Ensuring appropriate Discipline Leads are assigned.

•

BoD (section 6.3.1) and discipline Design Criteria should be in place and approved by the Customer as early as possible.

•

Engaging the discipline leads early in the development of the project schedule and engineering services estimate (section 6.4) – this will promote ownership and ensure key tasks, interfaces and milestones are covered.

•

Ensuring the appropriate reviews are included in the schedule and are budgeted for (sections 4.1 and 6.5).

•

Ensuring the project engineering team has planned their work appropriately (section 6.6)

•

Making ‘Management of Project Change’ a topic at project progress meetings with the discipline leads – this will help to keep the focus on potential change issues as they arise (section 7.6).

Note that Project Startup Checklists are available in the Engineering Management Toolbox element 4.1.2, Project Startup Checklists (LINK).

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•

Determine if wet signature originals are necessary

•

Approve ‘Preliminary Issue’

•

Authorize extended customer review time if required

PEM’s responsibilities for Document Development, EPP-0024: •

Determine if Squad Check (section 7.3.1) is required

•

Determine if Customer review is required

•

Resolve technical issues with Customers

Additional PEM responsibilities include: •

Drive the detail of the level of completeness of the deliverables for the client being serviced.

•

Select design system for P&ID generation

•

Plan the requirements for, and timing of review meetings including design review, Customer review, define phase HAZOP, detailed design phase HAZOP

•

Confirm resources available to meet timing of review meetings

•

Approve each revision of P&ID’s

•

Attend design reviews

•

Decide when to freeze P&ID’s along with Lead Process Engineer and ensure only necessary changes are made thereafter, applying the change management process to do so

•

Determine Lead Discipline Engineer responsible for specification preparation for those specifications requiring input from more than one discipline (normally the discipline with the greatest input)

•

Approve preliminary issue of unchecked documents at Customer request (Note: the PEM should carefully consider the necessity to issue unchecked documents as this often leads to misunderstandings and misinterpretation of the work as poor quality)

•

Confirm documents are properly sealed. (Engineering Document Sealing Procedure, EPP0101). For Project specific Professional Sealing requirements refer to the PEP and Engineering (SEAL) Plan.

•

Ensure that holds and areas of uncertainty are minimized and that when they are required they are highlighted and addressed in project meetings and otherwise. Refer to the following: o

Holds Management Procedure, EPP-0169

o

Document/Drawing Holds Index, EPF-0169

Some key points in relation to Document and Drawing Preparation are: •

Document Presentation – ensure all documents are in compliance with Customer, project and WorleyParsons formats and EMS procedures for Document Development, EPP-0024, and Drawing Development, EPP-0072.

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Engineering Management Toolbox element 4.3, Deliverables (LINK) includes Go-By deliverables lists and deliverable samples.

•

7.3 Deliverable Checking and Approval (including Squad Checks) EMS contains specific procedures that must be applied to document and drawing production, checking and approval. These include: •

Document Development Procedure, EPP-0024

•

Drawing Development Procedure, EPP-0072

•

Engineering Calculations Procedure, EPP-0026

•

Engineering Checking Requirements, EPP-0035

The key elements of these procedures include: •

Approved templates, drawing borders, etc. must be used.

•

Checking colors as stated in EMS document EPP-0035 must be applied.

•

The Checker must be a qualified person.

•

The check must be detailed (not just cosmetic).

•

The Approver validates that the correct procedures have been followed and that the work has been done by qualified personnel.

•

It is recommended that the Checker does not also approve the same document or drawing to ensure that an additional technical integrity step is in place.

•

The Originator can approve the same document or drawing after an independent check.

•

In instances where a document or drawing must be issued unchecked, it should clearly be marked “Preliminary – Unchecked”.

