Академический Документы
Профессиональный Документы
Культура Документы
JAMNAGAR, INDIA
DOCUMENT TITLE:
VOLUME 2 of 2
DOCUMENT NUMBER:
10015-G01-JG0000-1002
Confidential 2013 Bechtel Limited. Prepared under contract with Reliance Industries Limited. This document contains
confidential information and may not be disclosed reproduced, or used in whole or in part without prior written permission
from Reliance Industries Limited or Bechtel Limited. All rights reserved.
Revision History
Table of Contents
1. Abbreviations ................................................................................................................................ 6
2. Environmental, Safety and Health (ES&H) Plan ......................................................................... 9
2.1 Overview/ Work Plan.................................................................................................................. 9
2.2 Policy 111: Environmental, Safety & Health .............................................................................. 9
2.3 ES&H Management System ...................................................................................................... 9
2.4 Matrix Organisation Project and Functional .......................................................................... 17
2.5 Procedures (ES&H Core Processes) ....................................................................................... 17
2.6 Project and Functional Metrics ................................................................................................. 17
3. Quality Management Plan .......................................................................................................... 18
3.1 Quality Execution and Objectives ............................................................................................ 18
3.2 Bechtel Quality Management System ...................................................................................... 18
3.3 Continuous Improvement and Best Practices .......................................................................... 20
3.4 Project Quality Management System ....................................................................................... 24
3.5 Project Organisation for Quality ............................................................................................... 25
3.6 Quality Control Programme ..................................................................................................... 26
4 Engineering Plan ......................................................................................................................... 29
4.1 Overview/ Work Plan................................................................................................................ 29
4.2 Organisation Project and Functional ..................................................................................... 31
4.3 Procedures ............................................................................................................................... 31
4.4 Functional Oversight ................................................................................................................ 32
4.5 Scope Baseline and Control .................................................................................................... 33
4.6 Schedule Establishment and Tracking..................................................................................... 34
4.7 Functional Metrics .................................................................................................................... 34
4.8 Best Practices Programme ...................................................................................................... 35
4.9 Quality Programme .................................................................................................................. 35
4.10 Quantity Development and Tracking ................................................................................... 36
4.11 Value Engineering Programme............................................................................................ 36
4.12 Engineering Management.................................................................................................... 37
4.13 Project Engineering ............................................................................................................. 38
4.14 Process Engineering ............................................................................................................ 41
4.15 Process Safety ..................................................................................................................... 43
4.16 Environmental ...................................................................................................................... 46
4.17 Mechanical Engineering ...................................................................................................... 49
4.18 Materials Engineering Technology ...................................................................................... 52
4.19 Civil, Structural and Architectural ........................................................................................ 54
4.20 Plant Design and Piping ...................................................................................................... 57
4.21 Control Systems and Instrumentation ................................................................................. 60
4.22 Electrical and Telecommunications ..................................................................................... 64
1. Abbreviations
APE Area Project Engineer
BEC Bid Evaluate Commit
BoD Basis of Design
BPS Bechtel Procurement System
BSAP Bechtel Standard Application Program
C&E Cause & Effects
CAD Computer Aided Design
CAR Corrective Action Report
CAS Contracts Assignment schedule
CCS Compressor Controls System
CDU Crude Distillation Unit
CE Chief Engineer
CES Centrally Engineered Systems
CFD Computational Fluid Dynamics
CFP Clean Fuels Project
CP Core Process
CPP Captive Power Plant
CSA Civil/Structural/Architectural
DCC Document Control Centre
DCCL Design Control Check List
DCN Design Change Notice
DCS Distributed Control System
DOR Division of Responsibility
DRN Design Review Notice
DTA Domestic Tariff Area
E&I Electrical & Instrumentation
EDMS Electronic Document Management System
EDPI Engineering Department Procedure Instruction
EGS Engineering Group Supervisor
EIA Environmental Impact Assessment
EMS Energy Management System
ENVID Environmental Hazard Identification
EP Engineering & Procurement
EPC Engineering, Procurement & Construction
EPPR Engineering Progress & Performance Report
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
Principles Requirements
KPIs are identified and maintained for each project phase and results are shared with
project stakeholders. Project metrics support delivery of client and Bechtel corporate
objectives.
Bechtel tracks ES&H performance for the company as a whole and includes
contractor performance in its project and corporate statistics.
The requirements of the quality management system apply to all personnel who
manage, perform, and verify work affecting quality, whether employed directly or
indirectly by Bechtel OG&C.
Bechtel OG&C has the responsibility of ensuring that organisations performing work
on behalf of Bechtel OG&C have a quality system that meets the requirements of the
Bechtel OG&C quality management system, applicable to the scope of services
being provided. The Bechtel OG&C Quality Management System Manual contains
the quality policies and defines Bechtel OG&C commitment to ISO 9001 and the
overall structure of the quality management system.
The structure of the documented quality management system is shown overleaf and
is a three-tier system comprised of the following:
The Quality Management System Manual contains the quality policies and defines
Bechtels commitment to ISO 9001 and the overall structure of the quality
management system.
The integrated execution procedures identify the who and the what regarding how
the policy commitments will be met and the division of responsibility for the
implementation of the quality management system.
ISO 9001
Level 1 QUALITY
MANAGEMENT
SYSTEM MANUAL
INTEGRATED
Level 2 EXECUTION
PROCEDURES
Corporate procedures
WORK Department manuals
INSTRUCTIONS Department procedures
Level 3
In addition, best practices from previous projects are captured and recorded in a
database for future reference. The review and incorporation of best practices from
previous projects will be an integral part of front-end planning effort on projects.
3.3.1.1 General
The OG&C GBUs Six Sigma execution strategy is formulated specifically to attain the
goals and objectives delineated in the OG&C GBUs Strategic Gap Analysis.
In the OG&C GBU, functions own all core processes. Each function is responsible
for ensuring that its core and supporting work processes are properly documented
and maintained, and that all projects implement the applicable core work processes
during project execution. Each function is accountable for the capabilities of its core
work processes and subsequent continuous improvements.
Projects are accountable for the effective and efficient execution of work processes
applicable to the scope of work. The applicable core process shall be identified in
the quality management system for the project and will be subject to compliance
audits. Projects are also responsible for identifying potential improvement
opportunities through the identification and development of new process
improvement projects (PIPs). Projects will measure process effectiveness by
reporting operational data resulting from implemented process improvements.
The Six Sigma programme provides a framework for both functions and projects to
analyse, improve and monitor work process capabilities.
This document describes OG&Cs overall Six Sigma execution strategy which is
composed of, but not limited to, the following topics:
Strategic Gap Analysis
Six Sigma Execution Strategy
The SGA integrates client and Bechtel processes to leverage institutional knowledge.
On-project Champions and Yellow Belts, together with Functional process owners,
will frame business cases around the areas of opportunity identified through the
SGA. Implementation of these business cases will result in work process and
execution improvements, which will help to drive down project costs.
Prioritize the
issues
(Step 2)
Select the
Metric Measure the Gaps
(Step 3) (Step 4)
LInk processes
to issues
(Step 5)
CONTRACT
REQUIREMENTS
ISO 9001
QMS PROJECT
MANUAL QUALITY PLAN
(LEVEL 1)
INTEGRATED
EXECUTION
PROCEDURES
(LEVEL 2)
WORK INSTRUCTIONS
WORK (FABRICATORS)
INSTRUCTIONS PROJECT WORK
(LEVEL 3) INSTRUCTIONS
WORK INSTRUCTIONS
(SUBCONTRACTORS)
PROJECT QUALITY MANAGEMENT
SYSTEM DOCUMENTATION
Bechtel OG&C
Sr. Project Manager
Functional Managers
Mod Yard(s)
Engineering Procurement Construction
Construction QA Manager
Manager Manager Manager
Manager
Engineers /
Supplier Quality Mod Yard Project Project Field Eng Construction/ Site
Resident
Supervisor Field Eng (PFE) (PFE) QA Manager
Engineers
4 Engineering Plan
All Bechtel execution units employed on the project will use the same procedures,
work processes and tools to provide a seamless execution and unified design,
satisfying the contract scope and ensuring consistency and integrity in design.
Safety, consistency and integrity of design are vital to the achieving a smooth and
trouble free start-up and as well as long term successful operation of the facility.
The engineering team will follow Bechtels overall Work Process for execution of
engineering on projects.
The Engineering teams in all locations will operate on a task force basis where all
members of the task force are located in close proximity to each other including all
engineering disciplines and other functions, e.g. Procurement, Project Controls and
Construction etc.
The Project Engineering Management teams and the Lead Engineers in the London,
Frederick New Delhi and MEC offices will be the main Engineering interface with
Reliance.
4.3 Procedures
Corporate, GBU and Project Procedures, together with the Division of Responsibility
document will ensure that work performed in the London, Frederick, New Delhi, MEC
and any 3rd party execution locations is seamless and meets Bechtels quality and
performance standards.
Bechtels Engineering Procedures are published and controlled using the
eEngineering Bechtel internal website.
Engineering Procedures to be used by the Engineering disciplines are listed in the
discipline sections below. These are the default procedures which are mandatory
unless the project identifies otherwise in Volume 1 of the PEP and in the Project
Specific Project Work Instruction.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:
During the life of the project, engineering will monitor and adjust the baseline scope
of the project as required. The primary method of notifying stakeholders of changes
to the baseline is via the project Trend Programme.
Every engineer assigned to the project has responsibility to participate in the trend
programme and raise potential trends to their Lead Engineer and PEM. Trends are
to be initiated per the project trend programme as required to manage changes in
scope before any work is done or funds committed.
