CP-206-Management of Change - CoP PDF

Petroleum Development Oman L.L.C.
Document Title: Management of Change

Code of Practice
Document ID CP-206
Document Type Code of Practice
Security Unrestricted
Discipline Engineering and Operations
Owner Engineering & Operations Director - UEOD
Issue Date November 2011
Revision 1.0
This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any part of
this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted in any
form by any means (electronic, mechanical, reprographic recording or otherwise) without prior written
consent of the owner.
Revision: 1.0
Petroleum Development Oman LLC Effective Nov-11
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The controlled version of this CMF Document resides online in Livelink®. Printed copies are
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i Document Authorisation
Authorised For Issue – November 2011

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ii Revision History
The following is a brief summary of the 4 most recent revisions to this document. Details of
all revisions prior to these are held on file by the issuing department.
Revision Date Author Scope / Remarks
No.
1.0 Sep-11 Robin Norman UOP6 /

Allan Grieve (UOP)
st
A Jan-10 Robin Norman UOP6 1 Draft
iii Related Business Processes
Code Business Process (EPBM 4.0)

EP.65 Execute Operations Readiness & Assurance Activities
EP.72 72 Maintain & Assure Facilities Integrity
iv Related Corporate Management Frame Work (CMF)

Documents
The related CMF Documents can be retrieved from the CMF Business Control Portal.
Refer to Appendix 2

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Table of Contents
1 Introduction ............................................................................................................................. 7
1.1 Purpose ............................................................................................................................ 7
1.2 Objectives ......................................................................................................................... 7
1.3 Applicability ...................................................................................................................... 7
1.4 Document Implementation and Deviation ........................................................................ 7
1.5 Review and Improvement ................................................................................................ 8
2 Scope and Definitions ............................................................................................................. 9
2.1 Scope ............................................................................................................................... 9
2.2 Terms and Definitions for Change ................................................................................... 9
2.3 PDO Management of Change Procedures .................................................................... 11
2.3.1 Projects Phase ......................................................................................................... 11
2.3.2 Operations Phase .................................................................................................... 11
2.3.3 Abandonment Phase ............................................................................................... 12
2.3.4 Organisational Changes .......................................................................................... 12
3 Management of Change Process (MOC) ............................................................................. 13
3.1 Screen ............................................................................................................................ 13
3.2 Review............................................................................................................................ 13
3.3 Approve .......................................................................................................................... 14
3.4 Implement....................................................................................................................... 14
3.5 Close-Out ....................................................................................................................... 14
4 MOC Procedures .................................................................................................................. 15
4.1 Change Recognition ....................................................................................................... 15
4.1.1 Like-for-Like ............................................................................................................. 15
4.1.2 New for Old .............................................................................................................. 15
4.1.3 Upgrades ................................................................................................................. 15
4.1.4 Change to Design .................................................................................................... 15
4.1.5 Changes to Process Conditions .............................................................................. 15
4.1.6 Change to Material Specification ............................................................................. 15
4.1.7 Changes to Size ...................................................................................................... 15
4.1.8 Control Systems ...................................................................................................... 15
4.1.9 Instrumentation ........................................................................................................ 16
4.1.10 Changing Documents .............................................................................................. 16
4.2 Emergency Change ....................................................................................................... 16
5 Accountabilities and Responsibilities .................................................................................... 17
6 Audit and Review of MOC Process ...................................................................................... 19
6.1 HSE MS Audit ................................................................................................................ 19
6.2 Operational Excellence Internal and External Reviews ................................................. 19

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6.3 Asset MOC Assurance Plan .......................................................................................... 19

7 MOC Performance Monitoring .............................................................................................. 21
7.1 MOC Key Performance Indicators ................................................................................. 21
7.2 MOC Process Indicators ................................................................................................ 21
Appendix 1 – Change Management Recognition Tables ............................................................ 22
Appendix 2 – Documents Referenced in CoP ............................................................................. 27
Appendix 3 – Abbreviations ......................................................................................................... 28