7.3.1 Discipline Task and Delivera ble Plans Task and Deliverable Plans exist in EMS as templates and provide responsibility definition for all types of deliverables. They exist at a discipline level and they address the following: •

Minimum required seniority of discipline personnel authorized to author, check and approve deliverables

•

Recommendations regarding project and Customer approval requirements

•

Third party (independent) review requirements

•

Whether or not inter-discipline review is required

•

Applicable Design Guides, Procedures or Templates in EMS

In addition to discipline specific plans that are available on EMS, a Discipline Task and Deliverable Plan – Proforma Master (EPF-0144) also exists for use outside of non-traditional disciplines. (TIP: It is recommended to first search EMS using the “all entities” filter feature to find any location specific documents to use as a go-by before initiating a new Discipline Task and Deliverable Plan.) 650100-GE-MAN-0002 Rev 0 (3-Dec-13)

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7.4.1 Bulk Mate rials Management •

The schedule will determine whether initial MTOs and requisitions are required prior to design completion to ensure that materials are available for fabrication and installation to commence.

•

Ensure that ‘top-up’ requisitions are generated to cover changes in quantities – this is equally applicable to both additional quantities and reduction in quantity requirements.

•

Check that items that are not being modeled are taken care of through manual MTOs where required.

•

Ensure a contingency allowance has been applied on items as required (e.g. pipe, gaskets, bolts, cable tray, etc.) – it is good practice for these quantities to be traceable through their own MTO(s).

7.4.2 Requisitioning of Tagge d Items •

Ensure requisition issue dates (for enquiry) reflect the required period for bidding, bid evaluation and approval for award. Otherwise the purchase order award dates will be compromised.

•

Purchase Order award packages should reflect the ‘as-sold’ basis with any subsequent changes managed through requisition updates (and any associated Management of Project Change that may apply).

•

Monitor and expedite the Supplier Data Review process. This is an area that can cause delays. We normally have a 10 day turnaround on the receipt of Supplier Data and returning comments. Delaying this can potentially result in extension claims and delays to materials / equipment delivery.

7.4.3 Packaged Units Manage me nt Packaged units require special care relative to specification and management. PEM’s have specific responsibilities as defined in Packaged Units Management Procedure, EPP-0014: •

Define the philosophy for bundling equipment into packages. Construction philosophy and sequence will have a major influence on packaging of equipment. The packaging philosophy is defined in the project BoD.

•

Review the package scope definitions.

•

Determine whether the packages are to be covered by purchase orders or contracts.

•

Review proposed bidder’s lists and determine whether the Customer is required to review the list.

•

Contribute to Procurement and Contracts Plans.

•

Develop work schedules for preparing each package.

•

Appoint the appropriate Requisitioning Engineers to be responsible for each package.

7.4.4 Additional Res ourc es for Re quisitioning Refer to the following for additional information on Requisitioning: •

Engineering Training Module 10a, Requisitioning Tagged Items (LINK)

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and the Customer. This requirement will be reiterated to the project team at the start of each project and is to be continuously reinforced during the project and communicated to each subcontractor and vendor during enquiry and award process. The Management of Project Change Procedure, PCP-0010, defines the company approach to change management in general, though some projects may need to deviate from this standard procedure to comply with Contract terms and conditions. These deviations are to be captured in the Project Execution Plan. The general rule is that the project should not proceed with a change outside the approved scope of work without the prior approval of the Customer.

The PEM’s responsibilities include: •

Keeping the team focused on the importance of MoPC

•

Ensuring scope changes are identified

•

Ensuring change management of technical issues is properly implemented including application of the following processes by the engineering team.

•

o

Key Document Change Notice (KDCN) Procedure, EPP-0087

o

Technical Query (TQ) Procedure, EPP-0037

o

P&ID Change Log, EPF-0075

Ensuring no work progresses on proposed changes until properly approved.

For Additional information on Management of Project Change relative to engineering, refer to: •

Engineering Training Program Module 5, Design Change Management (LINK)

•

Management of Project Change Poster (LINK)

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7.8

Key Technical Repr esentative

The PEM is the overall key technical interface with Customers and as such needs to establish and maintain good working relationships with Customer Management teams. The PEM also represents engineering at the highest level of the project. While not responsible for coordination between functions outside of Engineering, the PEM does participate in inter-function coordination and meetings as the representative for engineering.