During the vendor print review stage of a project, if required by the MoE and CE, it is
possible to track the type and number of comments on Vendor Prints, using the
Intellistamp tool. This system provides an electronic means of collecting Vendor
Print approval code status and thus it is possible to see trends in Vendor
performance with respect to timely and correct addressing of comments on their
documentation. Refer to 3DP-G06D-00004.
Vendor Print review metrics and status are tracked by Engineering using data from
the EDMS system, InfoWorks.
Project/Six Sigma dashboards will also be used to track various performance metrics.
Refer to 3DI-M01D-00002 Project Quality Metrics.
The PEM or CE will also schedule, or request at any time, Engineering audits to
address specific or general issues of concern or opportunities for improvement.
Ultimately, the quality of the job depends on the individuals assigned to the project. It
is the CEs responsibility to ensure that suitably qualified and experienced staff are
assigned to the project.
4.12.1 Introduction
This section describes the role of Engineering Management on project in the
management, oversight and leading of the Engineering disciplines.
4.12.2 Organisation
The PEMs functionally reporting to the MoE will be assigned to the engineering team
in the London office to manage and co-ordinate the key areas of the OFFSITES AND
UTILITIES and MARINE FACILITIES engineering work. As engineering activities
progress the management team and control will transfer to the MEC. This will be
after approximately 8 to 12 months. Organisation charts are included in volume 1 of
the PEP.
The PEMs functionally reporting to the MoE will be assigned to the engineering team
in the Frederick and New Delhi offices, to manage and co-ordinate the CPP
engineering work. The PEM in the MEC will co-ordinate and direct work in the Office.
He will report to the PEM in Frederick
The PEMs will be fully supported by Area Project Engineers (APEs), Discipline Lead
Engineers, Engineers and Specialists. The PEMs will be responsible for ensuring
that the issue of deliverables supports the procurement and construction schedules,
are complete, timely and of high quality.
4.13.1 Introduction
Project Engineering provides the knowledge and skills that are applied to analyse
and define integrated OG&C facility processes using mathematical methods,
computer tools, and design coordination. The OG&C Project Engineer seeks to
develop an overall facility design and operating philosophy that will achieve desired
steady-state and dynamic behaviours, including safety, consistent product quality
and high return on investment.
4.13.2 Organisation
The Project Engineering group is task-forced based with teams of engineers
assigned to the project on a full-time basis. Project Engineering activities on each
project will be under the direction of a Project Lead Engineer who will assume single
point responsibility and accountability for all the Project Engineeeing design activities.
On completion of the HAZOP the project engineering group has the responsibility for
HAZOP action item resolution and follow-up. All changes to the P&ID post HAZOP
are managed and organised by the project engineering group. The Engineering
leads will ensure an up to date project red line master mark-up of each P&ID to
record and track changes between issues is being maintained by his group. It is also
his responsibility to communicate revisions to the design disciplines and others so
that they are aware of any and all changes.
Once sufficient vendor information is available to be incorporated into the P&ID the
P&ID is issued for design (IFD).
After the IFD revision of the P&IDs, Design Change Notices (DCNs) will be used to
approve significant changes before they are marked on the P&ID master. The
Project Engineering Lead Engineer is responsible for writing and proper approval of
DCNs before the master is marked. The APE and PEM will sign DCNs before they
are implemented.
DCNs will not be issued for minor changes such as:
I. Cosmetic changes, such as typos or spelling errors
II. Addition/deletion of drain/vent valves less than two inches and not affecting a
vessel nozzle
III. Revision of continuation references between drawings
IV. Revision of notes to clarify meaning when PD&P alone is affected
V. Addition of tie-in details to P&IDs
VI. Addition of information such as actuator types, instrument connection details,
or relief valve settings
The Project Engineer will be a key participant in the 3D model review and will ensure
that specific design information that exists on the P&ID has been incorporated into
the physical piping model. After the 3D model review has been completed, the
associated P&IDs will be modified as required and issued for construction (IFC).
Subsequent issues will only be made when deemed appropriate or necessary.
The main tools generally used by the project engineering group are identified below
(refer to the Project Automation Plan 10015-G05-JG0000-1001 for the actual list of
tools used by Project Engineering on the project):
4.14.1 Introduction
This section describes the function and organisation of the Process Engineering
group. The principal functions of the Process Engineering Group are to:
Determine the sequence of operations and the selection of equipment and
operating conditions required.
Generate input for other disciplines such as Process Flow Diagrams, Heat &
Material Balances and Process Datasheets.
Be responsible for the Relief System design.
Provide support to other disciplines to make sure that the process design
intent is maintained throughout the work of the downstream design
disciplines.
4.14.2 Organisation
The Process Engineering group is task forced based with teams of engineers
assigned to the project on a full time basis. Process design activities on each project
will be under the direction of a Process Manager who will assume single point
responsibility and accountability for all the process design activities.
Instrument Data Sheet Review. The control systems group will issue a datasheet
for every instrument purchased on the project. Process will review this data to
ensure that process design data utilised is accurate and appropriate set points or
ranges have been selected. In most cases, the control systems group will request
pre-alarm, alarm, shutdown, and set-point confirmation from process engineering.
4.15.1 Introduction
The process safety engineering discipline will have an overall responsibility within
engineering for all safety aspects during the various phases of the project. Process
safety engineers will review and influence the work of all other disciplines where
safety considerations are applicable and they will liaise closely with the project ES&H
manager to ensure all agreed ES&H requirements are fully implemented by the
engineering team. Process safety will also be responsible for the specifications and
design of fire protection and safety systems.
The objective of Process Safety management activities are to:
Minimise the potential for hazardous occurrences;
Minimise the risk and consequences of hazardous events;
Provide a safe working environment for facility personnel;
4.15.2 Organisation
Process Safety activities on each project will be under the direction of a Process
Safety Lead Engineer who will assume single point responsibility and accountability
for all the process safety design activities. The Process Safety lead reports to the
PEM.
The main hazard and safety reviews are managed by Process Safety engineers in
collaboration with Project Engineering. All recommendations generated by the
hazard and safety reviews (e.g., HAZID, ENVID, HAZOP, SIL, LOPA) need to be
resolved. In order to ensure that all actions are addressed and resolved, the Process
Safety discipline will input recommendations to the Hazard / Risk register, held by the
project ES&H Manager. This register identifies and records all foreseeable health,
safety, security and environmental hazards/ risks associated with the project and
assigns responsibility for resolving them. The register will remain a live document
throughout all phases of the project and will be monitored by the ES&H manager to
ensure all actions are assigned and resolved.
Fire hazard analysis, explosion hazard analysis, computational fluid dynamics
modelling of explosion overpressure and quantitative risk assessment are usually
performed by a third party consultant. For the offsites and utilities the outcome of this
modelling will be reviewed by Process Safety engineers who will ensure
recommendations will be implemented in the design.
The process safety team will also work closely with Plant Design & Piping group and
Process Engineering disciplines to determine safe and practical layouts for
equipment, with due consideration given to:
Human factors engineering
Location of manned buildings
Flare location
Segregation of process areas
Escape routes
Means of evacuation
Laydown areas
Maintenance access
Segregation of hazards
A firewater demand study will determine the largest fire water demand required for
one major fire scenario and will include hydraulic calculations and physical routing of
the main pipe runs. Input from these studies is given to Project Engineering to
prepare the fire water P&IDs and LDTs.
The Process Safety design deliverables will include, as a minimum:
Review of the Process Safety Philosophy issued by PMT
Project Procedures for HAZOP and SIL
Review of Project Specifications issued by PMT for Fire Protection Systems
and Safety Equipment
Process hazard analysis (HAZOP) reports
SIL and LOPA reports
Support PMT RAM study report
Support PMT QRA study
Support Fire hazard analysis and explosion hazard analysis reports
Human factor engineering philosophy
Fire protection and safety equipment layouts
Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 45 of 129
4.16 Environmental
4.16.1 Introduction
The Environmental discipline will have overall responsibility within engineering for
ensuring the projects environmental compliance. Responsibilities include
preparation of emissions inventories, including aqueous, solid and gaseous, and the
waste management plan. The discipline has responsibility for the design of
mitigations systems including wastewater treatment prior to discharge to the
environment. Environmental engineers will review and influence the work of all other
disciplines and ensure that the project will be performed in accordance with project
environmental design basis and Bechtels ISO 14001 accreditation and Best
Available Techniques (BAT) guidance.
4.16.2 Organisation
Environmental Engineering activities on each project will be under the direction of an
Environmental Lead Engineer who will assume single point responsibility and
accountability for all the activities. Because of the specialist nature of the
Environmental department, it tends to have only a small number of staff, and thus,
the Lead will also take on a significant portion of the technical work.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:
4.17.1 Introduction
The mechanical engineering discipline is involved in the complete project lifecycle of
all items of mechanical equipment and is responsible for the engineering of this
equipment. This equipment includes:
Compressors and drivers
Pumps and drivers
Generators and drivers
Fired equipment
Pressure vessels
Storage tanks
Heat transfer equipment
HVAC
Packaged equipment
Mechanical and materials handling equipment
Major HSE equipment e.g. firewater pumps and dosing skids
The lifecycle includes identification of the need, definition of requirements, selection
of solution, detailed specifications and technical requirements, technical evaluation of
supplier proposals, conformation of specifications and requirements, post-order
management and document review, support to inspection and testing and support to
construction, commissioning and start-up.
