Process Flow Map

JSTEPS

SM

Macro Phase Map - Chemical Process Industry (CPI) PHASE

OBJECTIVES

KEY ACTIVITIES

PHASE OVERLAPS

PHASE 1 OPPORTUNITY ANALYSIS

PHASE 2 CONCEPTUAL DESIGN

PHASE 3 PROJECT DEFINITION

PHASE 4 DETAILED DESIGN / PROCUREMENT

Identify potentially beneficial business opportunity and perform initial analysis, scoping and Order of Magnitude Estimate to determine whether opportunity is worth further investigation.

Select best of identified project approaches, analyze concept(s) and prepare Study Cost Estimate, to confirm project viability.

Finalize technology, project objectives, process and design scope definition, major equipment pricing and Project Execution Plan to support a Budget Cost Estimate and funding request.

Manage, coordinate and perform design activities and equipment procurement necessary for procurement, construction, commissioning and startup.

PHASE 5 CONSTRUCTION

PHASE 6 START-UP

Mobilize and manage the construction forces and perform other activities including procurement necessary to construct the facility in accordance with the construction documents.

PHASE 7 CLOSEOUT

Perform commissioning and operating activities required to achieve design performance levels.

Perform regulatory, contractual, archival and Jacobs required activities to close the project in an orderly fashion.

Ongoing activities: Progress Reports, Client Expectations, CSIPS, Client Surveys, Quality Audits and Measurements, Cost and Schedule Control, TIC Trending, Execution & Reporting of Jacobs VEPS/Innovation, Jacobs Value Plus, Lessons Learned 1. 2. 3. 4. 5.

Identify business opportunity Assess market Identify and evaluate options Obtain key supplier input Analyze risk and impacts (sociological, technological, economic, political, environmental) 6. Initiate Project Execution Strategy 7. Identify Gate Keeper

1. Select team and align to project objectives 2. Confirm preferred concepts, Design Basis and scope with client 3. Complete alternative analyses and testing studies 4. Develop concept(s) into preliminary scope documents 5. Identify regulatory and permitting requirements 6. Initiate environmental impact assessment 7. Conduct constructability and safety reviews, and initiate modular studies 8. Initiate Project Execution Plan including work sharing and modular opportunities, PQP 9. Identify long lead/critical equipment 10. Initiate geotechnical studies

1. Align team to project objectives 2. Confirm project objectives: scope, cost, schedule, etc. 3. Translate project concept into preliminary engineering and design documents 4. Conduct design reviews for constructability, safety, maintainability and operability 5. Finalize purchase order and contract terms and conditions 6. Prepare to procure critical and long lead equipment/materials 7. Prepare applications for necessary permits/licenses 8. Finalize modular application plans 9. Gate Keeper freezes scope

1. Align team to project objectives 2. Initiate change management 3. Procure, expedite, and inspect equipment and materials 4. Manage vendor data 5. Develop and issue construction documents (IFC) 6. Coordinate internal and external interfaces 7. Conduct design reviews (constructability, safety, maintainability, operability, etc.) and incorporate into the design 8. Obtain regulatory authority approval (e.g. FDA, environmental)

1. Align team to project objectives 2. Procure construction equipment, materials and construction services 3. Develop detailed, integrated project schedule 4. Manage construction site safety and environmental programs 5. Review submittals 6. Coordinate site activities 7. Manage QA/QC program 8. Manage labor relations program 9. Construct facilities in accordance with contract requirements 10. Continue change management 11. Red line construction documents 12. Achieve construction turn over 13. Provide technical support

1. Select and align team to project objectives 2. Coordinate inspections by regulatory authorities 3. Plan sequential testing and start-up of completed facilities 4. Assist with operator training 5. Record changes to construction documents 6. Continue change management 7. Complete Pre-startup Safety Review 8. Provide technical support

1. Conduct Lessons Learned sessions and compile for total project 2. Close purchase order and contract accounts 3. Assemble and archive project files 4. Return all client assets 5. Resolve any claims or disputes 6. Resolve any warranty issues 7. Obtain final acceptance certificate and final payment 8. Prepare project benchmarking data and feed back into system 9. Prepare final cost accounting 10. Conduct Operability Assessment

Opportunity Analysis Conceptual Design

Close-out may occur at the end of any phase

Project Definition Detailed Design/Procurement Construction Start-up Closeout

KEY DELIVERABLES

1. Project Objectives 2. Phase 1 Report: - Market Study - Definition & Evaluation of Options -Alternative Analysis & Test Study Plan for Developmental Projects - Regulatory and Permitting Requirements Evaluation - Order-of-Magnitude Cost Estimate

1. 2. 3. 4. 5. 6. 7.

(+50% to -30%)

- Economic Analysis - Risk Analysis - Project Execution Strategy - Milestone Schedule 3. Recommendations for Path Forward

8. 9. 10. 11. 12. 13. 14. 15.

Updated Project Objectives Project Execution Plan Project Procedures Process Description Process Design Guide & Criteria Design Safety & Environmental Plan Preliminary Site Plan & Plot Plan, PFDs, H&M Balance, Prelim. Building Sizes, Material Selection for Equipment and Pipe, Equipment List with Process Design Data, Long Lead / Critical Path Equipment Data Sheets, Preliminary Motor List Control Systems Philosophy Utility Summary & Infrastructure Requirements Level II EPC Schedule Study Estimate (+30% to -20%) Overall Economic Analysis Phase 2 Report Recommendations for Path Forward Catalyst & License Agreement

Copyright © 2005 by Jacobs Engineering Group Inc. All rights reserved. The contents of this document are proprietary and produced for the exclusive benefit of Jacobs Engineering Group Inc. and its affiliated companies. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written approval of Jacobs Engineering Group Inc. The current applicable version of this publication resides on Jacobs' Intranet. All copies are considered to be uncontrolled.

1. 2. 3. 4. 5. 6.

7. 8. 9. 10. 11. 12. 13. 14.

Updated Project Objectives Updated Project Execution Plan Updated Project Procedures Updated Process Description Design Basis Site & Plot Plans, Equipment Location Plans, Preliminary Piping Layout Model (All lines on P&IDs), PFDs & H&M Balance (IFD), Material Selection Diagrams, Process & Utility P&IDs (IFD), Building Plans & Elevations, Equipment List & Data Sheets, Line Lists, Tie-in List, Fire Protection Rqmnts (for est.), Electrical Single Lines, Motor List, Area Classes, Control Systems Index & Specifications for Special Instrument or Control Rqmnts, Geotechnical Report. Requests for Quotes & Bid/Bid Tab (Maj. Eq.) Purchase Requisitions (Maj. Eq.) Appropriate Regulatory and Permitting Documents Resource Loaded EPC Schedule Budget/Control Estimate (+10% to - 5%) Updated Economic Analysis Phase 3 Report (If Req.) Recommendations for Path Forward

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Updated Project Objectives Updated Project Execution Plan Updated Project Procedures Request for Quotes & Bids/Bid Analysis Purchase Order Documentation Construction Documents (IFC) Control Systems Programs/ Software Appropriate Permit Applications Detailed, Resource Loaded Construction Schedule Project Data Books Change Control Documents Vendor Data Subcontract Technical Documents and Packages

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Procurement/Contract Documents Updated Project Execution Plan Updated Project Procedures Construction Permits Safety Program and Documentation Updated Construction Schedule Constructed Facility QA/QC and Check-out/Completion Documentation Red Line Documentation (AsBuilts) Change Control Documents Turnover of Spare/Change Parts Turnover Documentation

Note: See Glossary following CPI CrossFunctional Maps for explanation of abbreviations and definitions.