7.9

Confidentiality and Intellectual Property

The PEM is accountable, as are all engineering personnel, to ensure the integrity of all intellectual property, whether owned by WorleyParsons or used by WorleyParsons under agreed terms with the owner/provider of the information, and to maintain confidentiality requirements on the project. Likewise are they accountable to maintain confidentiality requirements on the project. The PEM should be monitoring that this is occurring within the team.

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Engineering Analysis Software An extensive suite of engineering analysis software (e.g. Process Simulation, Pipe Stress Analysis, and Structural Detailing) exists for use on projects to support the various project phases and the diverse range of projects undertaken by WorleyParsons. Refer to the Global Software Register for a list of approved Engineering Analysis Software.

It is important to clearly define responsibilities for ES setup and ongoing maintenance plus method of requesting system change to setup or configuration. Generally the ES teams have a SharePoint site which are used to request and manage configuration changes to the various systems, the PEM must ensure everyone is aware of the process and uses it. Very often ES personnel are assigned to multiple projects. They may only have partial knowledge of factors affecting a particular project. The PEM is to define the internal project data management requirements (internally developed and supplier provided) and then to provide input and assistance to the process and ensure that advice or decisions taken by the ES group are based on a clear understanding of the project requirements, restrictions, offices involved etc. An ES kick off meeting is required prior to start of work. Typically this would occur just prior to or at the same time as the project kick-off meeting. The PEM must ensure this takes place and that any decisions taken are communicated as required to a wider audience and actions followed up. It is very important to confirm that all systems are tested and ready to start work on schedule. Use of the Engineering Systems Project Checklist, EPF-0147, and the Systems Selection Matrix (LINK) facilitates the project set-up. Descriptions of the Engineering Systems can found in the Project Delivery Systems Guideline, PMP-1143. All ES require project specific set-up, administration and troubleshooting. Costs and manhours associated with ES should be obtained from the ES group. User training may also be required. The ES manhours for this must be estimated and allowed for by the project – these hours are billable to the project (see section 6.4). Engage the Location ES Coordinator(s) and/or Design Manager early to assist in defining requirements and facilitating setup and data exchange. After the project ES are set up, the PEM is to ensure the technical data is managed, through WorleyParsons approved document management systems and work processes, in accordance with internal project and Customer requirements. More guidance can be found on ES on the Global Engineering Systems SharePoint site (LINK).

8.2

Engineering Design Systems

The Engineering Design Systems (EDS) in use on projects (e.g. 3D CAD, SPP&ID, SPI, SPEL etc.) are increasingly complex and customized. They require specialist involvement of Engineering Systems (ES) specialists with set up and ongoing administration. It is important that the PEM, in coordination with the Discipline Leads, engage with ES (including EDS and EDM) specialists early 650100-GE-MAN-0002 Rev 0 (3-Dec-13)

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•

Engineering Training Program Module 18, 3D Systems (LINK)

•

Engineering Management Toolbox Element 6.3, Engineering Design Systems (LINK)

•

Engineering Design Systems SharePoint site (LINK)

8.3

Engineering Document and Data Management

Ideally all official documentation and data will be stored in a single Engineering Data Management System (EDMS) or Electronic Document and Data Management System (EDDMS). The WorleyParsons preferred system for Major projects is Intergraph’s SmartPlant Foundation (SPF) which is well proven in a work share environment and offers a full EDDMS solution. Alternative EDDMS systems do exist (e.g. internally developed Encompass for Minor and Miscellaneous projects) and selection will be dependent on scope, size and complexity of the project. The Location Engineering Management team can also offer assistance in system definition. The PEM’s responsibilities relative to Document and Data Management include: •

Definition of internal project data management requirements (internally developed and supplier).

•

Ensuring Technical data is managed in accordance with internal project and Customer requirements.

•

Ensuring appropriate WorleyParsons approved document management systems and work processes are used.

Additional considerations come into play when Workshare is involved.