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1 Introduction
Analysis of world-wide oil incidents over a three year period indicated that 50% of
incidents were attributable to failures in Management of Change (MOC). 50% of those
MOC failures, i.e. 25% of total, were due to weaknesses in organisational change
related to HSE critical activities. The documented direct and underlying cause of many
incidents, accidents and injuries in oil and gas industries is failure to properly recognise
and/or manage change. This has been a frequent finding of incident investigations. The
impact on safety and Asset Integrity from MOC related incidents is clear.
The indirect impact on production and ultimately economic field life is also significant.
Poor MOC played a large role in major world-wide incidents such as Flixborough
Chemical Plant in the UK in 1974 and Chernobyl in USSR in 1986. Apart from impact
on human life, incidents like this halted production, in some cases permanently, and
cost the business dearly. The change in specification for an O-Ring on the Space
Shuttle Challenger had huge repercussions on the USA Space Shuttle programme.
These worldwide well known incidents are infrequent but most companies, if
questioned, could cite local MOC incidents within the last 2 years that have adversely
impacted their business objectives.
It will be the responsibility of each Directorate and / or Asset to appoint an MOC
Focal Point who will be responsible for implementation of the MOC for that
directorate and / or Asset in accordance with this Code of Practice.
1.1 Purpose
The purpose of this Code of Practice (CoP) is to define PDO’s minimum requirements
for effectively managing all permanent or temporary changes to organisation, critical
staff positions, equipment, plant, materials, standards or procedures and changes
associated with laws and regulations of Oman associated with the activities of PDO and
its Contractors.
1.2 Objectives
The objectives of the Management of Change (MOC) Process will be to ensure
changes to organisational, safety and business which affect the overall operations of
PDO are managed, recorded and implemented correctly, and that no changes are
implemented which have not been assessed and approved.
1.3 Applicability
This Code of Practice will be applicable to all Business Elements within PDO and its
approved Contractors.
1.4 Document Implementation and Deviation

Section 5 identifies the Accountabilities and Responsibilities for implementation of the
requirements of the Code of Practice.
This Code of Practice is Mandatory and deviations shall not be allowed. The
Specification and Procedures covered by this Code of Practice will also be mandatory
but may allow deviation provided it is Registered, Risk Assessed and Authorised by the
appropriate Technical Authority level.

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1.5 Review and Improvement

This Code of Practice is owned by the Engineering and Operations Functional Director
(UEOD) and shall be reviewed and updated on a regular basis (minimum every 3
years).
The Functional Production Manager (UOP) shall be the Custodian and is responsible
for the content and upkeep of the Code of Practice. Feedback and change requests
shall be addressed to the Functional Production Manager or his delegate. Approved
changes shall be incorporated immediately or at the next scheduled update depending
on criticality.

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2 Scope and Definitions

2.1 Scope
This Code of Practice will identify standards, procedures and practices that require to
be complied with to ensure the effective management of changes that come within its
scope to ensure consistent management practices.
Change will not only cover the planned modification of a facility or an organisation.
Physical and organisational changes can occur over time without immediate
recognition.
To manage the change effectively clearly defined approval paths based on risk will be
implemented.
2.2 Terms and Definitions for Change

Principle terms and definitions used in the industry for change are covered in Table 1.
PDO use some, but not all, of the terms below. Terms used are indicated by the use of
italics.
Table 1 – Definitions of Change
Term Definition
A change is an action to alter the current state or an
activity that modifies the function of any item. It may
Change
cover, but is not limited to, alterations to a procedure,
standard, production process, hardware or organisation.
Management of Change (MOC) is the auditable process
Management of
to identify, assess, mitigate and approve change related
Change
risk prior to the change taking place.
Permanent Change is an alteration to the current state
Permanent Change where it is not envisaged that there will be a return to the
pre-change state.
Temporary Change is not intended to replace the pre-
change situation beyond a specific period. Temporary
change will either be restored to original status or will
lead to a permanent change. Temporary change is not
Temporary Change
expected to be valid for more than 12 months but there is
recognition that there may be specific operational
constraints, which require the temp change to have a
longer life.
Recurring change is a change of a specific type and
tightly defined scope, which is done repetitively over
Recurring Change time, for which an asset may introduce recurring change
procedures e.g. installation of temporary generators or
air compressors.
A change brought about as a direct result of the approval
and authorisation of a (primary) change, e.g. the need to
Secondary Change update the skills and competencies of staff after the
introduction of new equipment, which was brought in as a
(hardware) change.
Plant Change See Hardware Change

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A deviation is an approved non-compliance with

Deviation or Waiver requirements of a procedure, (engineering) standard or
specification.
Process Change is a change to hardware/equipment,
process control or process conditions. It includes
Process Change
Hardware Changes, Process Control Changes and
Process Condition Changes
Hardware Change is a change to facilities such as
processing units, utilities units, storage facilities or the
site-ing of buildings that have Process Safety
Hardware Change significance. This is referred to around the world by
different names, including plant change, facility change,
engineering modification. All hardware changes are
actioned through the Engineering Modification Process.
Process control change is a change to the configuration
Process Control of a process control system. Examples include changes
Change to alarm settings, IPF settings, controller performance
parameters and loop configuration.
Process condition change is a revision to operating
parameters. These parameters include changes in
Process Condition
feedstock’s, process materials, specifications and
Change
operating window (flow rates, pressures, temperatures
and levels).
Procedural change is a change to Production
Engineering procedures, manuals, guides and work
Procedural Change instructions which detail the way work is executed.
Changes to grammar, syntax and format are not included
and do not require MOC.
Organisational change is a change to organisation
Organisational structure, number of positions, or allocation of roles to
Change positions, e.g. a change, which results in the transfer of
critical HSE activities from one role to another.
It can be seen from the Table above that there are many types of change that can and
do occur over the lifecycle of an Operational Asset. All types of change that occur in
PDO are managed by mandatory procedures that require to be complied with.