1. Commissioning/Start-up Plan and Procedure 2. Start-up Schedule 3. Operating, Maintenance and Training Manuals 4. Record Documentation (Completed As-Builts) 5. Pre-start-up Safety Review Report 6. Facility Operating at Specifications 7. Performance Plan and Test Documents

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Closeout Plan Project Closure Notice Final Project Report Project Completion Report Lessons Learned Warranty File Archive Log Final Acceptance Documents Final Invoice Benchmarking Data

Rev. No. 2 Page: 1 of 2 Rev. Date: June 1, 2005 Approved by: B. Herrington

SM

JSTEPS SM Jacobs Value Enhancing Practices - Intentional Innovation Process JSTEPSSM Macro Phase Map - Chemical Process Industry (CPI)

Phase 1

Phase 2

Phase 3

Phase 4

Opportunity Analysis

Conceptual Design

Project Definition

Detail Design / Procurement

Client Expectations (V-1), Client Surveys (V-2), Project Execution Planning (V-5), Interactive Planning (V-6), Lessons Learned (V-7), Team Alignment (V-8), Owner's Objectives (V-10), Value Plus (V-12)

Waste Minimization (V-20) Change Management (V-22)

Process Reliability Modeling (V-17) Process Simplification (V-18)

Predictive Maintenance (V-16) Energy Optimization (V-15) Operability & Maintainability

Design to Capacity (V-4) Class of Plant (V-13)

Order of Magnitude Cost Estimate

Customized Standards & Specifications (V-14)

Study Cost Estimate

PFD Development

PDRI Assessment (V-9) Technology Selection (V-19)

Concept Set & Constructability Review

Definitive Cost Estimate

P & ID / PFD Development through IFD

P & ID / Detailed Design Development through IFC

PDRI Assessment (V-9) or IPA Evaluation

Value Engineering (V-11) Formal Constructability Review

Constructability Validated

PDS Modeling (V-21) Constructability & Modular Studies (V-3)

Front End Loading

Copyright© Jacobs Engineering Group Inc., 2005

Note: JVEPSSM V-1, V-2, V-5 through V-8, V-10 and V-12 continue through project closure, as applicable. Constructability (V-3), PDS Modeling (V-21) & Change Management (V-22) continue through Phase 5, Construction, as applicable.

Rev. No. 2 Page: 2 of 2 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 1 Opportunity Analysis § Business Opportunity Identified § Objectives Defined 1-1

CLIENT

PROJECT MANAGEMENT/ SERVICES

PROCESS ENGINEERING/ ENVIRONMENTAL

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Market Study Prepared

Opportunity Evaluation Initiated

Purchase Order/ Contract V1 V7 V8 V10

§ Business Objectives § Client Expectations Established § Team Alignment § Lessons Learned Review § Identify Gate Keeper

Market Study

1-6

Ÿ Business Objectives Ÿ Client Information Ÿ Phase I - Plan - Budget - Schedule - Deliverables

1-2

Options Identified § Technology Selection Initiated

Options Analyzed & Screened List of Options

Selected Options

Selected Options Developed

1-4

1-3

§ § § § §

Ÿ Drawings Ÿ Documents

Sociological Technological Economic Political Environmental

1-7

1-5

P100 P131 P132

Evaluation Completed & Execution Strategy Developed

V5

V19

DESIGN DISCIPLINES

Proceed ? 1-9

Yes

Authorization To Phase 2 Task 2-1

No

Ÿ Market Study Ÿ Definition & Evaluation of Options Ÿ Alternative Analysis & Test Study Plan Ÿ Regulatory & Permitting Evaluation Ÿ Order of Magnitude Cost Estimate Ÿ Economic Analysis Ÿ Risk Analysis Ÿ Project Execution Strategy Ÿ Milestone Schedule

Phase 1 Report Completed

Stop or Recycle Ÿ Report Ÿ Recommendations Ÿ Phase 2 Cost Estimate (ProServices)

1-8

SUPPLY MANAGEMENT

CONSTRUCTION

V2

OTHERS (INTERNAL)

Pilot Plant Studies

M1 M2 M5

1-10

Ongoing Activities § Client Survey § Accounting

Quality Accounting P310

To Phase 2 Task 2-2

SUPPLIERS

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 1 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 2 Conceptual Design

SM

Cross-Functional Map - Chemical Process Industry (CPI)

From Phase 1 Task 1-9

CLIENT

P100 P131 P202

Phase Initiated Authorization

PROJECT MANAGEMENT/ SERVICES

V1 V5 V6 V7 V8 V10 V13

PROCESS ENGINEERING/ ENVIRONMENTAL

Concepts Developed, Simulated, Screened & Selected

V19

§ Select Team § Strategy/Kick Off Meetings § Client Ÿ Project Execution Plan Expectations - Project Objectives Updated § Class of Plant § Project Execution Ÿ Phase 2: - Budget and Schedule Planning - Deliverables List § Interactive - Project Procedures Planning § Team Alignment § Phase 1 Data and Plant Data Validation § Lessons Learned

DESIGN DISCIPLINES

DS&E Plans Developed

V7 V12

§ § § §

Technology Licensing Market Study Pilot Plant Testing § Economics

M3 M6 M13 M10 Process Design Alternatives

2-2

Design Basis Developed 2-5

DS&E Plan

2-3

2-1

Alternative Analysis Completed

V19

§ § § § § §

Ongoing: Cost Mgt. Cost Trending Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133

§ Technology Selection § Relative Economic Evaluation

§ Selected Concepts - Process - Technology - Layouts § Economic Evaluation Conceptual Design Prepared

Process Design Guide & Criteria Ÿ Class of Plant Ÿ Capacity Ÿ Product Ÿ Site Design Criteria/Data

2-6

V3 V4 V15 V17 V18 V20

P201 P350

SUPPLY MANAGEMENT Request for Proposals

CONSTRUCTION

§ Discipline Designs § Design to Capacity § Process Simplification Completed § Initiate Process Reliability Modeling § Modular Studies and Constructability Initiated § Energy Optimization § Waste Minimization § Commissioning / Start-Up Plan Initiated

Preliminary Documents: Ÿ Site Plan Ÿ Plot Plan Ÿ Preliminary Building Sizes Ÿ PFDs Ÿ Material Selection for Equipment and Pipe Ÿ H&M Balance Ÿ Equipment List Ÿ Motor List Ÿ Control System Philosophy Ÿ Utility Summary Ÿ Infrastructure Requirements Ÿ Catalyst/Chemicals Summary

Long Lead / Critical Path Equipment Data Sheets

Long Lead / Critical Path Equipment Material Plan Developed 2-9

P203 P204

Request for Prices

2-7

V2

OTHERS (INTERNAL)

From Phase 1 Task 1-10

Safety

Safety

Technology Licensor Proposal 2-4

SUPPLIERS

M1 M2 M5

Ongoing Activities § Client Survey § Accounting

To Phase 2 Task 2-10

Request for Geotechnical Studies

Quality Accounting P310

Initiate Geotechnical Studies

Technology Licensor Proposal

2-8

To Phase 2 Task 2-11 To Phase 3 Task 3-8

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 2 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 2 - Continued Conceptual Design

SM

Cross-Functional Map - Chemical Process Industry (CPI) Authorization Proceed ? 2-18

CLIENT V20

M3 M6 M13 M10 V7 V12

PROJECT MANAGEMENT/ SERVICES

PROCESS ENGINEERING/ ENVIRONMENTAL

Ongoing: § Cost Mgt. § Cost Trending § Value Plus § Schedule Mgt. § Reports § Lessons Lrnd.

P100 P131 P133

Ÿ Study Estimate Basis Ÿ Project Execution Plan Ÿ Project Procedures Ÿ Project Schedule

§ Regulatory and Permitting Requirements Identified § Environmental Impact Assessment Initiated V5 V6 V14

Preliminary Documents From Phase 2 Task 2-7 2-12

V3

DESIGN DISCIPLINES

Reviews Held for: § Constructability § Design For Safety § Design Documents § Operability § Maintainability § Commissioning/ Start-Up

P201 P203 P350

Phase 2 Technical Documents

SUPPLY MANAGEMENT

CONSTRUCTION

V9

P132

Ÿ Report Ÿ Path Forward

Project Execution Plan

M4 § § § § § § § § § § § § § § § § § § § §

2-16

2-15

Phase 2 Pass Gate Review and Approval

P100 P131

Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Management Plan Supply Management Plan Construction Mgmt Plan Startup Management Plan Environmental Plan Cost Management Plan Schedule Management Plan Project Quality Plan Safety Management Plan Information Management Plan Special Factors Management Plan

2-17

V2

Safety

2-10

From Phase 2 Task 2-9

Stop or Recycle

Phase 2 Report Completed

Reference Only

Safety

Ÿ Critical Path Equipment Sizing Ÿ Requests for Prices

To Phase 3 Task 3-1

No Ÿ Cost Estimate Ÿ Basis of Estimate Ÿ Economic Analysis

Concept Permitting Information

OTHERS (INTERNAL)

SUPPLIERS

§ Project Execution Plan & Procedures Developed § Project Schedule Developed - Interactive Planning § Receipt of Client Specifications § Customized Standards & Specifications Initiated § Preliminary Project Site & Labor Studies Developed

§ Study Cost Estimate (+30% to -20%) Prepared - IPA FEL Assessment or - PDRI

Yes

Ÿ Capital Costs Ÿ Operating Data

Concept Agreement

M1 M2 M5

2-13

Ongoing Activities § Client Survey § Accounting

Quality Accounting P310

Major Equipment Priced 2-11 Regulatory Authority

OTHERS (EXTERNAL)

Information Reviewed 2-14

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 3 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 3 Project Definition

Cross-Functional Map - Chemical Process Industry (CPI)