The sourcing strategy for equipment items, including strategy for standardisation of
items and extent of packaging and modularisation, is developed through the
Materials Assignment Schedule (MAS) in conjunction with Reliance and the
Procurement and Contracts functions. Mechanical coordinates scope between the
different engineering disciplines and ensures that scope boundaries are clearly
defined on discipline design documents.
The schedule for procurement of equipment will be developed to meet construction
needs so typically mechanical will focus on the longest lead equipment first and then
move on to the balance of equipment. Mechanical however does pay attention to the
design data needs of the disciplines which can influence the schedule.
4.17.2 Organisation
The Mechanical group will be a project task force dedicated to a given project and
usually split into individual commodity groups reflecting the main equipment
commodities identified above. Where required the mechanical discipline will consult
off-project technical specialists.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:
4.18.1 Introduction
Materials Engineering Technology (MET) provides support to project on Materials
Engineering from concept evaluation to completion of commissioning. The group
covers a number of specialist areas including metallic materials, non-metallic
materials, welding, coatings, cathodic protection (CP), corrosion management, non-
destructive examination (NDE), insulation, passive fire protection coatings and
refractories.
4.18.2 Organisation
The MET team based in London will make use of central resources in MET Houston
for specialist support in automated NDE, refractories and specialist coatings. The
group will be led by the MET Lead Engineer whose job function is to ensure that the
materials philosophy is aligned with Project requirements and that the MET activities
follow the philosophy. The MET Lead will have a working knowledge of all MET
specialist areas and will serve as the focal point for contact with the off-project MET
specialists.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:
4.19.1 Introduction
The CSA Lead Engineer is responsible for the execution of the Civil, Structural and
Architectural engineering scope of work for the project.
At the commencement of the project the CSA Lead shall read the contract, tender
bulletins, clarifications and bid narratives in order to achieve familiarity with the CSA
scope for the project. Then the CSA Lead will participate in the preparation of the
overall project schedule in addition to the CSA schedule and the engineering
execution plan.
Decisions required for the CSA group that need to be addressed by the CSA
engineering execution plan include:
Structural steel standard sections sizes list in accordance with the current mill
programme in India and international markets.
Technical analysis and life cycle costing followed by recommendations for
precast or cast in-situ reinforced concrete.
Laying down principles for pre-assembly design or full modularization of
structures when project wide decision is taken to standardize and carry on
modular concept of structural design. Then modularization would have to
involve all other engineering disciplines in an attempt to integrate the design,
control of weight and centre of gravity of the proposed modules for lifting,
transport and in-place conditions. Bechtel in-house engineering instruction
shall apply: 3DI-G04D-00005 Modularization Implementation Guide, together
with 3DI-G04D-00016 Weight and Center of Gravity Management for Module
Program (FEED and EPC).
After completion of scope definition (with client assistance), scheduling,
budgets and staff planning the initial activities normally consist of preparation
or revision of the CSA design bases, material and construction specifications
along with standard detail drawings as might be required to supplement the
design bases, specifications and standards have issued for the project by
PMT.
Initial design data gathering methodology which will comprise local
topography and hydrology, geotechnical and climatic conditions. In general it
has been reasonably assumed that interpolation of the existing data will be
justified in order to arrive at acceptable design parameters and to conclude on
assessment of the local conditions. However there will be instances when
more specific and actual engineering judgment has to be made e.g. soil
conditions at compressors and building locations, supplementary
topographical survey, or local information on streams and watercourses. In
such cases supplementary site investigations will be recommended in order
to support front end engineering design.
4.19.2 Organization
The CSA group is typically organised as a project task force dedicated to a given
project and usually split into Civil, Structural and Architectural sub groups to service
the requirements of the work scope as defined above. Each sub group is led by a
specialist engineer who reports to the overall CSA Lead Engineer. Where required
the CSA discipline will consult off-project technical specialists (e.g. Bechtels
computational fluid dynamics, blast analysis, or geotechnical, seismic and hydraulic
services groups) and liaise with other disciplines.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:
CSA design work shall be co-ordinated with other design disciplines, vendors and
construction as follows:
Plant Design & Piping group ground elevations, location of buildings, roads,
fences, ponds, tank bunds etc.; location and size of all structural members
and foundations; location and size of above and below ground pipes.
Electrical group size of substations, transformer bays, cable tray routing and
electrical rooms.
Control Systems group size of control rooms, instrument equipment
shelters; location and size of cable trenches.
Process Group underground utilities
Mechanical group equipment data and HVAC room requirements.
Process Safety group hazardous area classifications for blast loads and
fireproofing, fire water system and human factors design.
MET group specification of fireproofing system, grouts, waterproofing etc.
Environmental group Waste water treatment facilities, geotechnical and
bathymetrical survey requirements.
Vendors equipment data, fabrication drawings.
Construction constructability, equipment and module transportation method
and route, construction sequence.
Reliance Plant Operation Departments at Jamnagar method of working
within existing facilities, access, work permits, site measurements and in-situ
structural testing if required to assess structural integrity of existing structures
or foundations.
There will be instances in which an extensive site measurements and
sometimes detection of existing underground services have to be carried out
in the absence of construction as-built documents. Site visit findings shall
then be recorded and site survey reports issued as appropriate.
Where design work is subcontracted to a third party the Lead Engineer is responsible
for the preparation of bid documents, technical reviews and supervision of the third
party and verification of the design deliverables.
4.20.1 Introduction
This section outlines PD&Ps organisation, responsibilities and deliverables. PD&P is
responsible for the plant layout, taking into consideration safety, escape routes,
operation, maintainability, accessibility, economics, and constructability. Other areas
of responsibility also include producing a piping material take-off to be used by
Estimating in preparing the required cost estimate, or for purchase of bulk materials.
The London PD&P team is predominantly responsible for Front End deliverable
production whilst MEC are responsible for Detailed Design.
In addition the PD&P Lead is responsible for the preparation and issue of Vessel
Orientation and elevation sketches for all pressure vessels which require
development input from PD&P. These sketches may be issued directly to vendors,
subject to APE / PEM approval, and shall be prepared in accordance with the
following Engineering Instruction.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:
4.21.1 Introduction
The Control Systems and Instrumentation group forms part of the Project Task Force
and is responsible for all issues relating to the specification and design of all control
systems and field instrumentation on the project.
4.21.2 Organisation
The Control Systems and Instrumentation engineering and design will be managed
by a dedicated Lead Engineer with knowledge of design and equipment application
suitable for the project scope and design conditions. The team shall comprise a
number of experienced specialist engineers and designers reporting to the Lead.
The Lead will participate in preparing the engineering execution plan for the project.
The Lead will also be responsible for quality, correctness, scheduling and progress of
the discipline deliverables on the project.
The Control Systems team shall be responsible for the execution of the control
system and instrumentation scope of work. The team shall be organised to provide
the following major technical capabilities to meet the overall Project Staffing Plan
developed to support the Project objectives as applicable:
Centrally Engineered Systems
Distributed Control System (DCS)
Emergency Shutdown System (ESD)
Fire and Gas System (F&G)
Compressor Controls System (CCS)
Machine Condition Monitoring System (MCMS)
Analyser Systems
Auto Tank Gauging (ATG)
Fiscal Metering Systems
General field instrumentation
Actuated valves including Control Valves, On-Off Valves etc.
Mechanical packages
Physical design and layout
SPI and data validation
Project Engineering (P&IDs, C&Es, Process data for instruments and valves)
Plant Design & Layout (Plot plan requirements for analyser shelters and PIBs)
Mechanical (Packaged and rotating mechanical equipment)
Electrical (UPS / auxiliary power supply requirements, instrument cable
routing and motor control)
Civil (Control Room layout and PIB requirements)
Safety (Fire and Gas C&E, input to location plans, HAZOP and SIL)
Metallurgy (painting, welding and material certification)
4.22.1 Introduction
The following provides an overview of the Project Execution plan for the Electrical
and Telecommunications discipline for the O&U and Marine Facilities scope of work
on Reliance J3 project and focuses on the design process, deliverables and team
organisation.
4.22.2 Organisation
The Electrical and Telecommunications team shall be part of the Project Task force
and will be managed by a dedicated Lead Electrical Engineer with knowledge of
design and equipment application suitable for the project scope and design
conditions. The team shall comprise a number of experienced specialist engineers
and designers reporting to the Lead.
The Electrical and Telecommunication team shall be responsible for the execution of
the Electrical and Telecommunication scope of work.
The Lead will participate in preparing the engineering execution plan for the project.
The Lead will also be responsible for quality, correctness, scheduling and progress of
the Electrical and Telecommunication deliverables on the project in accordance with
agreed budgets and schedule.
The Telecommunications discipline is a sub-discipline of the Electrical Group. See
Section 5.23.4.2 for further details.
The FEED and basic engineering shall be executed in Bechtel- London and the work
shall be transferred to the Mumbai Engineering Centre (MEC)/Third party contractor
for detail engineering. MEC/Third party contractor shall have dedicated engineering
teams with their own lead engineers.
In the absence of PMT project specific documents, Bechtels own procedures and
instructions will be used. For example:
Master Indices - OG&C
Work Process Diagrams - Multi-GBU
Instructions - OG&C
Design Guides - OG&C
MRQs for the major electrical equipment will be prepared and issued at the earliest
opportunity in the project consistent with supporting documents required to fully
define their requirements (updated specifications, drawings and data sheets).
Calculations will be prepared including:
Power system analysis using ETAP (load flow, transformer tap settings,
voltage profiles, fault levels, motor starting, transient stability studies,
harmonic analysis, etc.)