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2.3 PDO Management of Change Specifications, Procedures and

Guidelines
The following Tables list the mandatory Management of Change Procedures currently in
force in PDO for Project, Operational and Abandonment phases and for organisation.
2.3.1 Projects Phase

Proc. No. Title Purpose
PR-1153 Field Trouble Reporting Contains the governance to manage
changes proposed during the
construction and installation phases of
Projects. Ensures changes are screened,
reviewed and authorised to maintain the
Safety and Design Integrity of the plant /
facility.
PR-1247 Project Change Control & Contains the governance to manage
Standards Variance project changes & standards variances to
ensure the maintenance of Design
Integrity.
SP-2047 Preparation & Content of Contains control information for the
Engineering Drawings management of Project Drawings.
SP-2065 Document Management for Defines the requirements for Document
Projects Management for project teams while
carrying out engineering project activities.
GU-556 Guideline for Vendor Management of Vendor Documentation
Project Document during Projects.
Deliverables
SP-1131 Handover and As-built Project Engineering specification for
Documentation handover deliverables and as-built
documents.
2.3.2 Operations Phase

PR-1001a Facilities Change Proposal Provides the governance to manage
permanent engineering and operational
changes.
PR-1001c Temporary Override of Provides the governance to manage and
Safeguarding System control the application of temporary
Procedure overrides on safeguarding systems to
ensure integrity is not compromised.
PR-1001e Operations Procedure Provides the governance to manage
Temporary Variance deviations for mandatory procedures
during operational, maintenance and
shutdown activities.
PR-1528 Z6 Notification Manages changes to SAP Master Data.
PR-1344 Asset and Activity Manages Asset Register Changes
Registration Functional location hierarchy.

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PR-1005 Maintenance And Manages maintenance and inspection
Inspection Activity schedule changes.
Variance Control
Procedure
PR-1010 Pipeline Derating Defines processes required to derate a
Procedures pipeline in a controlled and safe manner.
PR-1961 Process Leak Management Manages Leaks plus temporary repairs.
GU-379 Pipeline Emergency Repair Manages and controls Pipeline
Manual emergency repairs.
SP-2120 Specification for Change Specification for Change Management,
Management and Control of Overrides and Variance from
Operations Variance Procedures.
SP-1221 Well Suspension and Well Engineering specification for
Abandonment suspension and abandonment of wells
Reference can also be made to:
SP-2061 Technical Authority (TA) Documents TA system and authorities.
System
PR-1960 Control of Portable Manages and controls Portable
Equipment Equipment.
2.3.3 Abandonment Phase

PR-1164 Fixed Asset Abandonment Detail actions required for the correct
Procedure. disposal / abandonment of Fixed Assets,
and identify the parties involved in
approval and authorisation process.
PR-1419 Abandonment and Management of abandonment and
Restoration Procedure. restoration processes.
2.3.4 Organisational Changes

PR-1088 Organisational and Staff Control of changes to organisation and /
Changes Process Control or staff moves affecting Engineering and
Operations parented staff.
Reference can also be made to:
CP-177 Overseas Assignment CoP Proposal and selection of Omanis for
short and normal duration overseas
assignments.
PR-1029 Competence Assessment Procedure for Competence Assurance
and Assurance and Assessment, EDMPS, CBD and
Process Safety compliance.

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3 Management of Change Process (MOC)

Each Permanent Management of Change Procedure within PDO will comprise five key
steps; Screen, Review, Approve, Implement, and Close.
1. SCREEN 2. REVIEW
Proposed Define Proposed Evaluate Proposed
Change Change Change
3. APPROVE 4. IMPLEMENT
Authorise Change Build the Change,
Or Document,
Communicate and
REJECT Train.
5. CLOSE-OUT Start Up
Close out and archive
records.
Change
3.1 Screen
The ‘Screen’ process will ensure the proposed change:
- justified and necessary;
- meets the criteria for being considered under the MOC process, and;
- has sufficient detail to enable the reviewers to fully understand the purpose,
scope and context of the change.
IMPORTANT: MOC shall not be used as a tool to test out ideas and theories within the
area and asset.
3.2 Review
The ‘Review’ process will ensure the proposed change:
- is evaluated;
- is risk assessed;
- issues involving the proposed change are identified and documented;
- correct approval level is identified.