Process License Received

From Phase 2 Task 2-17

CLIENT

SM

License Data

Permit Package P100 P134 P203 P204 P205 P207

3-3

PROJECT MANAGEMENT/ SERVICES

Authorization

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

P100 P131 P202 P310

V1 V5 V6 V7 V8 V10

SUPPLY MANAGEMENT

Phase Initiated § Strategy/Kick Off Meetings § Client Expectations § Project Execution Planning § Interactive Planning § Team Alignment § Phase 2 Data & Plant Data § Lessons Learned § Commissioning / Start-Up Planning

§ Value Engineering

V11

V4 V14 V15 V16 V17 V20 V21

Ÿ Project Execution Plan - Updated Project Objectives Ÿ Phase 3: - Budget - Schedule - Estimate Plan - Deliverables List - Project Procedures

§ Major Equip. Defined § Design Basis Updated § Preliminary Process Design Completed § Discipline Design Specification Defined § Initiate CAE Activities § Process Reliability Modeling Completed 3-4

§ P&IDs Reviewed

P100 P134 P203 P204 P205 P207

§ Plot Plans Reviewed

V3 V5 V21 Rev. B P&IDs & Plot Plans

Preliminary Process Design Rev. A P&IDs and Plot Plan

3-5

Major/Long Lead Equipment Specs/ Data Sheets

Major/Long Lead Equipment Bids and Alliance Quotes Requested

P401

3-6

§ Reviews Held For: - Safety - Process Hazard - Operability - Constructability - Maintainability -Reliability -Commissioning § Preliminary 3D Model Internal Review for Major Equipment Layout/Piping § Cursory Stress Analysis for Critical Equipment Completed

P100 P201 P350

§ Project Definition Finalized § Project Execution Plan Updated

Environmental Permit Applications Completed 3-10 M3 M6 M10 M13

Phase 3 Design Documents Ÿ Site Plan Ÿ Plot Plan Ÿ Preliminary Piping Layouts of All Lines on P&IDs (One-Line 3D Modeled on Sketches) Ÿ Building Plans & Elevations Ÿ PFDs Ÿ Material Selection Diagrams Ÿ H&M Balance Ÿ Process & Utility P&IDs, (Rev. C IFD) Ÿ Equipment List Ÿ Data Sheets & Specifications for Equipment Ÿ Line List Ÿ Tie-in List

V7 V12

Preliminary Applications To Phase 3 Task 3-15

§ § § § § §

Ongoing: Cost Mgt. Cost Trending Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133

To Phase 3 Task 3-11 Review Comments

3-9

§ § § §

§ § § § §

Electrical Single Lines Motor List Area Classification Control System Index & Specifications for Special Instruments or Control Requirements Fire Protection Requirements for Estimate Geotechnical Report Hydraulic Study Process Control Scheme Updated Project Execution Plan

CONSTRUCTION Request for Bids

OTHERS (INTERNAL)

Safety

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

M1 M2 M5 M12

3-8

Major/Long Lead Equipment Bids and Alliance Quotes Prepared

Process License Granted Process License Application

V2 Safety

Process License

SUPPLIERS 3-1

Technical Data

3-2

Ongoing Activities § Client Survey § Audits § Accounting

Major/Long Lead Equipment Bids

Quality Accounting P310 P320

To Phase 4 Task 4-5 To Phase 3 Task 3-14

3-7

From Phase 2 Task 2 - 8

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 4 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 3 - Continued Project Definition

SM

Cross-Functional Map - Chemical Process Industry (CPI) Funding Request Funding Requested

CLIENT

Authorization Yes

Approved ? 3-19

To Ph. 4, 5, 6 4 -1, 5-1, 6-1

3-18

PROJECT MANAGEMENT/ SERVICES

M3 M6 M13 M10 V7 V12

Ongoing: § Cost Trending § Cost Mgt. § Value Plus § Schedule Mgt. § Reports § Lessons Lrnd.

Ÿ Report Ÿ Recommendations

P100 P131 P133

Ÿ Phase 3 Design Documents IFD Ÿ Project Execution Plan Basis of Estimate and MTOs Completed

PROCESS ENGINEERING/ ENVIRONMENTAL

P205 P401 P402

Ÿ Phase 3 Design Documents IFD Ÿ Project Execution Plan

DESIGN DISCIPLINES

V6 V9 V22

M4 Quantities

From Phase 3 Task 3-9 3-11

Ÿ Data Sheets Ÿ Specifications Ÿ Quantities

SUPPLY MANAGEMENT

Critical Equipment/ Materials Bids and Alliance Quotes Requested 3-12

P401 P402

No

Preliminary Engineering Phase Report Completed 3-16

§ Definitive Cost Estimate (+10% to - 5%) Completed § PDRI or IPA FEL Assessment § Process Risk, Cost & Schedule Risk Analysis Completed § Project Schedule Develope d - Interactive Planning § Scope Frozen § Change Management Initiated § Commissioning / Start-Up Plan Updated

Stop or Recycle

Project Execution Plan

P131 P132 P134 P403

§ § § § § § § § § § § § § § § § § § § §

Phase III Pass Gate Review and Approval

Ÿ Budget Cost Estimate Ÿ Updated Basis of Estimate Ÿ Updated Economic Analysis Ÿ Resource Loaded EPC Project Schedule

Requests for Bids

Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Management Plan Supply Management Plan Construction Mgmt Plan Startup Management Plan Environmental Plan Cost Management Plan Schedule Management Plan Project Quality Plan Safety Management Plan Information Management Plan Special Factors Management Plan

CONSTRUCTION 3-17 Reference Only V2

OTHERS (INTERNAL)

Safety Ÿ Bids Ÿ Prices Major/Long Lead Equipment Bids/ Alliance Quotes

SUPPLIERS

From Phase 3 Task 3-7

M1 M2 M5 M12

3-14

Ongoing Activities § Client Survey § Audits § Accounting

Quality Accounting P310 P320

Critical Equipment/ Materials Bids and Alliance Quotes Prepared 3-13

Preliminary Applications

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

Preliminary Environmental Applications Evaluated 3-15

From Phase 3 Task 3 10

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

To Phase 4 Task 4 - 14

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 5 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 4 Detailed Design/Procurement

From Phase 3 Task 3-19

CLIENT

PROJECT MANAGEMENT/ SERVICES

Cross-Functional Map - Chemical Process Industry (CPI)

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

Reviews Completed: § Discipline Design § Design For Safety - HAZOP § 3D Model Reviews § Operations & Maintenance § Commissioning / Start-Up

Ÿ Project Execution Plan - Updated Project Objectives Ÿ Turnover Systems List Ÿ Phase 4: - Budget - Schedule - Deliverables List - Project Procedures

Authorization

SM

P201 P203 P350 HAZOP Report

Detailed Design Input Finalized

V1 V5 V6 V7 V8 V10

SUPPLY MANAGEMENT

Phase Initiated § Strategy/Kick Off Meetings § Client Expectations § Project Execution Planning § Interactive Planning § Team Alignment § Phase 3 Data Validation § Lessons Learned

P100 P131 P202 P310

IFD Technical Documents

M3 M6 M10 M13 V7 V12 V22

Model Interdiscipline Design Squad Checks

P134 P203 P207

Ÿ Construction Documents Ÿ Approved Vendor Data Ÿ Control System Software

Vendor Data V21 Equipment/ Materials Purchased

Vendor Data Expedited and Obtained

4-5

4-7

M8

P202 P407

P500 Constructability Validated

V3

Major/Long Lead Equipment Bids

Purchase Orders

4-8

Constructability Recommendations

Design Documents

V2

OTHERS (INTERNAL)

SUPPLIERS

Vendor Data

Safety

Equipment/ Material Bids Prepared

From Phase 3 Task 3-7 Major/Long Lead Equipment Bids

4-1

P100 P131 P133 P134 P135

To Phase 4 Task 4-19

P401

4-3

Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd.

Permit Application

Rev. 0 IFC P&IDs

4-10 P204 P205 P401 P403

§ § § § § §

4-11

Discipline Detailed Design Completed Equipment / Materials Requisitions Prepared and Bids Requested

4-14

Permit Package

Equipment/Material Requisitions

Request for Bid

CONSTRUCTION

4 - 12 4-12

§ P&IDs Finalized § MOC Initiated

4-9

4-2

Environmental and Building Permit Application Completed

Client Reviews Completed

From Phase 3 Task 3-15

Bids

Vendor Data Prepared

4-4

M1 M2 M5 M12 Approved Vendor Data

Ongoing Activities § Client Survey § Audits § Accounting

External Design Completed

Quality Accounting P310 P320

To Phase 4 Task 4-16

4-13

4-6

Environmental and Building Permit Applications Approved by Regulatory Authorities

OTHERS (EXTERNAL)

Permits

To Phase 5 Task 5-12

4-15

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 6 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 4 - Continued Detailed Design/Procurement

SM

Cross-Functional Map - Chemical Process Industry (CPI) Project Data Books and Electronic Files Received 4-21

CLIENT

PROJECT MANAGEMENT/ SERVICES

M3 M6 M10 M13 V7 V12 V22

§ § § § § §

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

P100 P131 P133 P135 P134

Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd.