8.3.1 Whe re SO is Usi ng HO Project EDMS or EDDMS Tool The PEM must ensure that the access for the SO team is tested and in place and any additional project specific configuration is undertaken prior to work commencing. The review and approval matrix needs to reflect the roles and responsibilities of both offices when using a single system. The project document and data management plan and other EDMS/EDDMS documentation must cover this area in detail and address specifics of HO & SO responsibilities when using a shared system. Consideration must be given to the extent of work at SO – e.g. will SO have their own document control group or is all document control to be done by HO, the answer to this will impact greatly on the process for document & data management. The process must be clearly defined and documented and provided to SO. Also ensure that the SO team has been trained to properly use the system.

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9

COORDINATION OF ENGINEERING DISCIPLINES

9.1 Coordination and Facilitation As the overall engineering representative for the project, the PEM handles manages multi-discipline engineering coordination and facilitation including: •

Inter-discipline information flow

•

Coordination of inherently multi-discipline activities such as design reviews and model reviews (see section 6.5)

•

Management of multi-discipline interfaces between engineering and other functions such as procurement, quality, inspection, planning, cost-control, document control, ES, progress measurement, construction and completions.

•

Diagnosis and intervention into engineering delivery problems, if they arise (see Engineering Management Toolbox element 4.1.3, Dealing with Problem Projects (LINK))

•

Overall custodian of technical integrity of the engineering performed for the project.

9.2 Resource Management In addition to ensuring that the project team is set up with the right people, the PEM must support the Discipline Leads in communicating mobilization and demobilization plans with Location Engineering Management (Location Manager of Engineering and Discipline Chiefs). Refer to Engineering Management Toolbox element 5.2.2, Rundown Plan Templates (LINK). When key engineering staff changes occur, the PEM should ensure that proper handover transpires. Refer to Engineering Management Toolbox element 5.2.5, Handover docs (LINK), contains information for effective handover.

9.3 Management of P eople As is always the case when managing people, people skills are an important element in managing the project engineering team. Capability in Collaborating, Mentoring, and Team Building are skills that a successful PEM often possess. Engineering Management Toolbox element 5.4, People Skills (LINK), contains articles, advice and links to other resources on the topic of People or Interpersonal skills. PEMs should seek out Lead Development Training (LINK) or other leadership training that is available at their location through their Location Manager of Engineering.

9.4 Communication to Team It is important that the PEM communicate regularly with the engineering team. This process can be greatly assisted by: •

Setting clear objectives for the discipline teams.

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•

Project Leadership Team Meeting – includes Functional Leads such as PEM, Project Controls Manager, etc., and may include the customer on some projects. Raise project level concerns at this meeting.

•

Customer meetings (including phone calls and emails) – ensure that these are appropriately documented.

•

Vendor Meetings (including phone calls and emails) – as often as necessary for critical equipment. Ensure that Procurement is involved as appropriate and that these meetings are appropriately documented.

•

Design Review Meetings – as appropriate and as defined in the PEP. The Design Review Procedure (EPP-0019) and the Design Review Guideline (EPP-0018) provide more information on Design Review Meetings.

9.5

Technical Competency and S kill

While functional managers in engineering are ultimately responsible for the development of engineering staff, for the project staff, through the project Discipline Leads, the PEM is accountable for the following:

•

Ensuring the individual and collective engineering team competency/skills are appropriate.

•

Through the Engineering Leads, determining and identifying to the Project Management or Discipline Chief what training may be required for the engineering team members.