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3.3 Approve / Reject

The ‘Approve’ process will ensure the proposed change:
- is authorised for implementation at the correct level;
- endorsed if required.
Or
The ‘Reject’ process will ensure that the rejection:-
- The reasons for rejection are recorded
- the originator is informed
3.4 Implement
The ‘Implement’ process will ensure the proposed change:
- is documented;
- is registered;
- is planned;
- is communicated;
- has required training identified;
- has been reviewed for readiness before start-up.
3.5 Close-Out
The ‘Close’ process will ensure the proposed change:
- has all documentation completed;
- has suitably trained personnel;
- has been communicated effectively within the organisation.

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4 MOC Procedures
4.1 Change Recognition
The need for a change can be identified by anyone in the organisation.
The proposed change must be reviewed according to the correct procedure and a
decision to be made on whether MOC is required or not.
IMPORTANT NOTE: It is mandatory that HSE critical positions know how to
recognise requirement and know how to initiate the MOC process.
4.1.1 Like-for-Like
A change that results in a component, item, length of pipework etc, being replaced by
another that is the same is termed a ‘like-for-like’ change and does not require an MOC
to be raised.
4.1.2 New for Old

Changes that require new for old being installed will not require an MOC provided they
fulfil the criteria in 4.1.1. If there are any differences i.e. size, material, design then an
MOC will be raised.
4.1.3 Upgrades
In line with 4.1.1 and 4.1.2 above ‘upgrades’ that meet this criterion will not require an
MOC. However if the implementation of the upgrade requires changes to configurations
either structural or mode of operation will require an MOC to be raised.
4.1.4 Change to Design

A change in design that improves performance, operability or layout will require an
MOC to be raised.
4.1.5 Changes to Process Conditions

Changes to the process conditions i.e. elevated temperatures and pressures, re-
classification from sweet to sour conditions, waxing etc, will require an MOC to be
raised.
4.1.6 Change to Material Specification

Changes in material specification for systems, equipment, components etc, will require
an MOC to be raised.
4.1.7 Changes to Size

Changes to size i.e. pipework diameter, cable thickness, pump or compressor capacity,
valves CV etc will require an MOC to be raised.
4.1.8 Control Systems

Any changes to control systems apart from tuning and algorithms will require an MOC
to be raised.

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4.1.9 Instrumentation
In line with 4.1.1 and 4.1.2 above ‘instrument’ that meet this criteria will not require an
MOC. All other changes will require an MOC to be raised.
4.1.10 Changing Documents

In general changes to documentation which affects the intent of the document will
require an MOC to be raised.
More information on Change Recognition can be found in the Table located in Appendix
1
4.2 Emergency Change

Under exceptional circumstances “emergency change” may be required, whereby the
change has to be made before the full MOC process / procedure can be followed and
documented.
As stated this manner of change requires to be limited to “exceptional circumstances”
where the time constraint is such that the MOC cannot be fully complied with as the
Risk Assessment of not implementing the change is High (People / Asset / Environment
/ Reputation) i.e. severe impact to environment or asset integrity.
Governance
Identify Screen Review Approve Implement Close out Look back
Risk Assess Reject
Basic
implementation
Asset Manager
Emergency Change in place
Authorisation
Figure 1 - Simplified Emergency MOC Process
The relevant MOC procedure will still be followed, however, it must be a timely and
pragmatic approach that has a fit for purpose risk assessment, which is carried out by
available on-call personnel, but not necessarily documented before the change is
realised.
The process for an emergency MOC needs to be accelerated by engaging the right
people, documenting conversations and decisions before the change is implemented.
The official documentation of the MOC can be completed ASAP. The organisation has
the accountability to handle any emergency by first securing the situation and making
things safe. It should, however, not make changes to the process as a result of the
emergency, whether the change is temporary or permanent, without going through the
MOC process. It is important to get production back on line but it has to be done
under controlled conditions.