Equipment ratings
Cable sizing
Earthing studies
Co-ordination with other disciplines will continue throughout the design phase to
ensure interfaces are fully engineered, for example:
Civil / Structural group underground trench & duct locations, space
allocation on pipe tracks for cable racks, equipment supports, etc.
Control systems group motor control requirements, instrument power
supplies, spacing of power and instrument cables, interfacing PMS with DCS,
etc.
Mechanical group power supplies to electrically driven rotating equipment,
auxiliary power supplies, physical locations of equipment requiring power
supplies, etc.
Plant Design & piping group Size, location of substations, outdoor
equipment, 3D model, Underground Direct Buried Cable Routes, etc.
Process Safety group area classification drawings, etc.
Process group motor loads requiring re-acceleration following power failure,
process loads and trace heating requirements, etc.
Coordination will be carried out with engineering contractors/third-party agencies for
design and engineering of centrally engineered systems like Power Management
System, Motor Control and Management systems, CCTV and Telecommunication
systems.
In addition, coordination will be carried out with engineering contractors/third-party
agencies nominated by client to identify all interface requirements.
Physical design will commence with substation equipment layouts, main cable routes
space allocation and area classification drawings.
On receipt of major equipment quotations, technical and commercial bid evaluations
will be carried out and recommendations for vendor selection made. In addition
frame agreements will also be set up as necessary to support the project
standardisation plan. These frame agreements would be passed to the suppliers of
Mechanical equipment/ packages to supply selected material commodities from
these nominated suppliers, for example LV/HV motors where appropriate.
Placement of orders will be based on technical acceptability, ability to meet schedule
and compliance with document requirements.
Detail design will be developed up to IFC status and will include:
Single line diagrams
Area classifications
line instruments.
4.23.1 Introduction
This section describes the responsibilities of the Document Management Group,
which is primarily responsible for the control and dissemination of information
throughout the project. This includes implementation of the document management
system for the control, maintenance, retention, and turnover of all project information
including correspondence, drawings, documents, hard copy records, etc.
Document management functions for the project will be based on related project-
specific policies and procedures. Those procedures will define work processes for
document control, correspondence, e-mail protocol and control, action tracking,
document distribution, standard numbering and/or file naming conventions, hard copy
filing, etc. Integrity of project records is a primary concern, and, in accordance with
standard project QA/ QC and Engineering procedures, scheduled internal audits will
ensure that documented procedures and work instructions reflect actual work
processes and that document management activities support configuration
management requirements.
InfoWorks, a Documentum-based EDMS, will be used as the records management
tool for the project. All project personnel will be granted access to the docbase,
providing them with the ability to search for and retrieve documents as needed. To
protect confidential information, access to documents in the docbase will be limited
and controlled by assigned permission levels.
eRoom will be used as a collaborative tool to provide a secure platform for
exchanging information with the Client, participating suppliers and subcontractors.
External suppliers, vendors, and subcontractors shall upload documents into eRoom
to submit to the project for review and approval and to download them after the
review process completion.
The document management group has overall responsibility for:
Management of all project documents (e.g., general correspondence, reports,
plans, drawings, change documents, specifications, calculations,
subcontracts, supplier documents, manuals, etc.).
Implementation of an electronic document management system.
Development and implementation of procedures to meet the requirements of
the project team, functional guidance, and contractual prerequisites.
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4.23.2 Organisation
The document management group is comprised of personnel at both clerical and
professional levels that provide document control (life-cycle) support to project
personnel.
The document management supervisor leads the group and is responsible for:
all document management related activities at all project locations
budgeting, staffing, procedure development, and training of all personnel in
the work processes
coordination with the customer, partner, external groups, and vendors
regarding document management functions.
Within the group, individuals will be designated to process various document types
such as design documents, supplier document, change documentation, and other
documents in InfoWorks. They will be responsible for logging, scanning,
reproducing, distributing, and maintaining records. Equipment will be acquired to
allow copying, binding, and scanning to be performed in-house as part of the routine
work process of document control. Services from outside vendors will be required to
meet high volume production, project schedules, and reprographic functions.
With support from document management group, the administrative staff will prepare
correspondence, reports, meeting minutes, and other general documents using
InfoWorks to manage the process. The same staff will update and maintain the
status of open action items generated by correspondence in the InfoWorks.
Documents not available electronically will be scanned and entered into InfoWorks by
document management personnel according to applicable project procedures.
Documents that are available in their native format will be entered as such into
InfoWorks as part of the work process. If documents are generated and issued from
locations other than the project office, the project document management supervisor
will establish the required remote access to the docbase and provide training in
InfoWorks and document management procedures/processes to appropriate staff.
Document management supervisor will prepare a Records Retention and Turnover
Plan (RRTP) and will identify the various information types and their disposition at
project closeout. The RRTP will be coordinated with functional management, project
management, and the customer.
All documentation officially received or released by the project team will be
processed through document management, which will register, process, reproduce,
distribute, file, and retain the incoming or outgoing project documents.
Document management will regularly distribute reports or establish virtual queries in
InfoWorks to assist project personnel in reviewing the status and expediting actions
on required responses to communications, incorporation of approved changes into
controlled design documents, review of subcontractor submittals, and similar
processes.
Based on criteria established in the document management procedure, e-mail
recipients or originators are responsible for determining if a specific e-mail message
should be part of the project record, at which time they will submit it to document
management for processing through the use of an established Outlook mail address.
5 Procurement Plan
The PPM will also review the Prime Contract to identify any specific, financing
institution geographic limitations on bidders, documentation requirements, host
country applicable law and restrictions, approved vendor list. This will include
identifying any Customer Procurement approvals, local content requirements, ES&H
and QA requirements
The Material Assignment Schedule (MAS) and Division of Responsibility (DOR) (see
section 4.10) will be developed in collaboration with engineering, contracts and
construction identifying the roles and responsibilities of the various project execution
centres.
Regular oversight will be provided by the GBU functional management team to
monitor and ensure quality and schedule performance.
5.2.1 Purchasing
The Project Purchasing Supervisor (PPS) report to the Project Procurement
Manager (PPM) for all Project execution activities.
The specific duties and responsibilities will include:
Supervise assigned personnel in the orderly performance and completion of
project procurement commitments.
Post award administration of identified project purchases to ensure, in
conjunction with other functional department, performance of each order in
accordance with the contracted terms and conditions and project
requirements.
Train newly assigned purchasing personnel in the requirements and
procedures of the GBU, project and customer.
Supervise preparation of recommended bidders list for inclusion in to project
vendor lists, ensuring input is received from all procurement functions,
engineering and other operational groups.
Develop project purchasing procedure(s), operating procedures for review
and approval as required by corporate procedures and inclusion into the
project procurement procedures.
Coordinates purchasing operations in both the projects control office and
support offices to assure compliance with project requirements.
Project Buyers will report to the PPS for project execution and direction. In the
absence of a PPS, the project buyers will report to the PPM for project direction and
the Purchasing Manager for functional direction.
Specific duties and responsibilities will include:
Preparing bidders lists
Issuing bid requests
Coordinating vendors questions
Receiving bids
After the purchase order is issued, the buyer administers assigned purchase orders
by:
Establishing files and controls for all outgoing and incoming correspondence
on each assigned order
Monitoring supplier performance for conformance to commercial terms
Monitoring activities by engineering and other in-house functions to ensure
compliance with the order terms
Initiating follow-up actions with the vendor or in-house functional group to
ensure performance in accordance with contract terms and conditions
Informing or working with other project procurement personnel as assigned to
the administration of the order.
Initiate closeout of purchase order files.
5.2.2 Expediting
Proactive expediting that encourages identification of issues before they become
problems and offer solutions before they become critical will be essential to the
success of the project. Bechtel will carry out expediting activities for the project, using
both home office and area (shop) expediting personnel (if required by Reliance on a
cost reimbursable basis), with the support of other Bechtel offices as appropriate.
Expediting will interface with all project disciplines including purchasing, engineering,
and scheduling to ensure schedule requirements are met.
The Project Expediting Supervisor (PES) will report operationally to the Project
Procurement Manager (PPM) and to the GBU Expediting Manager for functional and
technical direction. The PES will supervise and manage project expediting (PEX)
personnel who will be responsible for ensuring that vendor drawings and data are
submitted per the agreed to schedule to support detailed engineering design
development and material and equipment are shipped by vendors in accordance with
established purchase order terms and conditions in sufficient time to support the
project construction schedule.
The PES will develop the project expediting plan which details the planned expediting
activities for each material requisition/purchase order. The plan is developed based
on a number of factors including the commodity purchased, criticality of the material
to the project schedule, material complexity, schedule float, previous knowledge of
the vendor, the vendors workload, etc.
Specific duties and responsibilities include:
Develop Project specific expediting procedures for PPM and functional
concurrence.
Expedite suppliers and sub-suppliers for the timely submittal of drawings and
data.
Expedite suppliers and sub-suppliers for the timely delivery of material and
equipment
Obtain copies of major suborders and complete bill of material
Review of area expediting reports of visits performed by PMT in accordance
with project procedures.
Notify the Project Procurement Manager (PPM) and other responsible project
personnel of significant problems and initiate timely follow-up.
Record reported vendor performance anomalies in the Supplier Quality and
Expediting Application Suite (SQEAS).
Maintain accurate and up-to-date project related expediting information in the
Bechtel Procurement System (BPS) database.
Maintain expediting metrics.