Project Data Books and Electronic Files Prepared

P500 Ÿ Construction Documents Ÿ Approved Vendor Data Ÿ Control System Software

Subcontract Technical Documents Prepared & Packages Assembled

From Phase 4 Task 4-10

Material & Equipment Expedited & Inspected 4-17

SUPPLY MANAGEMENT

To Phase 5 Task 5-2 Ÿ Requisitions Ÿ Subcontract Packages

4-19

To Phase 5 Task 5-5, 9, 10

CONSTRUCTION

V2

OTHERS (INTERNAL)

SUPPLIERS

Project Data Books

M1 M2 M5 M12

From Phase 4 Task 4 - 7

Ongoing Activities § Client Survey § Audits § Accounting

Approved Vendor Data

Quality Accounting

Expediting & Inspection Data

P310 P320

To Phase 6 Task 6-2

4-20

Construction Readiness Reviews

P407 P408

Project Data Books

Ÿ Construction Documents Ÿ Vendor Data Ÿ Control System Software

Safety 4-18

Equipment, Materials

Equipment/ Materials Manufactured

To Phase 5 Task 5-12

Project Execution Plan § § § § § § § § § § § § § § § § § § § §

Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Management Plan Supply Management Plan Construction Management Plan Startup Management Plan Environmental Plan Cost Management Plan Schedule Management Plan Project Quality Plan Safety Management Plan Information Management Plan Special Factors Management Plan

4-16

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

Reference Only

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 7 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 5 Construction

SM

Cross-Functional Map - Chemical Process Industry (CPI)

From Phase 3 Task 3-19

CLIENT

PROJECT MANAGEMENT/ SERVICES

M3 M6 M8 M9 M10 M13

Authorization

V7 V12 V22

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

V1 V5 V6 V7 V8 V10

SUPPLY MANAGEMENT

CONSTRUCTION

Phase Initiated § Kick Off Meetings § Client Expectations § Project Execution Planning § Construction Readiness Review § Interactive Planning § Team Alignment § Phase 5 Input Data Validation § Lessons Learned § Permit Applications Completed § Commissioning / Start-Up Plan Updated

Contractor Submittals Reviewed To Phase 6 Task 6-2 P403 P405

Copyright Jacobs Engineering Group Inc., 2005

Ÿ Construction Documents Ÿ Vendor Data Ÿ Control System Programs

Construction Contracts Awarded From Phase 4 Task 4-10 5-4 Bids

Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

5-3

M1 M2 M5 M12

KEY:

Quality Accounting

Project Execution Plan Safety Program QA/QC Plan Schedule Budget Project Procedures Mobilization Plan Staffing Plan Construction Equipment Plan Subcontract Plan Labor Relations Program Vendor Support Plan for Construction and Start-up

Integrated Construction Schedule

§ Contractor Design Completed § Field Materials & Equipment Procured § Site Preparation Initiated

P350 P500

V3

M2

Measurement

P401 P407 P408 P409 P500

5-5

To Phase 5 Task 5-12

To Phase 5 Task 5-12

Ÿ Materials & Equipment Ÿ Contractor Drawings

Safety

To Phase 5 Task 5 - 12

Ÿ Resources Ÿ Infrastructure 5-6

5-9

To Phase 5 Task 5-12

Construction Start Notified

Regulatory Authorities Jacobs Value Enhancing PracticeSM

Turn Over Packages Prepared

Contractor Schedules

Permits

Permits Awarded

Process Industries P202 Standard Operating Procedure

Turn Over Packages

5-10

P310 P320

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

§ Integrated Construction Schedule Prepared § Start-up Sequence Finalized § Vendor Schedule for Construction and Start-up Finalized

Site Set Up & Mobilized Site Safety Plan Initiated

Safety

5-1

©

Construction Contracts

P405 P401 Construction Subcontracts and Bids Requested

P202

5-8

Ÿ Requisitions Ÿ Contract Packages

Construction Bids Prepared

SUPPLIERS

Ongoing Activities § Client Survey § Audits § Accounting

From Phase 6 Task 6 - 1

From Phase 4 Task 4-18

Safety

V2

Start-up Schedule

P100 P131 P133 P134 P135

P100 P131 P202 P500

Requests for Bids

OTHERS (EXTERNAL)

Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd. QA/QC Safety Mgt. Rework

P131 P500

5-2

OTHERS (INTERNAL)

§ § § § § § § § §

Task(s)

Decision

5-7

Involvement

To Phase 5 Task 5-12

Regulatory Authorities

Process Connector or Terminator

Rev. No. 2 Page: 8 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 5 - Continued Construction

SM

Cross-Functional Map - Chemical Process Industry (CPI)

CCC Approved ? 5-15

CLIENT Project Execution Plan

PROJECT MANAGEMENT/ SERVICES

§ § § § § § § § § § § § § § § § § § § §

From Phase 5 Task 5-6

Integrated Construction Schedule

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

RFIs Answe r e d

Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Mgmt Plan Supply Mgmt Plan Construction Mgmt Plan Startup Mgmt Plan Environmental Plan Cost Mgmt Plan Schedule Mgmt Plan Project Quality Plan Safety Mgmt Plan Information Mgmt Plan Special Factors Mgmt Plan

V7 V12 V22

Ongoing: § Cost Mgt. § Change Mgt. § Value Plus § Schedule Mgt. § Reports § Lessons Lrnd. § QA/QC § Safety Mgt. § Rework

M3 M6 M8 M9 M10 M13

Ÿ Construction Turnover Certificate Ÿ Mechanically Complete Facility

P100 P131 P133 P134 P135

Yes

No

Ÿ Mechanical Completion Documentation Ÿ Spare and Change Parts

5-11 Queries and Responses

Reference Only

SUPPLY MANAGEMENT

CONSTRUCTION

From Phase 5 Task 5-10

Ÿ Test and Acceptance Reports Ÿ Construction/ Client Punch List

Turn Over Packages M9

V2

From Phase 5 Task 5-9

SUPPLIERS

From Phase 4 Task 4-16 From Phase 5 Task 5-5

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

From Ph. 4, 5 Task 4-15, 5-7

KEY:

Ÿ Material & Equipment Ÿ Contractor Drawings

Facility Constructed

Equipment, Materials

M1 M2 M5 M12

P500 P501

Red Line Documents

Ÿ Resources Ÿ Infrastructure

Ongoing Activities § Client Survey § Audits § Accounting

Quality Accounting P310 P320

§ Construction Check-out Completed by Package or System § Demobilization Initiated

PSSR Punch List From Phase 6 Task 6-4

To Phase 6 Task 6-2

§ Facility or System Mechanically Completed § Spare and Change Parts Assembled § Facility or system care, custody and control presented to client

P500

PSSR Request 5-13

5-12

Permits

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

To Phase 6 Task 6-5

Constructed Facility

M8 M9

OTHERS (INTERNAL)

Recycle Packages

To Phase 6 Task 6-4

5-14

Regulatory Authorities

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

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JSTEPS

PHASE 6 Start-up

Cross-Functional Map - Chemical Process Industry (CPI)

From Phase 3 Task 3-19

CLIENT

SM

Operators Trained

Trained Operators

Pre-Start-up PSSR Safety Review Completed

6-3

PROJECT MANAGEMENT/ SERVICES

M3 M6 M10

Authorization

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

Ongoing: § Cost Mgt. § Change Mgt. § Schedule Mgt. § Reports § Lessons Lrnd.