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5 Accountabilities and Responsibilities

Accountabilities and responsibilities are discharged by designated staff as defined in
Table 1.
Table 1 – Accountabilities and Responsibilities
Role Accountabilities and responsibilities
 Implementing MOC related to safety critical activities within his asset

 Appointing an MOC Process Owner.
 Ensure the Asset executes the MOC assurance plan.
Operations  Verifying the effectiveness of the MOC system of the asset using a
Manager / tiered approach ranging from daily monitoring to less frequent self-
Project assessments.
Manager / Well  Make the effectiveness of the MOC system and the MOC verification
Engineering process part of each independent HSE MS audit.
Manager
 Ensure that formal management of change procedures are followed to
authorise modifications or deviations that may impact AI-PS.
 Ensure that data, drawings and documentation critical to AI-PS are
defined, available and maintained as-built.
 Provide resources (in terms of time, money and competent staff)
Asset Directors needed for the implementation of the AI-PSM standards, which include
the formal management of change procedures for modifications and
deviations that may impact AI-PS.
 Establish and implement a functioning MOC process on behalf of OU
and asset management.
 Establish and maintain documented (OU wide) MOC procedures to
cover permanent, temporary and emergency change (for OU MOC
policy scope of application) to ensure coverage, consistency, quality.
 Fulfil the role of document owner for MOC procedure Group Records
Management requirement.
 Agree asset MOC approval authorities (based on DCAF requirements
where applicable) for Owner and Approver roles.
MOC Process  Establish OU wide generic MOC assurance plan requirements and
Owner collate at OU level MOC KPIs and status against MOC related audit
and OE review findings.
 Set competency requirements for MOC roles and the composition of
MOC Decision Teams supporting the MOC process; assure individuals
appointed meet the competencies required.
 Develop and provide related training material to meet competence
requirements.
 Appoint MOC competent individuals to specified roles.
 Demonstrate that staffs in HSE critical positions know how to recognise
the changes covered by the HSE CF and know how to initiate the MOC
process.
 Support others in identifying whether formal MOC is required for the
change, which procedure is required to be followed and how to get
started.
 Understand the status of MOCs for that location and expedite the MOC
Subject Matter process when MOCs are found to be “stuck” and not progressing
Expert (SME) through the process as expected.
 Maintain the location MOC register of changes.
 Know the status of all live MOC Requests relating to that field location
 Provide field location status reports to asset management and MOC
Process Owner.
 Ensure quality auditable close out of field related MOCs in the register.
MOC Decision  Agree the need and priority for the MOC Request and to approve the
Team detailed implementation of the change having considered the benefit
against the mitigated risk.

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Role Accountabilities and responsibilities
 Accountable for checking or confirming readiness checks have been

MOC Request carried out and they authorise the change to 'go live'. This person(s) is
Owner normally the person accountable for the operation, maintenance,
surveillance or modification of the equipment, system or process.
 These are experts in the field of the MOC Request. They should be fully
Reviewers
involved in the risk assessment of the requested change.

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6 Audit and Review of MOC Process

The effectiveness of the MOC system within an asset shall be verified using a tiered
approach ranging from daily monitoring to less frequent self assessments. The
effectiveness of the MOC system and the verification process shall form part of each
Independent HSE Management System audit.
Each Asset should establish an MOC assurance plan, which covers the full scope of
application of system. The same assurance activities should be carried out for all types
of MOC across the asset; for either Permanent or Temporary Change. The assurance
plan is part of a cascading chain of actions that are shown in Figure 2.
HSSE MS Audit
External OE Review Blade 13 MOC
Internal OE Review Blade 13 MOC
OU MOC Assurance Plan
MOC KPIs
MOC Process Indicators
Figure 2 - Assurance Plan In A Cascade of Asset Assurance Activities

For clarity: if, for example, some forms of Temporary Change are registered and
monitored through Field Status Report (FSR) they are still regarded as MOC and must
be included in the assurance plan activities.
HSE MS Audit and Operational Excellence (OE) Review teams should include
independent reviewers/auditors i.e. MOC competent auditors/reviewers from outside the
Asset being reviewed. Findings from the HSE MS Audit and against MOC related
Production Engineering Minimum Requirements, which incorporate all HSE CF and AI-
PSM mandatory requirements, shall be recorded in Fountain.
6.1 HSE MS Audit

Terms of Reference for HSE MS audits shall include the requirement to review the
effectiveness of the MOC system and associated verification, applicable to mandatory
scope of application. These audits are planned through the Shell Internal Audit
planning process.
6.2 Operational Excellence Internal and External Reviews

Six yearly external and three yearly internal OE Reviews for each Asset must include
the requirement to include assessment of Element 13 - Management of Change.
Compliance of a Corporate MOC process and procedures will be reviewed as part of
this assessment. More detailed sampling as part of the OE Review process will check
compliance to the requirements of the Corporate and/or Asset’s MOC procedures.
6.3 Asset MOC Assurance Plan

The MOC Process Owner is responsible for developing and implementing the Asset
MOC assurance plan. Each Asset will have its own MOC plan, which mirrors the
generic Asset MOC assurance plan activities. The plan will be endorsed by the