As requested, provide the Project Procurement Manager (PPM) with detailed
reports of material and equipment delivery progress on all purchase orders
that have been identified in the Project Expediting Plan.
Monitor and manage expediting job hour and monetary budget versus actual
spend.
Initiate trend notices, as required.
Perform closeout of assigned purchase orders.
vary with the amount of material or equipment on order as well as the lot size
the vendor presents for final quality surveillance.
Level 2: Limited scope quality surveillance. This level includes routine
coverage of witness and hold points at the frequency prescribed in the QSP,
progressive reviews of quality documentation, and final quality surveillance
witnessing prior to shipment. The instructions for Level 1 apply. Subsequent
visits will be made to verify witness and hold points. The numbers of visits
necessary will vary with the amount and frequency of witness and hold points
as well as the number of final quality surveillances.
Level 3: Full scope quality surveillance. This level includes the
progressive quality surveillance witnessing of Level 2 plus increased
monitoring of various manufacturing operations and progressive reviews of
the vendors quality programme implementation as directed by the PSQS/
PSQR. The instructions for Level 2 apply; however, additional visits will be
made periodically for the purpose of performing quality surveillance activities
required by the QSP or special instructions. If not established by the QSP,
the quality history of the vendor may be used to determine the frequency of
quality surveillance visits.
Level 4: Resident Quality Surveillance. This level entails the assignment
of a Supplier Quality Representative on a full-time basis. The scope of quality
surveillance witnessing activities will be as directed by the PSQS/ PSQR.
This is a full-time residency status for a specific assignment. Specific
activities to be accomplished in residency status will be outlined in the QSP.
It will be the SQRs responsibility to maintain sufficient contact with the vendor
to assure completion of all quality surveillance activities required by the QSP
or other special instructions.
Prior to obtaining quotations from potential vendors, the scope of quality surveillance
will be defined for respective commodities, concurrent with material requisition
development. For each purchase order that requires inspection, the PSQS will work
with engineering to develop the Quality Surveillance Plan (QSP) as a part of material
requisition. The QSP will identify the key surveillance points that have been
identified as the minimum surveillance required by the project and/or Reliance in
order to monitor the quality of the equipment and materials being provided by the
vendor. Each activity on this plan will be identified as a hold, witness, or in-process
surveillance point and will be combined with an overall quality surveillance level from
1 to 4, the potential vendor, manufacturing location, and the past historical data for
the supplier. The QSP will include a pre-established summary level instruction for
implementation by the local SQR and vendor, discrete points requiring notification by
the vendor to the local SQR, and direction relative to PMT imposed participation in
the quality surveillance programme.
The vendor will be required to take the information from the QSP and work with their
manufacturing procedure, the project specifications, and their internal QA and QC
requirements to produce an Inspection and Test Plan (ITP) for project review prior to
commencing manufacture. ITP will also incorporate the surveillance points from the
QSP to provide a complete step-by-step guide to the manufacture of the equipment
and materials. Project and/or Reliance witness/hold/review points will be marked on
ITPs and returned to vendors for compliance, notification and monitoring.
All quality surveillance reports will be initially received by the PSQS for review,
editing as necessary and logging of vendor deficiencies into Bechtels Supplier
Quality and Expediting Application Suite (supplier performance) database (SQEAS).
In this manner, communications will be maintained as current as the events being
reported. This medium will be used for report routing, reporting of deficiencies, and
routine correspondence related to quality surveillance. In any instance of issues
related to product quality or schedule impact, immediate notification to the PSQS will
be required by verbal or electronic correspondence, with formal and detailed follow
up by quality surveillance report preparation and distribution.
The certified inspection/test reports will be verified by SQR and vendor will submit
them in the form of a compiled Manufacturing Record Book (MRB). Such MRBs will
be reviewed and coded by the responsible engineer and will be available to
construction.
Interfacing with 3rd Party Inspection Agency
PSQS will identify PMT witness/ hold points as agreed and will prepare a monthly
look ahead schedule for all upcoming witness/ hold points. A specific notification will
be issued to PMT or to their nominated third party inspection agency (TPIA) for
invitation to witness in advance. Contractual hold point stages will be released after
confirmation from PMT.
PSQS will co-ordinate nominated third party agency in the same way as with BSQE.
Any correspondence with the agency will be copied to PMT for information.
Pre-Inspection Meeting
SQRs may conduct initial visits (pre-inspection meetings) at the vendor facility in
compliance with the requirements of relevant QSP. These visits will be conducted in
accordance with the Bechtel Supplier Quality Manual procedures and special
instructions contained in the transmittal of the QSP. For critical packages, The
Project responsible Engineer and PSQS may elect to attend the meeting.
Bechtels SQ manual provides a procedure with details for the handling of non-
conformances. Unless deviations requested by the vendor are approved by the
responsible discipline engineer, the TPIA Supplier Quality representatives will not
authorise the issuance of an inspection release for material shipment.
There will be three types of Quality Surveillance Reports as per the Supplier Quality
Manual procedures:
Quality surveillance initial visit (pre-inspection meeting)
Progressive quality surveillance
Final quality surveillance
The TPIA SQRs will submit a written report. For critical packages, PSQS may attend
the initial visit (pre-inspection meeting) and other critical surveillance activities such
as Factory Acceptance Testing (FAT). All inspection/test results, records or
certificates will be compiled by the vendor into the Manufacturing Record Book.
The Supplier Quality and Expediting Application Suite (SQEAS) is a Bechtel
proprietary web tool wherein the surveillance assignment tracking supplier and
supplier anomalies of various quality surveillance reports are recorded.
Upon successful final inspection the TPIA will issue an Inspection Release for PMT
to proceed with shipment of released items from vendor shop.
.
Bechtel Procurement System (BPS)
Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 81 of 129
5.3 Procedures
The following chart shows the core process identification for typical procurement
activities on a project.
Bechtel procurement procedures are organised for the key supply chain processes:
Purchasing, Expediting and Supplier Quality,
The project procurement team will use these procedures and adjust them to the
project requirements as detailed in Volume I.
Standard procurement procedures cover the procurement functions.
To manage the procurement work in accordance with these procedures, standard
procurement reports will be produced for each element of the work.
The first report is the Purchasing Milestone Status Report which is to plan, track and
record the status of purchasing activities against specific milestone dates throughout
the purchase order formation phase. This is accomplished by recording current
forecast and actual activity completion dates against scheduled milestone activity
dates.
During the planning or kick-off phase of a project, the PPM will work with the project
team to identify what milestones will be included within all the status reports for the
project. A standard list of milestones will be available from within BPS. These
milestones will track engineering progress towards issuance of material requisitions
depending upon the project size, complexity, scope and location, the number of
milestones to be tracked will vary.
Expediting will conduct periodic review meetings with the project team to discuss
expediting progress. The Expediting Milestone Status Report will be the basis for
review and discussion during these meetings. The meeting will cover drawings and
data from vendors, timely review and return of vendor IFR drawings by engineering,
current forecast delivery dates for equipment and materials and significant issues
which need to be resolved to maintain both Bechtel and vendors engineering and
fabrication schedules.
A procurement prime contract review summary will be completed by the PPM as part
of the prime contract review during the organisational phase of the project. This
review summary will be discussed with members of the project management team to
ensure thorough understanding of the requirements prior to developing specific
flowdown requirements (prime contract flow-down matrix) and commercial pro forma
documents where applicable
The format for the prime contract flow-down matrix is shown below:
Deviations for
Article Prime Contract Flow-down
Rev/ Date Approval Client or
Reference Wording Requirement
Bechtel Legal
The Project Procurement Managers (PPMs) role will also include participation in the
projects management, control and documentation of change and to identify the
areas on project where the likelihood of change is high.
An expediting plan is developed that lists all material requisitions/purchase orders
and the planned expediting activities on the basis of previous knowledge of the
vendor, the vendors workload, criticality of the material to the project schedule,
material complexity and the schedule float, thereby ensuring effective cost control of
area resources. The expediting plan is revised periodically to reflect changes in any
of the factors on which the plan is based.
until the condition or issue that brought about the warning is resolved to
Bechtels satisfaction. Warnings are the most serious classification.
Performance failures that result in a breach of the order or significant
damages to the project should be the basis for a warning.
Supplier Advisory A Notification to Procurement personnel of vendors who
should be monitored due to performance, finance or organizational issues of
a less serious nature than those reported in Supplier Warnings. Advisories
are intended to advise projects of either current or potential risks. Projects
should take measures to mitigate these risks. Events resulting in an Advisory
should be documented in GSIS with performance evaluations.
The PPM will be responsible for reporting project related quality metrics such as, %
on time shipment, % defective materials/ equipment received at jobsite, number of
lessons learned and implemented.
The Purchasing Supervisor will be responsible for reporting the purchasing related
quality metrics such as receipt of correct and complete material requisitions, %
compliance of BEC cycle times, supplier data in BPS etc.
The Expediting Supervisor will be responsible for ensuring quality of expediting
assignments, expediting reports, summary reports to management, overdue vendor
prints and overdue deliveries of materials and equipment if any. Heckle sheets for
pre-award and Buck sheets for post-award are developed using BPS and reviewed
for ensuring delays are identified, reported and mitigations are implemented.
The PSQS will be responsible for ensuring quality of equipment/materials delivered
prior to shipment from vendor shops. PSQS ensures the material requisition include
correct inspection levels and provides, monthly open assignments, supplier
deficiencies by purchase orders, summary of quality surveillance visit reports,
SDDRs, Inspection Release Notes and client co-ordination reports to GBU
procurement management. A proprietary database SQEAS is used for reporting
vendor quality and expediting related reports at project/ office/ GBU levels.