•

Organising technical and work process training to address deficiencies. (e.g. in the use of EMS and Engineering Systems)

•

Ensure that coaching of less experienced personnel is taking place on the project

Training can take time to organize and obtain approval so early planning is important. While training of the engineering team is usually a functional (as distinct from project) responsibility, if new or different (relative to what the team already knows) processes, systems or technologies are used on the project, then project specific training must be provided. This could include: •

SPF or Encompass (or other Document Management system)

•

Site inductions and other safety training as required by the project

•

Ready, Response & Recovery (R3) - needed for international travel as well as for its other programs

•

SmartPlant Materials (for ERs)

•

Discipline Specific (e.g. SPPID, ETAP, Strudl)

•

SmartPlant Review

•

SEAL “On Project” refresher

•

Other – as required by project

Refer to the Training Resources SharePoint site for resources in developing engineering staff. Additional information on staff development can be found in Engineering Management Toolbox element 8, Learning and Development (LINK). 650100-GE-MAN-0002 Rev 0 (3-Dec-13)

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Appendix 1 -

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Useful EMS and Other Documents

1

14.

15.

16.

17.

18. 19. 20.

Discipline Safety and Design (SID) Manuals Provide guidance on discipline principles as well as specific practical experience-based guidance on how to improve Safety in Design. • Civil/Structural (under development) • Plant Layout, EPP-0250 • Process, EPP-0251 • Mechanical, EPP-0252 • Instrumentation and Control, EPP-0253 • Piping, EPP-0254 • Layout (Offshore), EPP-0255 • Electrical, EPP-0260 Discipline SEAL Statements, EPF-0241 Used for documentation of and communication of relevant opportunities, hazards and risks to design team members SEAL Decision Action Forms, EPF-0271 Used to document specific decisions and to communicate to and gain approval from team members. SEAL Decision Register, EPF-0261 Used to document and demonstrate appropriate input in terms of safety and sustainability and other stakeholders. SEAL Health Check Forms, EPF-0273 Used to ensure SEAL processes are working well and monitor performance. SEAL Verification Checklist, EPF-0272 Used to record the verification process. SEAL SharePoint site (LINK)

CALCULATION PROCEDURE / TEMPLATES 21. 22. 23. 24.

Calculation Procedure (EPP-0026) Defines the process used for preparation, review, approval and revision of calculations. Calculation Spreadsheet Template (MS Excel) (EPF-0027) Excel based calculation spreadsheet used for majority of calculations. Calculation Word Template (MS Word) (EPF-0187) Word based calculation template (Excel version above is usually used) Calculation Index Template (separate index is not required if Encompass is used for Document Management system) (EPF-0028) A list / index to record the calculation numbers, names and revisions.

DRAWING/DOCUMENT PROCEDURES / TEMPLATES 25. 26.

27. 28.

Drawing Development Procedure (EPP-0072) A consistent work process for development, review, approval and issue of drawings. Document Development Procedure (EPP-0024) Provide a consistent review and approval process for engineering documents to ensure that the end product is cost-effective, safe, fit for purpose and complies with Customer and statutory requirements. Technical Study and Report Preparation Procedure (EPP-0100) Defines process for developing, reviewing, approving and issuing technical studies / reports Engineering Document Sealing Procedure (EPP-0101) Defines the process used by licensed or registered professionals when sealing engineering and design documents.

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MEETINGS 46. 47.

Meeting Record Form (FSF-1006) To be used for detailing the minutes of meetings. Meeting Attendance Record (FSF-1005) To be brought to meetings to record attendees.

ENGINEERING SERVICES ESTIMATING 48.

Engineering Manhour Estimating Procedure (EPP-0012) Defines the process used for estimating engineering services including labour hours and other expenses.

WORKSHARE 49. 50.

Workshare Procedure (EPP-0041) Defines the process used to implement Workshare (including High Value Execution). Workshare SharePoint site (LINK)

PROCUREMENT 51.

52.

53.

54.

Requisition Preparation (EPP-0030) Defines the process for preparing requisitions for engineered equipment, materials and services. Technical Bid Evaluation (EPP-0107) Define and describe the Engineering responsibilities in the preparation of a Technical Bid Evaluation. Supplier Data Management Review and Acceptance Procedure (EPP-0010) Define the process used to identify and control the submission, issuing, review acceptance, filing and storage of supplier technical documentation. Packaged Units Management Procedure (EPP-0014) Defines the process for controlling the procurement and installation of packaged equipment.

QUALITY 55.