V7 V22

From Phase 5 Task 5-12

V1 V5 V7 V8 V10

SUPPLY MANAGEMENT

Start-up Phase Initiated § Kick Off Meetings § Client Expectations § Project Execution Planning § Team Alignment § Prior Phase Data Validation § Lessons Learned § Commissioning / Start-Up Planning

From Phase 4 Task 4-19

P100 P131 P202

Ÿ Ÿ Ÿ Ÿ Ÿ

Red Line Construction Documents

To Phase 6 Task 6-8

Process Feed-stock

6-4 PSSR Request

P100 P131 P133 P134

From Phase 5 Task 5-13

PSSR Punchlist To Phase 5 Task 5-14

P202 Ÿ Commissioning/Start-up Plan Ÿ Performance Plan Ÿ Performance Test Docs Ÿ Safety Action Plan Ÿ Operating Plan Ÿ Training, Operation and Maintenance Manuals Ÿ Updated Construction Documents (As-Builts)

Project Data Books

Staffing Plan Start-up Program Start-up Schedule Safety Program Budget

Updated Construction Document Mark-ups To Phase 6 Task 6-7 § Facility Precommissioning Completed § Engineering Check-out Completed

Documents Prepared

Start-up Schedule To Phase 5 Task 5-6

Precommissioned Facility

§ Facility Commissioned § Facility Start-up Completed

Ÿ Construction Turnover Certificates Ÿ Mechanically Complete Facility

Construction Contracts

CONSTRUCTION

Facility Operating On Feed-stock

Feed-stock Supply

To Phase 7 Task 7-2

From Phase 5 Task 5-15

From Phase 5 Task 5-4 V2

OTHERS (INTERNAL)

Safety

Safety

M1 M2 M5

Ongoing Activities § Client Survey § Accounting

Quality Accounting P310

Safety

Safety

SUPPLIERS 6-1

6-2

6-6 6-6

6-5

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 10 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 6 - Continued Start-up

From Phase 6 Task 6-6

CLIENT

Cross-Functional Map - Chemical Process Industry (CPI)

Facility Operating on Feed-stock

M7 Performance Test Completed 6-8 M3 M6 M10

PROJECT MANAGEMENT/ SERVICES

SM

V7

Ongoing: § Cost Mgt. § Change Mgt. § Schedule Mgt. § Reports § Lessons Lrnd.

Performance Test Certificate

P100 Facility Accepted

M7

Long Term Commercial Performance Commenced 6-10

Accepted Facility

6-9

P100 P131 P133 P134

To Phase 7 Task 7-3 & 7-4

Acceptance Documentation

Record Documents

To Phase 7 Task 7-4

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

From Phase 6 Task 6-6

Updated Construction Document Markups (As-Builts)

Record Documents Created

P202

6-7

SUPPLY MANAGEMENT

CONSTRUCTION

V2

OTHERS (INTERNAL)

M1 M2 M5

Ongoing Activities § Client Survey § Accounting

Quality Accounting P310

SUPPLIERS

Regulatory Authority Approving Occupancy / Acceptance

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 11 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

PHASE 7 Closeout

SM

Cross-Functional Map - Chemical Process Industry (CPI) Ÿ Ÿ Ÿ Ÿ

Ÿ Lessons Learned Ÿ Final Client Survey

CLIENT

Final Project Report Record Documents Warranty File Client Assets

Documentation Received

Receipt

Final Acceptance Request

7-5

PROJECT MANAGEMENT/ SERVICES

Precommissioning Documents

PROCESS ENGINEERING/ ENVIRONMENTAL

Data Assembly & Compilation Completed

Closeout Plan

7-4

Files Archived

P100 P202

7-8

P100 P202

7-6

Warranty Issues Resolved 7-7

Record Documents

M1 M5 P100 P401 P404 P405

Financial & Contractual Close Out Completed 7-9

Ÿ Benchmarking Data Ÿ Final Accounting Ÿ Project Closure Notice Finish P100

From Phase 6 Task 6-7 From Phase 6 Task 6-9

M2 V2 V7

DESIGN DISCIPLINES Prior Phase Completions

SUPPLY MANAGEMENT

P100

Project Closeout Planned 7-2

From Phase 6 Task 6-5

Ÿ Data/Document Files Ÿ Archive Log Ÿ Project Completion Report

Final Acceptance Made

Ÿ Final Acceptance Certificate Ÿ Retention Release Ÿ Final Payment

Lessons Learned

§ Final EPC Survey Obtained § Lessons Learned Conducted § Lessons Learned Compiled From All Phases

Acceptance Documentation Procurement & Contract Records

P100 P310

Purchase Orders & Contracts Closed 7-3

Outstanding Warranty Issues P401 P404 P405

CONSTRUCTION

OTHERS (INTERNAL)

Safety

Operability Assessment Survey Conducted (Future)

IS

Accounting

SUPPLIERS 7-1

OTHERS (EXTERNAL)

©

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 12 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

Clarifications, Abbreviations, Definitions and Conventions

Glossary Chemical Process Industry (CPI)

CLARIFICATIONS

ABBREVIATIONS

EPC Representation: The map is constructed to represent a single EPC (engineer, procure, construct) project handled by Jacobs in its entirety. However, each phase closely represents the work process used when only that phase is handled by Jacobs.

CCC cGMP

PROCESS INDUSTRIES STANDARD OPERATING PROCEDURES

Support Groups Excluded: For clarity, the support groups, such as accounting, human resources, legal and information systems, are generally not shown.

DS&E E

Care, Custody and Control Current Good Manufacturing Practices Construction Industry Institute Chemical Process Industries Client Satisfaction Improvement Plan Design Safety and Environmental Environmental

Owner/Management Involvement: Ongoing involvement by the owner and project management and others to perform their management and supervisory roles is not shown, but is implied in all steps.

EU FEL H&M HAZOP IFC IFD IPA

European Union Front End Loading Heat and Material Hazard and Operability Issue for Construction Issue for Design Independent Project Analysis

Sales Excluded: For simplicity, the sales function, including proposals, presentations and negotiations, is excluded.

Activity Assignment: Activities have been assigned to the phases in which they most logically belong. For example, start-up document preparation is a phase 6, Start-up, activity even though its preparation may commence during phase 4, Engineering. Phases: Phases have been defined as portions of a project (a) generally considered by clients to be discrete scopes of work, (b) generally ending with a decision point and (c) often awarded to different firms (e.g. detailed design and construction to different companies). Phases frequently overlap, e.g. construction commences before detailed design is complete. Therefore, a phase 5, Construction, activity can start before phase 4, Engineering, activities are all complete.

FUNCTIONS CLIENT

All client functions including management, engineering, operations, maintenance, etc.

PROJECT MANAGEMENT/ SERVICES

Project management, project engineering, estimating, scheduling, and cost engineering

PROCESS ENGINEERING/ ENVIRONMENTAL

The process and environmental group(s)

DESIGN DISCIPLINES

All detailed design functions including architectural production, civil, structural, mechanical, HVAC/FP, piping, electrical, and control systems

SUPPLY MANAGEMENT

Purchasing, subcontracts, expediting, and inspection

CONSTRUCTION

Construction forces including constructibility, construction management and field staff; and craft personnel and labor on direct hire projects

OTHERS (INTERNAL)

Internal Jacobs functions not mentioned above such as sales, safety, environmental, regulatory compliance, validation, information systems, accounting, human resources, quality and legal

SUPPLIERS

All suppliers including equipment vendors, subcontractors, and consultants

OTHERS (EXTERNAL)

Organizations outside Jacobs, other than suppliers, such as regulatory bodies, generally differentiated by not being paid for their services

Copyright© Jacobs Engineering Group Inc., 2005

SM

CII CPI CSIP

IS MOC

Information Systems Management of Change

MTO P&ID PDRI

Material take-off Piping and Instrumentation Diagram Project Definition Rating Index

PSSR PQP QA/QC RFI S VIP VEP

PFD PI-SOP

SM

JACOBS VALUE ENHANCING PRACTICES

Process Flow Diagram Process industries Standard Operating Procedure Pre-Start-Up Safety Review Project Quality Plan Quality Assurance/Quality Control Request for Information Safety Value Improving Practice Value Enhancing Practice SM

(JVEPs )

PI-SOP

NAME

PI-SOP-100

Project Management and Execution

PI-SOP-110

Business Risk Identification and Management

PI-SOP-111

Project Risk Identification and Management

PI-SOP-120

Multi-Office Project Execution & Planning

PI-SOP-130

Project Control Plan and Work Breakdown Structure

PI-SOP-131

Planning and Scheduling

PI-SOP-132

Estimating

PI-SOP-133

Cost Management

PI-SOP-134

Change Management

PI-SOP-135

Performance Measurement

PI-SOP-201

Design for Safety

PI-SOP-202

Document Management & Control Deliverable Verification

PI-SOP-204

Preparation of Specifications

PI-SOP-205

Engineering Requisitions

PI-SOP-206

cGMP Review/Consultation

PI-SOP-207

Computer Aided Design

PI-SOP-208

Control of Engineering Software

V-12 V-13* V-14* V-15* V-16* V-17* V-18* V-19* V-20*

Value Plus Class of Plant Quality Customized Standards/Specs Energy Optimization Predictive Maintenance Process Reliability Modeling Process Simplification Technology Selection Waste Minimization