The BPS Coordinator will ensure quality of data in BPS by interrogating the system
for any missing or past dates but it is the individual supervisors responsibilities to
ensure data integrity among various procurement systems. The BPS reports are
also generated for all other procurement functions and reported to procurement
management.
The GBU and corporate functional procurement management develop applicable
quality performance metrics. Each procurement office and project field procurement
office prepares and consolidates functional and project monthly reports using BPS
and SQEAS for review at GBU level. This quality programme ensures that various
quality performance indicators are reviewed and actions are taken for continuous
improvement.
The project team will use established standard work processes for each material
discipline. By integrating the project requirements identified in the MAS, the project
team develops the project-specific DOR. This team will define the technical scope of
the project, deliverables, key milestones, project unique requirements, and customer
expectations. The PPM will establish the procurement, expediting, and supplier
quality, scope and plan.
Once completed, the Project DOR will indicate the responsible organisation and
discipline for these supply chain activities, and considers the following:
Performing engineering calculations required for sizing equipment, valves,
etc.
Generating engineering specifications and data sheets
Develop standard installation details
Generate (or obtain from suppliers) equipment physical data and dimensional
drawings
Develop inspection plans in conjunction with project quality surveillance
supervisor
Develop material requisitions in accordance with project purchasing plan and
issue for bid and/or purchase
Solicit bids
Perform technical bid evaluations
Expedite in accordance with project procurement plan
Review and approve vendor drawings
Review and approve Supplier Deviation Disposition Requests (SDDR),
as necessary
Monitor quantities and alert project of unusual trends
Maintain BPS
Monitor and track vendor performance and progress
Coordinate vendor meetings
Support definite cost estimates
6.1 Summary
The role of the Contract function on the J3 project will be to support the
implementation of the contractual obligations Bechtel and Reliance have to each
other. Bechtel have successfully placed contract representatives on the previous
Jamnagar projects with Reliance and the contracts personnel have worked
productively to good effect in the interests of the project and Reliance alike. Given
the scope of the J3 project for Bechtel, it is planned to assign only one senior
individual from the contracts function to the J3 project full time to deal primarily with
the activities described within this section. However, should Reliance or indeed the
PMT require support with any third party commitments, terms and conditions and any
related subcontract matters, then the individual will have sufficient experience to
provide such support.
Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 91 of 129
The Project Manager will assure that every member of the project team attends the
commercial awareness sessions and understands his or her role in fulfilling the
requirements of the contract during project execution.
7 Construction
b) Participate in constructability study and carryout rigging studies for critical lifts
during detailed engineering.
7.2 Organisation
A construction manager will be provided on the project to complete the agreed scope
of work and to support Reliance and PMT.
A joint team of Reliance and PMT will conduct audits to verify and validate
mechanical completion of the Offsites and Utilities, CPP and Marine Facilities.
Bechtel will expedite the engineering resolution of the punch list items.
A joint team consisting of Reliance and PMT shall be assigned to develop, monitor
and execute the pre-commissioning, commissioning, start-up and performance tests.
Off-project specialist assistance will be made available to support the project teams
as required. This typically includes functional oversight and audits of the tools and
systems in place on the project, specialist estimating support for trend estimates/
cost re-forecasts, and systems set-up and support.
Early in the project, the project controls team will establish and maintain forward
looking controls for the project work scope encompassing project planning and
scheduling, progress measurement and reporting, cost monitoring and control,
estimating as well as change management (trending) functions. Bechtels proven
methodologies, procedures and systems, coupled with the use of industry leader and
proprietary software tools ensure a proactive project controls system that will provide
timely and accurate information to the project team for decision making. Bechtels
emphasis is on providing an early warning system rather than after the event
reporting.
Bechtels project controls work processes are structured around the classical project
control cycle as demonstrated in the figure below.
SCOPE DEFINITION
Physical Scope
Division of Responsibility
Estimate / Contract Value
Baseline Schedule
EXECUTION PLAN
Methods / Procedures
Responsibilities
Tools / Reporting
DEVIATIONS
Identification
Trending / Forecasting
Impact Assessment
Lead
Cost Engineers EPPR Cost
Construction
Co-ordinator Engineers
Planner
Lead
Reports Area
Construction
Engineer Schedulers
Planner
Cost
Engineers
Legend:
Direct Reporting
Functional reporting
Lead Quantity
Home Office (Houston/London) Surveyor
New Delhi (Dependent Upon Execution Strategy,
could be Shanghai for example).
Field/Construction
9.3 Procedures
The following provides a typical listing of project controls procedures which will be
provided by the team for the project:
General
Project Controls Plan
Cost Estimating
Project Controls Quality Assessment
Cost Control
Budget Control
Scope Change Control
Materials & Subcontract Cost Control
Trend Programme
Forecasting
Quantity Tracking
Standard Project Code of Accounts
(Sub)Contract Monitoring
Planning & Scheduling
Management Schedules
Control Schedule
Engineering Implementation Schedule
Progress and Performance Curves
Subcontractor Schedules
Schedule Impact Report Guideline
Reporting
Progress Reports
ePCWorks is a proven tool which has been successfully used on many recent
Bechtel projects worldwide. The figure below shows the various modules within
ePCWorks and its interfaces with other Bechtel standard applications. The software
is deployed in its enterprise form and is hosted on a central database which users
can access via Citrix in real time. This plays a major role in ensuring consistency
across all work locations and saves a significant amount of effort which is typically
required in integration of data from various global locations.
Future
Security Setup
ePCWorks
Trend PC Professional
Budget Commitments
Management Codes Services
Management Engineering
Reporting Performance Quantities Construction Forecasting
Quantity Reporting
Treasury Scheduling InfoWorks System (TeamWorks, eTrack
Tool Setroute)
Level 0 Project Milestone schedule - will list all critical project milestones and will
define the date envelopes for all other schedules.
Level 1 Project Summary schedule - will expand the Level 0 schedule in a time
scaled bar chart format showing planned start and finish dates for key activities /
tasks.
Level 2 Project Master Schedule - will be a logic-linked bar chart reflecting the total
project scope by major phase of work, area and key activities. This schedule will
show overall scope of work in sufficient detail to highlight the major issues,
completions and interfaces to meet the project objectives. All major milestones
agreed with the client will also be reflected on the master schedule. This schedule
will be used for management level reporting.
Level 4 Detailed Deliverable Schedules - The Level 4 area schedules are working
level schedules providing a lower level of detail for specific work tasks. These
consist of deliverable registers maintained for home office engineering and
procurement activities and form the basis for the progress measurement system.
Generally, a one-to-many relationship exists between summary level activities listed
in the Level 3 schedule and individual deliverables/ tasks listed in the Level 4. In
other words, the Level 3 schedule provides the date envelopes for individual
deliverables in the Level 4 schedule.
which actual per cent complete progress will be plotted each month based upon
completion of physical deliverables.
ePCWorks will be deployed on the project in its enterprise version where it will be
hosted on a common server and will be accessible in real time to all project locations
via CitrixTM. Deliverable control points for each deliverable/ task will be assigned for
specific work locations in order to manage work and collate progress and
performance from multiple global work locations. The EPP module will interface with
the Bechtels Electronic Document Management System (InfoWorks) for document
issue status data and the man-hour reporting (timesheet) system to obtain work
hours expended. The EPP module fully supports Bechtels standard multi-centre
execution approach for engineering.
Actual work hours worked will be charged to electronic timesheets by the engineering
personnel working on the project. A comparison of work hours earned with the
expended work hours will provide an indication of the performance by each location/
discipline. At the end of each reporting period, all progress and performance metrics
by work location and discipline are summarised and compared against the plan.
Look-aheads and exception reporting will be produced as needed.
Critical action items will be identified, monitored, and discussed in the weekly
progress review meetings. Control tools will be updated to incorporate any approved
trends/ changes.
EPPR will be discontinued when Engineering is approximately 90% complete and the
project will switch to a completion checklist.
Bulk Commodity Release Curves
Commodity release and installation curves, comparing planned to actual quantities
released by engineering and installed by construction will be prepared and updated
regularly for all major commodities. These curves will be set-up in MS Excel and will
be generated for concrete, structural steel, above ground pipe (large bore and small
bore), underground pipe, cable tray and E&I cables. Commodity curves will be
discontinued when installation for individual commodities reaches 90%.
Level 4 Detailed Schedules for Procurement Activities
Procurement progress will be determined using the detailed schedule information
supplied by Bechtel Procurement System (BPS) and will be maintained in MS Excel
or an alternative database based system. Procurement progress will include all
equipment and direct materials to be procured. A system of progress control points
and associated weighting based on purchase order estimated values will be used for
the measurement of procurement progress. The progress measurement procedure
will include a listing of requisitions/ purchase orders within the procurement progress
measurement system with their corresponding weightings and control points. The
allocation of the weighting for individual requisitions/ purchase orders will be based
on the budgetary value of the materials covered by the requisition/ purchase order.
Progress data will be aggregated to produce the overall planned and actual progress
figures for Procurement. The progress measurement system will allow for reporting
separate planned and actual values per Bechtels standard commodity summaries.
Other Schedules: The typical schedules identified above may be supplemented
during project execution by micro-schedules to focus on specific problem areas
during project execution.
Schedule Integration/ Consistency: The Level 3 EPC control schedule will identify
all internal interfaces within different units and all external interfaces. Critical
interface milestones will be identified as a part of the schedule development.