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Operations Manager, who will be the accountable body for MOC within the Asset. This
Assurance Plan will include:
 review of the integrity of the MOC process;
 confirmation of change management procedure compliance to the MOC
process steps, where required;
 sample checking of compliance with procedural steps, including:
o audit trail from initiation to close out and archive;
o references to documented risk analysis outcomes;
o references to risk mitigation actions and associated verification;
o close out of Secondary Changes required as result of primary change,
e.g. update of CMMS master data, updated competence requirements
as result of a hardware change;
o confirmation that where requested a Post Implementation Review (PIR)
has been carried out and the learning disseminated;
 creation and subsequent monitoring of generic MOC KPIs for use by all Assets,
which can be rolled up from facility to Asset level;
 Creation and subsequent monitoring of generic MOC process indicators, which
can be rolled up from facility to Asset level.

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7 MOC Performance Monitoring

7.1 MOC Key Performance Indicators
KPIs reflecting the performance of the Asset MOC process and procedures must be
established and should be reviewed monthly by the Operations Manager as part of the
monthly Business Performance Review exercise.
The Operations Manager should use the findings from the assurance activities and the
KPI results to drive compliance by demonstrating active interest in the process and
making business decisions based on the indicators, e.g. prioritisation of MOC, matching
resources supply to MOC demand.
MOC KPIs to be reviewed monthly include:
 Temporary MOCs that will exceeded the stipulated approval duration within one
month;
 Temporary MOCs that have exceeded the stipulated approval duration;
 Temporary MOC in place for longer than 12 months;
 Number of active MOC Requests (i.e. between Concept Approval and
Authorisation process steps) against risk criticality;
 Number and duration (time) of active operational alarm inhibits;
 Number and duration (time) of active operational trip overrides;
 Number of MOC Requests awaiting close out i.e. from Authorisation to Close
Out process steps;
 Average number of days between Concept Approval and Close Out process
steps for Process Changes;
 Number of organisational changes being worked;
 Number of organisational changes being worked that are following MOC.
Whilst there is no direct KPI to monitor any change derived from variations to the
organisation there should be a standing item within the Asset Functional and
Leadership Team meetings that 'flags' any relevant organisational changes to the MOC
Process Owner, which would initiate the Organisational MOC. The same forum will act
as the MOC Decision Team in the subsequent MOC process.
7.2 MOC Process Indicators

Generic MOC process indicators will be developed by the Asset MOC Process Owner
and applied to the Asset. These indicators monitor the process of MOC Requests
through the MOC procedures and allow Assets to identify and rectify MOC process
bottlenecks. These should be reviewed weekly by the Owner of the specific change
procedure, e.g. engineering modification team leader in an Asset will review the process
indicators within the engineering modification process etc.
These indicators will include the number of MOC Requests:
 at each stage of the MOC process;
 against risk criticality – the risk of not executing the change;
 at each stage of the MOC process against the individual currently working the
MOC;
 Stationary at specific MOC process steps for a significant period of time, which
will be defined by MOC Process owner for each MOC type and scope.

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Appendix 1 – Change Management Recognition Tables

Recognition Table
The recognition table details some of the common changes by type and provides information on
the need for a MOC process for that change. This table cannot be comprehensive, and is
intended for guidance only.
Refer also to Section 4.1 – Change Recognition
Items Covered Changes Not Requiring MOC Changes Requiring MOC
Valves  Change in valve brand that still meets  Changes in Type (i.e. gate to globe).
design specification.
 Changes in material (i.e. CS to SS).
 Replacing packing with the same
 Changes in rating (i.e. 150# to 300#).
type.
 Changes in size.
 Change in packing type.
 Adding any valve (for example adding
an additional valve downstream of a
leaking bleeder).
Piping and  Using current materials as noted  Any addition or change to the
Flanges in accurate piping specifications P&ID.
(for example, previous spec. “A”
used Garlock gaskets – updated  Change in size.
spec. “A” uses Flexitallic.  Change in piping schedule.
 Rerouting heat tracing (steam or  Change in material.
electric) on a line, valve or fitting.
 Change in flange rating.
 Lines involved with a project
(covered by the project’s MOC).  Change in type or finish of flange
facing.
 Adding heat tracing to a line
(steam or electric).
 All hot taps and stopples.
 All emergency piping clamps and
or leak sealing devices.
 Temporary piping that is installed
and used while the plant is
running.
 All new lines, including bleeders
& vents.
 Adding insulation or changing
type or thickness.
 Changing coating type.