PI-SOP-203

PI-SOP-300

Region/LOB Quality System Requirements

V-21* V-22

3D CAD Change Management

PI-SOP-310

Client Surveys

PI-SOP-311

Management Review of Quality System

PI-SOP-320

Project Audits

PI-SOP-350

HS&E Program

MEASURES

PI-SOP-401

Project Supply Management Procedure

M-1

Accounts Receivable

Total of amounts due and payable by an owner that have not been paid

PI-SOP-402

Inquiry Requisitions and Inquiry Documents

PI-SOP-403

Bid Opening, Evaluation and Award

M-2

Client Survey

See Client Survey in Definitions

PI-SOP-404

M-3

Cost

Measures of budgeted, actual and forecast cost for engineering, construction and total installed cost, as appropriate

PI-SOP-405

Administration and Closeout of Agreement for Equipment and Materials Administration and Closeout of Agreement for Services

V-1 V-2 V-3* V-4* V-5 V-6 V-7 V-8 V-9 V-10 V-11*

Client Expectations Client Surveys Constructability Design to Capacity Execution Planning Interactive Planning Lessons Learned Team Alignment PDRI (Project Definition Rating Index) Owner’s Project Objectives Value Engineering

*IPA VIP Best Practices

M-4

PDRI

See PDRI in Definitions

PI-SOP-406

Field Materials Management

M-5

Project Gross Margin

The difference between the direct costs of the project and the revenues deriving from it to Jacobs

PI-SOP-407

Expediting

PI-SOP-408

Supplier Surveillance and Inspection

M-6

Productivity

The ratio of earned work hours to spent work hours for either home office or field activities

PI-SOP-409

Transportation

M-7

Project Performance

The project’s ability to meet established project objectives for items such as product quality, capacity, time to full production, efficiency, etc.

PI-SOP-500

Field Services

PI-SOP-501

Field Inspection and Testing

M-8

Rework

Home office or field work that has to be re-performed (redone) due to client change, designer change, vendor change, constructor change, designer error, vendor error, or constructor error.

M-9

Safety

The number of E1, OSHA recordable and other incidents in the home office and field versus the number of hours worked

M-10

Schedule

Measures of performance against an agreed project schedule including forecast days early or late, percent complete versus scheduled, etc.

M-11

Schedule Milestones Met

The number of agreed, scheduled milestones met versus the number of milestones scheduled to have been met

M-12

SOP Audit

Measure of a project’s compliance with it’s applicable SOP’s as defined in its quality plan

M-13

Value Plus

See Value Plus in Definitions

Rev. No. 2 Page: 13 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

Clarifications, Abbreviations, Definitions and Conventions

SM

Glossary Chemical Process Industry (CPI)

DEFINITIONS Design Review

Evaluation of design documents for specific purposes (e.g. safety, maintainability, reliability, constructability) to ensure that these have been properly considered.

Design Safety and Environmental Plan (DS&E)

Planning document to identify the organization related to safety; the safety and environmental objectives and acceptance criteria; statutory and engineering safety requirements; possible hazards and environmental problems; methods, reviews and audits (See PI-SOP-201, Design For Safety.)

Design Safety Review

The process of ensuring that the proposed design satisfies the statutory, contractual, and procedural safety requirements applicable to the project.

Design to Capacity (V-4)

An evaluation of the maximum capacity of each major piece of equipment. Often equipment is designed with a "safety factor" to allow for additional catch up capacity of some production increases (IPA VIP).

Jacobs database of value adding ideas created through the constructability process. The ideas can be accessed by search criteria such as discipline, project type, client.

Economic Analysis

Analysis of the financial benefit of the project to the owner using such tools as return on investment, net present value, and economic value added.

Construction Checkout

Process to ensure that facility has been constructed and installed in accordance with construction documents. Includes such checks as those for completeness, structural bolting torque, drive alignment, hydrostatic testing of pipelines and systems, electrical insulation and continuity, and motor rotational direction.

Effective Front-end Loading

The process of ensuring that project scope definition in the Project Deliberation, Select Option, and Detail Option stages is complete enough to accurately predict cost and schedule for the remaining project phases. Tools used to measure the implementation of this process are the Front End Loading Index (IPA) and PDRI (Project Definition Rating index).

Construction Documents

Drawings, specifications and other documents produced by the engineer to define the facility so that it can be built by a suitably qualified construction organization to meet the owner’s requirements and the design intent.

Energy Optimization (V-15)

Construction Punch List

List of incomplete construction items that are the responsibility of the construction entity to complete under the construction contract.

A simulation methodology for optimizing the life cycle costs by examining power and heating requirements for a particular process. The objective is to maximize the total return based on selecting the most economical methods of heat and power recovery (IPA VIP).

Engineering Check-out

Construction Turn Over Certificate

Certificate signed by the owner signifying that the latter is accepting care, custody and control of the facility. Sometimes signed prior to certificate of mechanical completion. Varies by contract.

Final checking and testing of systems by engineering personnel prior to start-up by operations personnel. Includes checking of controls loops and systems.

Environmental Impact Assessment

Identification of effect of project on air, water, flora and fauna, traffic, etc. Usually in a format defined by responsible regulatory body such as EPA, AQMD.

Contract Package

Set of documents defining the scope of work to be performed under a contract, usually including, as a minimum, a scope of work, specifications and drawings.

Equipment Location Plan

Control System Philosophy

Overall strategy adopted to control the process being designed. Includes selection of control system (DCS, PLC, etc,), degree of centralization, redundancy, etc.

Drawings of portions of an operating unit that is of sufficient scale to allow coordinate locations and elevations to be given for all equipment, structures and buildings within a unit. It will normally take multiple Equipment Location Plans to cover an operating unit.

European Union

Countries compromising the European Union. Identified on the maps because of the need to identify specific European Union regulatory requirements.

Execution Planning (V-5)

A process to obtain the input of all stakeholders and key participants to create the Project Execution Plan, including project approach and schedule, with the intent of obtaining ownership and commitment by all participants. The process follows a structured checklist to ensure the team has considered all pertinent aspects of the execution, and results in alignment of the execution plan with the business and project objectives.

Facility Started-up

Plant has commenced full operation on final raw materials and is producing planned product, although not necessarily at full output rate.

Facility(ies)

Generic term used to denote entire physical project or a part of it including infrastructure, buildings, and process plant.

Feedstock

Raw materials such as crude oil, mined ore or chemical intermediates constituting the primary input to a process plant.

Extensive use of 3D Computer Aided Design (CAD) during FEL and detailed engineering. The objective is to model the project in the computer to reduce the frequency of dimensional errors and spatial conflicts that cause design changes during construction. The use of 3D CAD also improves visualization for operations input and training.

Commissioning

Area Classification

Drawing identifying the level of hazard in different areas of the plant for purposes of electrical design in accordance with the appropriate electrical code.

Commissioning / Startup Plan

Plan for the safe and controlled putting of a plant into operation after mechanical completion has been demonstrated.

Basis of Estimate

Summary of the key methods and inputs upon which an estimate is based, including such items as level of engineering completed, source of equipment and material pricing, construction philosophy and significant assumptions and exclusions.

Concept(s)

Technological and physical solutions that will satisfy the requirements specified in the Design Basis.

Constructability (V-3)

Optimum use of construction knowledge and experience in planning, design, procurement, and field operation to achieve overall project objectives.

Constructability Database

3D CAD (V-21)

Benchmarking Data

Data used in a systematic process of measuring one’s performance against results from recognized leaders for purpose of determining best practices that lead to superior performance when adopted and utilized.

Beneficial Occupancy

Owner takes over some or all of the constructed facility for its own benefit and assumes the responsibility for its operations. The facility may not necessarily be completed but may be used for its intended purpose. The warranty period begins.

Bid

Offer by a supplier to sell. In the maps, used interchangeably with quotes and proposals. Sometimes bids mean only pricing data.

Business Objectives

The underlying drivers behind identification of project opportunities.

CII

Construction Industry Institute. An organization of owners, contractors and academia whose mission is to improve the safety, quality, schedule, and cost effectiveness of the capital investment process through research and implementation support.

Process of putting a facility into operation after mechanical completion has been demonstrated. Includes such activities as starting equipment under operating conditions, pressurizing and heating up systems, introducing raw materials and reagents/catalyst, producing intermediate and final products, preparing product for shipment.

Catalyst and License Agreements

Agreement or contract that grants to a licensee the right to use a catalyst and/or technology under specific terms and conditions including compensation.

Certificate of Occupancy

Document from a building regulatory agency that certifies a facility has been inspected, has no violations and meets the regulatory requirements and codes for occupancy for its intended purpose.

Change Management (V-22)

Process of controlling the scope of a project against a defined baseline by only allowing a change after it has been formally approved, taking into account its benefit to the project outcome, and its impact on cost and schedule.