The Level 3 EPC control schedule will be updated monthly. Consistent with the
agreed reporting calendar, planning engineers in all locations will interface with
engineering, procurement and other functional leads to obtain progress information to
update the schedule. Progress data from the Level 4 detailed schedules for
engineering and procurement will be summarised at an appropriate level for statusing
the Level 3 schedule. Individual planning engineers in all locations will update the
progress for their responsible areas within the schedule. Once the progress update
tasks are completed, the planning manager will run the scheduling update function in
Primavera to assess the impact, if any, on the schedule. Minor logic changes, if
required, will be incorporated at this stage. The planning manager will analyse the
critical paths and sub-critical paths and compare the updated schedule to the original
baseline.
The impacts of any changes during the month as well as any cumulative impacts
resulting from an aggregation of small delays on the schedule will be captured
through the Schedule Impact Report (SIR). The SIR is not just an after the event
reporting of schedule impacts but looks at the underlying reasons behind any
schedule impact and more importantly, identifies corrective action and/ or mitigation
measures.
A series of schedule review meetings will be scheduled each month including
meetings with the client management team, where the main critical paths, sub-
critical paths and the SIR will be presented. Corrective actions will be jointly agreed.
Any major schedule logic changes and work-arounds agreed as a result of the
corrective actions will then be incorporated into the schedule.
Consistency between different levels of schedules will be maintained by ensuring that
changes to subsequent levels of the schedule will be reflected in the higher levels of
the schedule.
The cost control programme is defined to a level that facilitates realistic control while
addressing the significant elements of the project which require control (i.e., cost and
performance, subcontract and material cost). Emphasis will be placed on monitoring
and controlling actual costs against detailed budgets in order to manage the risk of
increasing costs.
Budget Control
A Project Code of Accounts will be developed based on established corporate
standards as well as specific project requirements. The Project Code of Accounts
Revision 6 for the OG&C GBU will form the framework for the project budget. A
deviation request will be submitted for GBU approval, if required, to establish a new
(or modify an existing) Commodity Group to address a project specific needs.
The Project Team will review the proposal estimate/ target price and, based upon the
latest refinements in the Project Code of Accounts, Material Assignment Schedule
(MAS), and the Project Execution Plan, recast it as the Project Budget. The Project
Budget will be loaded into the ePCWorks Project Cost Budget Module and will be the
project baseline budget.
ePCWorks Budget Module Interface Diagram
Project Forecasts
A project forecast is a periodic reassessment of a project's scope, cost and schedule.
Project forecasting is an integral part of Bechtel's project control system. The extent
of the forecasting effort is dependent on project size, complexity, and scope.
Typically forecasts are completed annually or at key project milestones dependent
upon complexity of the project. Requirements and frequency of project forecasting
are specified in Volume 1 of the PEP.
The objective of the Project Forecast is to provide:
The best current evaluation of the total cost and schedule information
necessary to complete the project for the specified scope of work.
Determine critical items for management review and action
Provide a sound basis for future project control - the project forecast provides
a consistent baseline for the project team to measure the status of the project
relative to its budgeted goals.
Following a Forecast, the project team should be able to take appropriate
actions to maintain the most cost-effective methods for completing the
assigned scope.
For major forecasts the estimate will be compiled based on an established process
within Bechtels OG&C organisation utilising standard tools across all its business
offices. It will be structured with clear division of responsibility between project
partners and functions with close liaison between estimating, engineering disciplines
and procurement to ensure accurate interpretation of engineering requirements,
material quantities and an appropriate level of vendor support. The thorough review
process within Bechtel pays particular attention to engineering scope and quantities
on a discipline by discipline basis and this is followed by project, functional and
management reviews of the individual elements of the Estimate (Forecast).
An Estimate Plan will be developed at the start of the forecast schedule which will
clearly indicate a logical structure to the process for generating the estimate. The
plan will detail the quality level of inputs required from Engineering and other
departments providing data to the estimate to ensure the required accuracy is met
and their timely delivery in line with the overall schedule. The extent of vendor and
subcontract pricing support will also be determined and shown in the plan to achieve
this level of accuracy. The Estimate Plan is reviewed in detail by the Project
Management team and distributed widely to the project team and its key messages
reinforced during an estimate/ forecast kick-off meeting with the Project. A similar
work process is adopted for developing FEED estimates.
No Trend Cancelled
Bechtel / Client Project Potential Trend
Do not proceed with
Management approved?
trended work
Yes
No Trend Cancelled
Client Management Final approval & sign off? Do not proceed with
trended work
Yes
Budget Man-hours
Actual Manhours Manhours
Issue Status
Deliverable
and costs
Project Milestone Schedule Monthly Services
Financial Systems
(Level 0) Invoice
Project Summary Schedule Overall Progress
(Level 1) Overall S Curve Actual Manhours
& Costs
Master Schedule 90 day front end schedule
(Level 2)
HO Manpower schedules Manhour and Services Cost Budget Man-hours & Costs Services Man-hours & Costs
Engineering Services reporting
EPPR / Excel
for FEED, EP and CM
Engineering Procurement Services Deliverable Status Listing Progress Computation Weekly / Monthly phases
Level 3 Schedule (Primevera)
Commissioning Costs
Sub-Cont.1 Schedule
Level 4 / 5 schedules
Sub-Contractor Progress Approve Sub-Contractor Oracle 11i (Accounts
Computation / Invoices Progress Invoices Payable and General Ledger)
Commitments
Actual Costs
Scheduling deliverables
Sub-Contractor
Teamworks
Piping / Mech Qtys
Schedule Impact Project Trend Program
Reporting Trend Baseline
Civil / Structural Qtys
Setroute - Electrical /
Instrumentation Qty Trend development
Schedule Impact approved by Client (Change Orders) Trends approved by Client (Change Orders)
Work Process/ Inputs from other Systems/ Input Data Interchange/ Outputs to other Systems/ Output Data Interchange/
System/ Application
Task Applications Frequency / Remarks Applications Frequency/ Remarks
Progress Engineering Progress Level 3 Primavera schedules The Level 3 Primavera Updated Forecast dates in Forecast dates and
Measurement ePCWorks (EPP Module) provide the date envelopes schedule dates are used as EPPR provide input to intermediate milestone
for different deliverables in a guideline by Planning Planning Engineers for earnings in EPPR are
EPPR calculates physical the EPPR (Level 4) Engineers and Discipline updating Level 3 Primavera updated bi-weekly based on
progress for each of the Leads to set the baseline schedules hard-copy mark-ups by
deliverables according to a set of forecast dates for Discipline Leads and
weighted values allocated to each deliverables. transferred manually to
deliverable based on level of EPPR by EPPR
effort (man-hours). The actual Coordinators on a bi-weekly
progress of deliverables is basis.
determined by assessing the
present complete of each InfoWorks Actual issue Weekly Data transferred Export data to Excel for
deliverable in terms of earned status and dates for manually. development of progress
value against pre-determined deliverables used for curves etc.
control points. updating actual progress of
deliverables in the earned
value measurement system
Procurement Progress BPS Planned and Actual Weekly / Monthly Data can
dates against pre- be transferred electronically
Procurement progress is determined control points in for progress computation.
determined by using the detailed the life cycle of a Material Occasional manual
schedule information supplied by Requisition / Purchase Order intervention required for
the Bechtel Procurement System for Tagged items or Bulk checking and correction of
(BPS). commodities. MR / PO number mismatch
etc.
Cost Reporting FEED / EP CM Services Man- Approved Issue of EPPR/ Frequency of Timesheet Actual Man-hour expended Man-hour data is
hours and Costs CTRs will form the original systems typically coincide data by location / function / summarised and reported
budget for the reporting of with the payroll systems discipline for Engineering on a bi-weekly basis. Actual
man-hours and costs. depending on the country of performance computation in man-hours expended are
assignment. ePCWorks (EPP Module). loaded into ePCWorks EPP
module via an Excel batch
file.
Work Process/ Inputs from other Systems/ Input Data Interchange/ Outputs to other Systems/ Output Data Interchange/
System/ Application
Task Applications Frequency / Remarks Applications Frequency/ Remarks
Work Process/ Inputs from other Systems/ Input Data Interchange/ Outputs to other Systems/ Output Data Interchange/
System/ Application
Task Applications Frequency / Remarks Applications Frequency/ Remarks
Work Process/ Inputs from other Systems/ Input Data Interchange/ Outputs to other Systems/ Output Data Interchange/
System/ Application
Task Applications Frequency / Remarks Applications Frequency/ Remarks
vendors and construction sub-contractors so that latest data is available for overall
reporting.
Project Manager
Tabled below is a summary of support DOR between various IS&T functions, EPC Systems,
Home Office (HO) and Global Execution Centre (GEC) and functional super users.
Project Super-user/
Local Deployment
GBU Super-User/
CAD Coordinator
Project IT Lead
Global Support
Project IT / IM
Manager (HO)
Organisation
Operations
Support
(GEC )
UPM
Description
R - Responsible Responsible groups will deliver the services they are responsible for.
This will include helping to define the best solution for the project,
agreeing how and when it will be delivered.
C - Co-ordinate People who coordinate are responsible for identifying the requirements
and managing delivery of the services to the project. This includes
reporting and escalation of progress and issues.
A - Assist People who assist provide direction on requirements and actively support
the support and delivery groups.
The PITM shall create the following plans and documents as applicable for the type
of contract.
The Project Execution Plan (PEP). A summarized version of the
automation plan is an integral part of the PEP Volume 1. Not all details in the
automation plan are included in the project execution plan.