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Pumps and  OEM parts that meet design  Any change in material.
Compressors specs.
 Change in flange rating, size, or
 Modifications to foundation to facing.
upgrade to standards.
 Change in flow or head capacity.
 Change in type of seals or
material used in seals.
 Change in packing material
 Change in impeller size.
 Change in coupling style.
 Change in a component (i.e.
pulsation dampener, scrubber,
cooler, etc).
 Modifications to lubrication / Oil
system.
 Modifications to foundation
outside of design standards.
Turbines,  Changing the brand for a motor to  Change in materials (including
Reciprocating an approved one. dynamic internals).
Steam Drivers
and Motors  Changes in carbon rings on  Flange rating, size and facing
turbines. changes in turbines and steam
drivers.
 Change in flow or head capacity.
 Change in a turbine’s nozzle size.
 Change in electrical classification.
 Changes in electrical rating.
 Changes in lubrication system.
Pressure  Replacing corroded heads or  Adding nozzles.
Vessels plates with identical material.
 Stress relieving an existing
 Replacing weld overlays on process vessel.
corroded surfaces with the same
metallurgy.  Rerating for higher or lower
pressures or temperatures.
 Cleaning or replacement to
restore to design specs.  Modifying internals.
 Replacement with identical  Modifying pressure containing

vessel. components during turnaround
(for example, different metallurgy
for clad or weld overlay).
 Adding or modifying internal
coating.

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Shell & Tube  Replacing the tube bundle with an  Changing baffle arrangement.
Heat identical design.
Exchangers  Changing TEMA classification in
 Adding a weld overlay of like any way.
metallurgy to a corroded surface.
 Changing the materials.
 Cleaning or replacement to
restore to like new condition.  Changing to finned tubes.
 Replacing auxiliary heater/cooler  Stress relieving an existing

with a comparable model. process vessel.
 Rerating for higher or lower
 Cladding overlays on the shell.
 Changing pass flow arrangement.
 Addition, removal, or modification
of internal refractory or external
insulation.
Air Cooled  Adjusting fan blade pitch.  Changing tube materials or type.
Exchangers
 Rerating for higher or lower
Fired Heaters  Adjusting firing rates within defined  Changing tube metallurgy, size,
operating limits. thickness, or studding.
 Changing tube support metallurgy
or spacing.
 Changing the number of tubes.
 Changing the burner model or tip
model.
 Changing the maximum heater
firing rate.
 Change pass configuration.
 Changing refractory type.
Chemicals  Changing chemical addition rates  Replacing chemicals with a different
within the defined operating limits. chemical composition or brand.
 Changing the technology associated
with a chemical.
 Adding a new chemical to the
process.
 Changing a chemical injection point.

Safety  Replacing safety equipment with  Adding or changing fixed safety
Equipment similar equipment with an equipment (for example H2S
identical function detectors, fire monitors).

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Control  Tuning changes.  Changing DCS control strategies.
Systems
 Algorithm changes.  Changing DCS firmware or ROM.
 Changing DCS alarm points to
shutdowns.
 Changing PLC logic affecting
operator interface.
 Changing PLC firmware.
 Changing shutdown systems.
 New Advanced control strategies.
Relief Systems  Using an approved temporary or  Leaving a relief valve locked closed
emergency procedure to operate for testing.
during PRD removal for  Adding an additional relief valve.
maintenance.
 Changes (up or down) of a relief
valve setting.
Instrumentation  Changing to an instrument with  Changing the range of an instrument.
the same range.
 Changing a multiplier.
 Changing from a coupled to a  Changing sensing element or
remote mount. controller type.
 Changing the measurement units.
 Significant transmitter model changes
(for example analogue to smart).
 Changing body types.
 Changing the control valve capacity,
characteristics, or metallurgy.
 Changing the length of thermowells in
critical service.
 Disconnecting instrument air from a
control valve to make it inoperable.
 A change in the operational software
that can affect plant operations,
including computer control schemes.
Electrical  Replacing switchgear with an  Single line drawing changes.
Distribution identical model.
Uninterruptible  Replacing components with  Adding a permanent new load.
Power Supplies identical function.
& Emergency
Backup
Systems
Building or  Replacing components with  Change or addition to a pressurised
Cabinet Purge identical models. system.
and
Pressurization
Systems