Control System Programs

Process of inputting data and logic into distributed control systems (DCS), programmable logic controllers (PLCs) and other control components to enable them to perform their required system functions.

Class of Plant (V-13)

IPA VIP that established what quality facility is needed to meet business objectives. It adjusts reliability, expandability, automation, life of facility, etc. to recognize goals.

Cost Trending

Process used during project development, prior to completion of a firm scope and control estimate, to track the impact of scope adjustments on the preliminary estimate by adding to or subtracting from it the order of magnitude cost of each.

Critical Equipment

Equipment that, in the judgment of the project team, has the greatest potential for cost impact to the project.

Customized Standards/ Specifications (V-14)

An evaluation of the actual needs of the specific facility to be designed. Engineering standards and specifications can affect manufacturing efficiency, product quality, operating cost, and employee safety. However, sometimes the cost of a facility is increased by the application of codes, standards, and specifications that exceed the facility’s needs (IPA VIP).

Deed of Release and Waiver

Document under seal (or equivalent) whereby the supplier agrees not to claim any lien on the project property and to waive any claims related to the project.

Final Acceptance

Formal concurrence by the plant that all project requirements have been completed.

Definitive Cost Estimate

Estimate produced during Phase 3, Preliminary Engineering, based on substantial documentation, typically having an accuracy of +10% to -5%.

Final Project Report

Last project report to the owner, covering total project performance and including such elements as total cost, final schedule, lessons learned, team, scope.

Design Basis

Formal statement of the foundation upon which subsequent design is to be based, including nature and quality of product(s), capacity to produce product(s), site location, existing facilities and utilities, allowance for expansion, standards, to be applied, etc.

Financial/Contractual Close Out

All financial and contractual requirements to close the project have been completed including, as necessary, final payments made, final certificates signed, bonds, released or cancelled, claims settled.

Design Development

Further development of the “schematic design” concepts to provide the basis for development of the “construction documents”.

Client Expectations A proactive approach to identify, collect, and address client expectations, concerns, (V-1) past issues and soft issues that can adversely or positively affect a client’s perception to our performance and attitude toward Jacobs Engineering. Client Survey (V-2)

PI-SOP-310 process to obtain both a numerical rating and a narrative evaluation of a client’s satisfaction with our performance against standard headings.

Close-Out Plan

Plan to perform all of those activities necessary to properly complete a project in accordance with the contract, SOPs, law, and other considerations.

Code Analysis

Analysis, conducted by knowledgeable professionals, to ensure that a facility design meets the regulatory requirements applicable to its structure type, occupancy type, building siting, building size, set backs, etc.

Copyright© Jacobs Engineering Group Inc., 2005

Rev. No. 2 Page: 14 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS

Clarifications, Abbreviations, Definitions and Conventions

SM

Glossary Chemical Process Industry (CPI)

DEFINITIONS (Continued) Fit-up (also known as fitout)

Phase of construction which provides the major interior construction (e.g. partitions, ceiling, HVAC, main process headers, electrical distribution, etc.) once the building shell or enclosure has been completed. It provides the working environment for the intended use of the facility.

GMP Review

Design review to ensure compliance with cGMP requirements.

HAZOP

Hazard and Operability (HAZOP) study is a comprehensive, systematic and structured examination of the proposed design. A HAZOP study is a forum in which the cause and hazardous consequences of potential deviation from normal plant status are considered and where operability problems are identified and ultimately resolved.

IFC

Issue for Construction. All engineering documents issued to construct the project. Drawing revisions prior to IFC are letter revisions with the IFC initial issue being Rev “0” (zero). All revisions after IFC will be numbered revisions.

IFD

Issue for Design. All engineering documents issued formally as a basis for design by others (intra- or inter- discipline).

IPA

Independent Project Analysis. A for-profit organization that maintains a confidential database of project performance data against which it benchmarks the performance of owners’ projects.

IPA FEL Index

Interactive Planning (V-6)

Mechanical Completion

Completion of construction in accordance with the contract documents as verified by the construction checkout documentation. Does not include starting equipment other than to verify direction of rotation.

Preliminary Engineering Phase Report

Report produced at the end of Phase 3, Preliminary Engineering.

Milestone Schedule

High level schedule that identifies the points in time when major activities will be completed.

Pre-Start-Up Safety Review

O&M Documentation

Operations and maintenance manuals and other documents required for the operation of the facility, largely provided by equipment vendors but supplemented by engineering documentation.

Formal review led by the client to confirm that the constructed facility is ready to startup safely and to confirm that: 1) the unit has been designed and constructed in accordance with design specifications, 2) proper safety, maintenance and emergency procedures have been instituted, 3) appropriate training of personnel has been completed and 4) appropriate documentation has been updated. US law (OSHA 1910) requires that the review be held before the start-up of certain classes of new or modified facility. Also called Pre-Start-Up Change Management Review.

Occupancy

Time in the construction of the facility at which the owner or occupier moves into and begins using the facility for its intended purpose.

PI-SOPs are standard operating procedures issued jointly by the Northern, Southern, and Western Regions to implement the GSOPs.

Opportunity

Apparent chance for client to improve his business.

Process Industries Standard Operating Procedures (PI-SOPs)

Option

Technological and physical solutions that will satisfy the requirements specified in the design basis.

Process Reliability Modeling (V-17)

Order of Magnitude Estimate

Estimate produced during Phase 1, Feasibility, based on little documentation, typically having an accuracy of +50% to –35%.

A simulation technique to examine operability targets for a facility. The objective is to determine the most economical sizing, spacing, and storage conditions that meet operability goals while minimizing cost. Typically, specialized computer software and/or a consultant are necessary (IPA VIP).

Process Simplification (V-18)

Owner

Generally used to mean the entity for which the work is being done, but occasionally refers to the strict legal owner of the project as determined by the context. Used herein interchangeably with client.

Disciplined analytical method for reducing investment of operating costs by combining or making unnecessary one or more chemical or physical processing steps (IPA VIP).

Project Objectives (V-10)

Clear statement of the project goals, drivers, and constraints that will enable the project management team to maintain its focus and make responsible decisions; including capital cost permitted, completion milestones required, cash-flow constraints, new technology application and purpose, environmental goals and operational considerations.

Process Simulation

Simulation studies to optimize a design based on chosen optimization parameters using a computer based model of the process.

Project Data Books

Compilation of information prepared for the plant at the end of a project. Contents vary with owner, industry and contract but can include calculations, drawings and specifications, test data, vendor drawings and manuals. They can be electronic (CD).

Project Execution Plan (V-5)

Overall plan for performing a defined scope of work including all necessary elements such as goals and objectives, scope of work, organization, schedule, and plans for risk management, contracting, design, material management, construction, start-up, quality, safety, etc.

RFI

Request for Information. A request from the construction entity for additional information, clarification or direction to enable construction to proceed.

ROI

Return on Investment. A financial method to compare the monetary outcome of the project against the owners expectations and against investing the required capital in a different opportunity.

Record Documents

Construction documents updated to reflect changes made or errors found during construction and start-up.

Red Line Documents

Construction documents marked up during construction to reflect the manner in which the project was actually constructed. Changes can result from errors, measurements being field determined, or as-found conditions being other than expected.

Regulatory and Permitting Requirements

Any and all legal and regulatory restrictions and constraints that may impact the project including those related to air and water emissions and quality, land usage, building code compliance, resource conservation, existing pollution including those of EPA, OSHA, FDA, Building Codes.

IPA's developed index that ranks a project's completeness for definition and FEL. The index is scored from 3 – 12 with scores of 4 – 5 being described as "Best in Class" and higher scores indicating a greater degree of incompleteness. Meeting of all stakeholders and key participants to create a vision of the overall project schedule and approach, using a wall board presentation tool, with the intent of obtaining ownership and commitment by all participants. SM

PDRI (V-9)

Project Definition Rating Index. A tool created by CII to objectively measure the quality of the definition of the scope of a project at a particular point in time.

Path Forward

Identification of activities needed to achieve progress and plan to perform them.

Performance Improvement Notice

A document used to initiate and monitor effective resolution of observations, suggestions, or nonconformances arising from the performance evaluation process.

Jacobs System to Ensure SM Project Success

JSTEPS . A system that incorporates work process maps into Jacobs management system as a tool for ensuring project success.

Jacobs Value Enhancing SM Practices

JVEPs . Key practices that, when used consistently and collectively, significantly increase the value of Jacobs' services to its clients.

Performance Plan

Plan to demonstrate the performance of the project in accordance with its design objectives. Includes organization, contractor/supplier participation, duration of demonstration tests, production rates and specifications, verification methods.

Labor Relations Program

Program for evaluating labor availability, capability and cost; establishing relationships with local and national labor bodies for using labor resources, harmony and ongoing communications.