The Project Automation Plan: The main IT deliverable on the project that
incorporates the IT solutions and methodologies and the lists the deliverables
on the project. The Project Automation Plan is expected to be issued within
two months of the project award.
Discipline staffing plans and IT execution schedule It is important to
maintain an updated staffing plan at all times. Project staffing plan helps
PITM estimate the IT costs and helps IS&T schedule resources. The PITM
shall requests updated staffing plan from the Project Controls every quarter.
The PITM shall updated staffing plan in the IT current forecast or projection
budget.
IT Milestone/ implementation schedule The PITM shall develop and
maintain an updated project IT milestones plan. The IT milestones plan is the
IT commitment to deliver IT solution on the project.
Special Software requirements (Specialist Simulation, Client requested,
etc.) The PITM shall ensure that these are identified and documented as
appropriate.
Client access and security policy
Joint Venture Access and security policy In case the GEC is a JV or
subcontractor to Bechtel, a JV access and security policy is developed to
identify the access and security limitations to the JV personnel and JV office.
Information Management
Information Management (IM) is defined as the collection, validation,
packaging and transfer of all data and documents generated on an OG&C
project. This includes but is not limited to data, databases and documents
that are transferred internally between disciplines and functions as well as
data, databases and documents transferred between the EPC contractor,
partners, suppliers, subcontractors and clients.
If there is a requirement for IM on a project then a Project Information
Manager will be appointed to create an Information Automation Plan to
manage the Information Management component on the project.
The Project Information Manager is a member on the Project Management
Team and ensures engagement from all functions and disciplines as well as
to highlight issues and opportunities which can materially impact the
execution of the project.
Project Logs
CHANGE Log. The PITM will create an IT Change Control log at the start of
the project, and maintain it through the life of the project. This will be used to
manage the impact on cost to changes to the as sold contract
Risk Log. The PITM will create an IT Risk log at the start of the project, and
maintain it through the life of the project.
ISSUE Log. The PITM will create an IT Issue log at the start of the project,
and maintain it through the life of the project to track open issues to be
reviewed with the Project Manager on a weekly basis. This allows urgent
issues to be tracked and escalated.
Bechtel Standard Application (BSAP)
OG&C Bechtel Standard Applications Programs (latest versions). The
GBU implements a standard set of application tools across the world and
deviations from this standard must be approved by GBU senior management.
Bechtel will use its standard portfolio of integrated Bechtel standard
applications to support its standard work processes.
Implementation of these tools shall be reviewed and confirmed prior to use,
for example they may be subject to intellectual property restrictions when
used in partner/ 3rd party execution centres.
The PITM shall maintain a list of all BSAP applications and version used on
the project. The list is maintained either in the automation plan. The PITM
will ensure that any deviations will need to be approved and documented in
the project Automation plan.
Establish and create a BSAP Implementation Plan and Schedule. The
PITM will create a Project IT milestones plan which shall include a BSAP
implementation plan to estimate when each BSAP application will be
deployed on the project along with a list of BSAP super users and support
contacts.
Software Application Release Management/ Document
The PITM will ensure that the project will control and manage any changes to
the software portfolio to be used on the project. Software applications shall
not be deployed for production use in the OG&C GBU without first obtaining
the necessary approvals.
Management of Non-Standard Software
The PITM will ensure that the project complies with IDP Management of Non-
Standard Software. This procedure defines the management steps to be
followed for requisition, approval, acquisition, installation, retrieval, storage,
and reuse of non-standard software in the London Execution Unit.
OG&C PSN BSAP Certification Process
The PITM will ensure that the project complies with the OG&C PSN BSAP
Certification Process. The purpose of this document is to describe a standard
OG&C process for certification and approval of applications listed in the
OG&C application portfolio before they are deployed in PSN for OG&C
projects. The certification process consists of testing by the OG&C BSAP or
application owner to ensure that the application and its dependencies will
work in the PSN environment for OG&C.
Procedure for OG&C Data Integration
BSAP Integration diagrams (level 1, 2 and 3) The BSAP Integration
diagrams are developed in cooperation with PITM and discipline leads. The
integration diagrams are included as attachment in the automation plan or in
the Project Data Integration Plan.
Applications will be integrated in line with the standard OG&C integration
diagrams:
Level 1 Cross Functional
Level 2 Function/ Discipline
Level 3 Attribute
During the preparation of the automation plan, the PITM will develop of the
BSAP integration diagrams, by meeting with each discipline to discuss the
work process and integration with other disciplines.
Infrastructure (Voice and Data)
LAN/ WAN Network diagrams The PITM will develop an overall
telecommunication diagram to depict the LAN/WAN at each execution
location. The diagram is maintained in the automation plan.
10.5 Procedures
The IT Manager will deploy and ensure compliance with the applicable IS&T
procedures.
10.5.1 Security
The PITM will refer to the ISO 27001 Information Security Management System
(ISMS) Procedures.
11.1 General
Project Administration controls and disseminates information throughout the project.
This includes implementing the records management system (ROMS) for controlling,
maintaining, and retaining all project information, records, correspondence, and
documentation.
Project specific procedures have been prepared and will be implemented to create a
communication route that supports timely communication and also an accessible and
reliable records storage and recovery process.
11.2 Communication
Communication will be project specific and described in Volume 1 of the PEP which
includes:
The preferred communication modes available to the project team members
(both on and off project).
The necessity of contract adherence in operations and procedures and the
importance of confidentiality in project business matters.
Direction on letterhead usage, correspondence numbering, handling of
meeting notes, phone calls, e-mail, and the project master distribution
schedule.
The focal point for establishing and maintaining the electronic, hard copy, and
verbal interfaces developed to ensure effective and consistent record and
information sharing among project groups and with the customer.
Specify that Project Administration performs the official distribution of all
project information in accordance with established interfaces and lines of
communication protocol as outlined in the communication procedure.
Standards for using and controlling e-mail and the normal modes of contact
between parties.
Consideration to who can send what to outside contacts and what types of
information and commitments must be followed up with formal project
documentation.
State the means of transmitting written communications when urgent.
12.1 General
It is important to address project closeout at the beginning of the project. Customer
requirements must be established and communicated at the beginning of the project
to ensure proper planning and budget allocation to permit efficient and timely
closeout.
This section contains the OG&C GBU standard approach to job closeout.
To close a project, the following are examples of activities that must be completed:
Complete all work within scope.
Close all purchase orders and (sub)contracts (settle all claims/disputes)
Complete final billings
Receive and record all as-built information
Compile and transmit project history
Prepare and archive Bechtel-retained files
Prepare and transmit customer files
Prepare property asset records
Turn over as-built drawings to customer
Turn over customer training records
Transmit calculations to customer (if required)
Early in the EP phase of a project, at the same time the other Procurement
Procedures are being developed, the Procurement Project Close Out Plan shall also
be issued. The procedure details the process and procedures for closing out
Procurement activities and documents on the project. It is critical for this procedure
to be issued early so all Procurement team members are aware of the requirements
and can begin closeout with the issuance of the first RFQs and Purchase Orders by
filing the required documents in the correct format and correct location.
A sample checklist is included in the Corporate Purchasing Manual that aids in file
closeout. Due to the unique nature of many Bechtel Projects, the checklist should be
reviewed and tailored for the specific Project this project shall be no exception.
The checklist should become an integral part of the Procurement file as evidence that
the audit was performed. This activity should be completed on each file when Project
Procurement actions are over and the equipment is delivered and received without
exception.
Items typically covered in the Procurement Project Closeout Procedure include:
General topics:
Purchasing:
Approved Bidders list and/or sole source justification in InfoWorks
Confidentiality Agreement, if applicable, in InfoWorks
Restricted parties screening in InfoWorks
Purchase Memorandums in InfoWorks
RFQ / bid request letter in InfoWorks
Approved commercial bid tab in InfoWorks
Successful bid in InfoWorks
Credit review (if required) of successful bidder in InfoWorks
Approved technical bid tab in InfoWorks
Key Electronic Pre/Post-Award and internal correspondence in InfoWorks
Letter Of Award, Purchase Order, Purchase Order Revisions including Terms
and Conditions in InfoWorks
Signed acknowledgements of LOAs, P.O.s, P.O. Revs in InfoWorks
P.O. releases and supplier acknowledgments in InfoWorks
All ECARS complete, signed and in InfoWorks
Verify that last P.O. value matches the commitment value on BPS
Verify that outstanding P.O. Balances are reconciled and closed out properly
Verify that purchasing supplier performance is entered into BPS
Warranty Information and contacts have been communicated to jobsite
representatives.
Verify that any LDs, LOCs, or Performance Bonds are entered in the Project
Log
Confirm Purchasing Section of PO Closeout Checklist is complete and signed
Expediting:
Verify that all material has been received at the jobsite and MRR
Verify that all Data, Drawings & Documentation are completed
Verify that all invoices paid in full
Verify that all U,O,S & D's have been closed
Verify that all LOCs have been closed
Verify that a Release and Certificate of Final Payment has been issued and
received
Verify that all back charges have been implemented and closed
Verify that expediting Supplier performance is entered into BPS
Verify that all AEX reports are logged into InfoWorks
Verify that the BPS expediting module is clean and complete
Verify the SPD Database is updated for each PO
Supplier Quality:
Verify that all SQ reports are in InfoWorks
Verify that the SPD database is complete
12.4 Contracts
In the closing stages of the project Bechtels Contract Manager will initiate a Contract
Closeout Checklist and provide notification to Reliance that the work is complete and
ready for inspection.