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 Organisational  Movement of an individual in a  Changes to the responsibilities or
different job position for very short activities of an existing job role,
period (less than shift duration). including movement of activities from
.and approved by line authority one job role to another
 Movement of an individual with HSE
 Movement of individual, or and/or production critical
individuals, without HSE or responsibilities to a different job
Production critical responsibility to position.
a different job position.
 Changes to the organisational
 The establishment of a new job structure, including the addition or
role within a chartered team for a reduction of the number of employees
specific 'one off' task or function in a job position or group.
that will not be repeated.  More field based HSE critical role
stand-ins with no specific site
knowledge than defined for specific
facility.
Procedural  Changing pressures, temperatures,  Changes to procedures affecting
or flow within the defined operating way work executed.
limits.
 Changes to manuals affecting
 Using an approved temporary way work executed.
operating procedure (including start-
up and shutdown).  Changes to standards affecting
way work executed.
 Changes to work instructions
affecting way work executed.
 Change in defined operating
limits.
 Test runs.
 Resetting alarm limits.
 Any new method of configuring
the plant.
 All new bypasses, including
stopples.
 Change in operational software.
 Change in computer control
schemes changing process
control strategy (for example,
reconfiguring control loops).
 Locking closed a pressure relief
device.
 Change in End of Field Life or
Cessation of Production dates.
 Operational Alarm Inhibits.
 Operational Trip Overrides.

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Appendix 2 – Documents Referenced in CoP

The following PDO Documents will reference the Management of Change Process detailed
in this Code of Practice.
Code of Practice
CP-177 Overseas Assignment CoP
Specifications
SP-1131 Handover and As-built Documentation

SP-1221 Well Suspension and Abandonment
SP-2047 Preparation & Content of Engineering Drawings
SP-2061 Technical Authority System
SP-2065 Document Management for Projects
SP-2120 Specification for Change Management and Operations
Variance
Procedures
PR-1001a Facilities Change Proposal

PR-1001c Temporary Override of Safeguarding System Procedure
PR-1001e Operations Procedure Temporary Variance
PR-1005 Maintenance and Inspection Activity Variance Control
Procedure
PR-1010 Pipeline Derating Procedures
PR-1029 Competence Assessment and Assurance
PR-1088 Organisational and Staff Changes Process Control
PR-1153 Field Trouble Reporting
PR-1164 Fixed Asset Abandonment Procedure
PR-1247 Project Change Control & Standards Variance
PR-1344 Asset and Activity Registration
PR-1419 Abandonment and Restoration Procedure
PR-1528 Z6 Notification
PR-1960 Control of Portable Equipment
PR-1961 Process Leak Management
Guidelines
GU-379 Pipeline Emergency Repair Manual

GU-556 Guideline for Vendor Project Document Deliverables

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Appendix 3 – Abbreviations
AI-PS Asset Integrity – Process Safety
ASAP As Soon As Possible
CoP Code of Practice
Cv or CV Flow coefficient or flow capacity rating of valve
DCAF Discipline Controls and Assurance Framework
FSR Field Status Report
HSE Health Safety and Environment
HSE MS Health Safety and Environment – Management System

KPI Key Performance Indicator
MOC Management of Change
OE Operations Excellence
OU Operating Unit
TA Technical Authority

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Petroleum Development Oman L.L.C.

Document Title: Management of Change

Document Type Code of Practice

Discipline Engineering and Operations

Owner Engineering & Operations Director - UEOD

Issue Date November 2011

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1.0 Sep-11 Robin Norman UOP6 /

iii Related Business Processes

Code Business Process (EPBM 4.0)

EP.72 72 Maintain & Assure Facilities Integrity

iv Related Corporate Management Frame Work (CMF)

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6.3 Asset MOC Assurance Plan .......................................................................................... 19

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1.4 Document Implementation and Deviation

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1.5 Review and Improvement

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2 Scope and Definitions

2.2 Terms and Definitions for Change

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A deviation is an approved non-compliance with

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2.3 PDO Management of Change Specifications, Procedures and

2.3.1 Projects Phase

2.3.2 Operations Phase

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Proc. No. Title Purpose

2.3.3 Abandonment Phase

2.3.4 Organisational Changes

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3 Management of Change Process (MOC)

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3.3 Approve / Reject

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4.1.2 New for Old

4.1.4 Change to Design

4.1.5 Changes to Process Conditions

4.1.6 Change to Material Specification

4.1.7 Changes to Size

4.1.8 Control Systems

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4.1.10 Changing Documents

4.2 Emergency Change

Identify Screen Review Approve Implement Close out Look back

Risk Assess Reject

Figure 1 - Simplified Emergency MOC Process

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5 Accountabilities and Responsibilities

 Implementing MOC related to safety critical activities within his asset

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Role Accountabilities and responsibilities

 Accountable for checking or confirming readiness checks have been

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6 Audit and Review of MOC Process

External OE Review Blade 13 MOC

Internal OE Review Blade 13 MOC

OU MOC Assurance Plan

MOC Process Indicators