56. 57. 58.

59.

Technical Stewardship Plan (MEP-0023) Defines the minimum Technical Stewardship requirement activities to be undertaken at a location. Engineering Checking Procedure (EPP-0035) Guideline to ensure that deliverables are appropriately checked and correct Squad Check Procedure (EPP-0031) Defines the method to be used for interdisciplinary review (squad check) of drawings, etc. Squad Check & Document Distribution Matrix (EPF-0032) Used to define and communicate the appropriate project team members to perform squad checks by deliverable type. Engineering Checking Requirements (EPP-0035) Provides requirements to ensure that Engineering deliverables are appropriately checked and correct before being issued.

DESIGN REVIEWS 60.

61.

Design Review Process (EPP-0019) Define the process used to ensure that the design requirements have been addressed and they conform to the design criteria established for the Customer and the Project Design Review Guideline (EPP-0018) To outline the different types of project design reviews and the requirements for each

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80.

81.

WorleyParsons Knowledge Systems Access WorleyParsons standard calculations, datasheets, design guides, discussion pages and go-bys. https://knowledge.worleyparsons.com/Pages/wks1.aspx Engineering Training Program Site Access Engineering Training Modules as referenced throughout this document http://knowledge.worleyparsons.com/ead/etd/Engineering%20Training%20Program/Forms/AllIt ems.aspx

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PROJECT MANAGER (PM) • Plans/directs/supervises execution of project to ensure goals are met • Customer liaison • Negotiates scope changes and markets/secures additional work • Establishes project requirements and assigns responsibilities • Provides input to performance reviews for subordinates • Promotes technical excellence • Oversees establishment of Work, Health and Safety, Quality Assurance/Control Plans • Participates in public meetings or negotiations in support of the Customer • Identifies risks and maintains risk management focus during project • Sets clear objectives for the procurement team • Ensures timely and effective document turnover at project closeout • Plans/prepares accurate estimates, establish cost report for control of projects • Manages handover from Business Development Group • Manages project interfaces

Common PE & PM Responsibilities • Monitor closure of all identified action items and manage risks and opportunities • Assess procurement process throughout the project • Monitor/control all cost aspects • Ensure compliance with contract • Develop project schedule • Ensure company procedures are being followed • Identify/document/communicate client requirements • Proactively resolve performance, scope and schedule issues with Customer

Common PE, PEM, & PM Responsibilities • Manage project schedule/budget • Apply change control processes • Ensure team is aware of/complying with the BoD, codes and regulations • Main HSE focus during project • Maintain/build healthy customer relationships • Effective reporting of progress • Communicate effectively with project team and third parties • Focus team on meeting milestones and other key project objectvies • Listen to/resolve problems internally

Common PM & PEM Responsibilities • Mobilize resources • Coordinate/develop discipline schedules/budgets • Ensure project meets expectations • Create recovery plans • Define/communicate technical scope • Ensure correct systems are in place/being used

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PROJECT ENGINEER (PE) • Responsible for project delivery across Engineering, Procurement, Construction and Commissioning functions. • May have specific Area, System, or Package delivery responsibilities. • Supervises work to ensure it complies with the WPMP and PEP • Gives regular accurate reports to project management • Sets clear goals for their area of responsibility

PROJECT ENGINEERING MANAGER (PEM) • Responsible for the technical delivery and integrity for the project • Manages technical Value Improvement Processes VIPs • Ensures BoD is documented and changed accordingly • Ensures that Location/Project Sealing guidelines are followed • Prepares/implements Engineering SEAL Plan • Coordination of engineering team • Ensures design can be safely constructed/operated/decommissioned/reclaimed • Ensures areas of uncertainty are highlighted/addressed • Promotes collaboration with other functional groups and stakeholders for engineering matters • Ensures appropriate Technical Peer Reviews are conducted • Ensures quality is maintained and deficiencies rectified • Ensures appropriate design checks/guidelines are being utilized • Ensures team has the right skill set to perform the work • Defines/implements data management requirements

9