Performance Test

Operation of the facility for a predetermined period of time under specified conditions to demonstrate that it can achieve its design objective product quantity and quality. Frequently the basis for final acceptance of equipment and final payments to vendors.

Performance Test Documents

Documentation to be completed prior to, during and subsequent to performance tests as part of the performance plan to provide a formal record of the plant performance during the tests.

Lessons Learned (V-7)

SM

Review of knowledge gained from past projects for the same client or for similar purposes or in the same location that could benefit the performance of the current project or knowledge gained from the current project that could be beneficially applied to future projects.

Line of Business

An industry, or group of industries with similar characteristics, which Jacobs serves, e.g. Mining and Minerals, Chemical Process, Facilities.

Long Lead Equipment

Equipment for which the time from order through delivery is so long as to be a determining factor in the overall project schedule and which may require to be purchased earlier than indicated by the normal process flow.

Long Term Commercial Performance

Output quantity and quality achieved once all necessary adjustments have been made and all operational learnings have been achieved. May be many years for some processes.

MTO

Material Take-Off. A calculation of construction material quantities needed based on design drawings.

Management of Change (MOC)

An operational safety and operability review involving changes to an existing facility.

Market Study

Analysis of the likely consumers of the product of the project including the likely level of consumption at various prices over a period of years.

Master Plan

Overall plan for the future development of a project or facility site including site conditions, overall building layouts, traffic flow and future site improvements. Establishes the basis to which all project or site work conforms.

Copyright© Jacobs Engineering Group Inc., 2005

Permits

Permits issued by authorities having jurisdiction over various aspects of the project construction which are required before some or all of the construction may commence. Examples include certain environmental permits, provisional use permits, and building (structural, electrical, plumbing, etc.) permits

Plot Plan

A scaled drawing showing an overall unit within a facility with all major equipment, structures and building.

Precommissioning

Activities performed after mechanical completion in preparation for introducing feedstock into the plant and putting it into full operation. Precommissioning includes activities such as putting electrical, compressed air and plant water systems into operation, filling reactors with catalyst, running systems with no load or simulating operations with water, drying out refractory vessel linings, etc.

Predictive Maintenance V-16

An approach to maintaining a facility whereby equipment is monitored and repairs are made before failure. Typically, such an approach requires adding various measurement devices to evaluate operating characteristics.

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JSTEPS

Clarifications, Abbreviations, Definitions and Conventions

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Glossary Chemical Process Industry (CPI)

DEFINITIONS (Continued) Regulatory Authorities

Any agency or authority having jurisdiction over any aspect of the project, e.g. EPA, AQMD, OSHA, FDA, Building Officials.

Reliability Planning/Predictive Maintenance (V-16)

Disciplined approach in analyzing plant operations to improve mechanical reliability of equipment through improved design. For key critical equipment, equipment is monitored and repairs are made before failure. Typically, such an approach requires adding various measurement devices to evaluate operating characteristics (IPA VIP).

Risk Analysis

Identification of those significant factors that could prevent the project from meeting its business objectives, such as labor unrest, weather, changing market conditions, new technology, poorly defined work scope, poor planning, etc.; together with an assessment of the probability of each; and means and cost of mitigation.

Room Requirements

Room Schedule

Safety File

Safety Program Scale-up Criteria

Single Line (Diagram)

Site Plan

Definition of required environmental conditions such as cleanliness, relative humidity, temperature, lighting level, and special electrical, plumbing and HVAC requirements. Listing of finishes (e.g. floors, walls, ceilings) and specialties (e.g. doors, windows, hardware) for each space in the building.

Supplemental Investigations

Any additional work needed to be performed by the owner to progress the project such as laboratory or pilot plant testwork, geological or geotechnical investigation, technology demonstration, environmental studies, etc.

Supplier

Generic term for any entity providing a supply or service to the project, including equipment and material vendors, construction contractors, and consultants of all types.

Team Alignment (V-8)

Process to ensure that all key team members—Client, Jacobs, and suppliers— have the same clear understanding of the project goals and objectives and the means for achieving them. This process includes elements of team building, facilitation, and planning, and incorporates methods to improve interpersonal skills, resulting in an aligned, focused, and motivated work team.

Technology Selection (V-19)

Test and Acceptance Report

File containing all of the relevant health and safety characteristics of the project, updated throughout the project, which becomes the owner’s formal record on project completion. Also known as the Health and Safety File. Training, Operations and Maintenance Program employed to define the organization, procedures and methods that will be Manuals employed to ensure the safe execution of work. Turnover Package Chemical, unit operations and equipment variables, how they scale-up, and boundaries. Drawing that schematically depicts the major elements of an electrical power distribution system including typically transformers, feeders, switchgear, motor control centers, motors and other significant loads. A scaled drawing showing the overall facility. This will normally include all operating units, administrative buildings and locations of all access into the plant.

Site Safety Program

“Safety program” tailored for a specific site

Sociological, Technological, Economic, Political, Environmental

Major categories to be considered when evaluating the feasibility of a project opportunity for an owner. Includes review of regulatory agency issues; public acceptance issues; capital, operating, and other cost issues (including ROI, IRR, sensitivity and other cost analyses); trans-national, federal, national and local governmental issues; as well as environmental impact of proposed development.

Spare and Change Parts

Spare and interchangeable parts for project equipment that are provided under the contract.

Study Estimate

Estimate produced during Phase 2, Conceptual Design, based on early documentation, typically having an accuracy of +30% to –20%.

Copyright© Jacobs Engineering Group Inc., 2005

MAP DRAFTING CONVENTIONS

A formal systematic process by which a company searches for production technology outside of the company (or, in some instances, in other divisions within the company) that may be superior to that currently in its manufacturing plants (IPA VIP). Documentation completed during the process of construction check-out and signed by the owner to signify his acceptance of tests as having been satisfactorily completed.

Work process task(s) or activities identified by noun and past tense verb combination.

Turn-over Systems List List of the systems to be separately handed over to the owner. Updated Construction Documents VEP

Construction documents revised to incorporate changes made or required during construction. See Jacobs Value Enhancing Practices

SM

VIP

Value Improving Practices. A term coined by IPA for a practice which has been statistically demonstrated to improve project performance and outcome.

Value Enhancing SM Practices

VEPs . Best practices identified by CII and IPA that, when used consistently and collectively, significantly increase the value of the project.

Value Engineering (V-11)

A disciplined method of functional analysis used during design, often employing an internal or external consultant, aimed at eliminating or modifying items that do not contribute to meeting business needs.

Value Plus (V-12)

DESIGN DISCIPLINES

§ Major Equip. Defined § Design Basis Updated § Preliminary Process Design Completed Schematic Design Completed

SUPPLY MANAGEMENT

Vendor Data

Drawings, documents, manuals and other information provided by suppliers of equipment and materials under purchase orders including design drawings, installation instructions, maintenance manuals and operating instructions.

Warranty File

File containing documentation of and relating to warranties provided by suppliers.

Waste Minimization (V-20)

A disciplined approach used during design to minimize the production of waste products. Such an approach might add additional equipment or examine alternate process technologies that have lower waste side-streams (IPA VIP)

P100

Fac

Estimate P203 P204 P403

V4

Preliminary Process Design Major/Long Lead Equipment Specs/ Data Sheets

Primary flow line.

Secondary flow line.

An organized system to recognize and report value added provided by the Project Team. It promotes a cultural change to increase value awareness by recording all value adding concepts and uses a wall chart to advertise progress towards goal. Total Value Added includes operational savings, capital avoidance, EPC savings, and other savings. Also known as EPCM Initiative Savings.

Schematic Design Estimate Completed 3-3

P204 P205

3-2

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SOPs applicable to task 3-6.

Fac Schematic Drawings

PROJECT MANAGEMENT

PROCESS ENGINEERING/ ARCHITECT

Preliminary Engineering Task 3-6 completed by Process Engineering and Design Disciplines with involvement by Client and Materials Management.

Output from task 3-2 and input to task 3-6.

CLIENT

See “vendor data”. Training and operations plans and procedures are also prepared by the plant and engineer.

Package containing the documentation, such as inspection, test, reports that needs to be completed prior to turning over all or an element of the project to the owner.

Non-primary involvement by client in task 3-2.

Functional groups involved in project execution.

Major/Long Lead Equipment Bids Requested 3-4

Task number consists of phase number followed by sequential number.

P401

Preliminary Engineering Completed

Design Development Completed

PhB Fac

3-6

Line of Business exception for Pharma-Bio and Facilities which call this task Design Development.

Value Enhancing Practice applicable to task 3-6.

Dashed lines on a task box indicate that functional group does not participate.

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