WPMP Module 11 - Managing Engineering Participant Guide RevB01!04!13

Managing Engineering Project Management Training Module 11

© Copyright 2013 WorleyParsons Services Pty Ltd This document has been prepared on behalf and for the exclusive use of WorleyParsons. This document may not be reproduced without the express permission of the Business Process Owner

Project Management Training – Module 11 – Managing Engineering Rev

Description

Orig

A

Issued for PM BPO Review

Neil Grunwell

B

Reviewed and reissued

Stella Durdin

Review

Suren Thurairajah

WorleyParsons Approval

Date

----

17-Mar-09

01-Apr-13

Module 11 – Managing Engineering Table of Contents Introduction .................................................................................................... 1 Module Objectives ................................................................................................... 1

Engineering Organisation and Responsibilities .......................................... 2 Location Engineering Team ..................................................................................... 3 Project Based Engineering Team ............................................................................ 3 Project Management / Project Engineer interfaces with the Engineering Team ....... 5

Project set-up (Engineering) ......................................................................... 9 Technical Stewardship ............................................................................................. 9 SEAL - Overview and Benefits ................................................................................11 Basis of Design (BoD) ............................................................................................14 Engineering Activity / Deliverable Estimates ...........................................................14 Engineering Review Processes ..............................................................................15 Summary of Key Success Factors – Engineering Set-up ........................................19

Review Questions 1...................................................................................... 20 Engineering Delivery .................................................................................... 21 Deliverable Development (Documents and Drawings) ............................................21 Deliverable Checking and Approval (including Squad Checks) ...............................22 Requisitioning Processes........................................................................................23 Design Change .......................................................................................................24

Engineering Design Systems (EDS) ........................................................... 25 Project Information Management (PIM) ...................................................... 27 review questions 2 ....................................................................................... 28 Coordination of Engineering Disciplines ................................................... 29 Tips for Managing Effective Meetings .....................................................................29

INTRODUCTION Understanding the engineering set-up and delivery processes, the key interfaces and how they fit within the overall project delivery process is fundamental to the role of the project engineer and project manager. WorleyParsons has had a structured project management process (the WPMP) that covers the delivery method for all project. In order to continue to improve our overall project delivery capabilities, we need to be able to maximise the alignment between the Project Management and Engineering groups. Although the majority of the procedures, guidelines, etc. that are covered under the WPMP are aimed at the Project Management discipline, the engineering and design delivery must be aligned to these processes.

Module Objectives This course is designed to enable you to: 

ensure Engineering execution processes and systems are implemented on your project



coordinate communication between functional project interfaces and all other project stakeholders, in relation to Engineering execution



provide direction to the Engineering Management Team throughout the execution of your project.

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ENGINEERING ORGANISATION AND RESPONSIBILITIES To fully understand how the engineering team operates within a project environment, a Project Engineer or Project Manager needs to understand the functional relationship between the project’s engineering team and the location and global engineering groups as this influences: 

team structure and selection



work processes application



independent review requirements



set-up and general support.

In line with the WorleyParsons Local/Global model, Engineering services are delivered globally via a matrix of location, regional and global engineering managers and their teams. At a global level the Delivery Support Group (DSG) supports the business in providing seamless and consistent delivery of services, irrespective of where in the world those services are delivered. Within the DSG global specialists are referred to as Global Functional Leads (GFL) and include an Engineering GFL and Engineering Systems GFL. It is the GFLs who establish procedures and define the processes and systems to be used across their function. All project delivery activities must comply with global processes and procedures.

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Location Engineering Team Our locations are the heart of WorleyParsons’ delivery; where we perfor, opur work and deliver results and for Project Managers the main Engineering interfaces are at a location level. The location engineering structures vary depending on the size of the Engineering and Design group and the type of business undertaken at the location. The diagram below shows a generic example.

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

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General responsibilities of Engineering and Design personnel Following are the key responsibilities applicable to all individuals participating in Engineering and Design Project Delivery activities. 

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



Health and Safety – ensure safe design and compliance with relevant codes and standards in conformance with project requirements, ensure that the product is safe to use and operate and ensure that the product can be safely constructed, maintained, decommissioned and abandoned.



Environment – ensure that the Customer is aware of the environmental effects of the delivered product and provide sufficient information to the Customer that they can make informed investment decisions.



Risk – ensure all risks are identified and communicated and comply with any risk mitigation measure that are put in place.



Integrity of Design – the following responsibilities apply: o

Ensure conformance with relevant regulatory and project standards and guidelines.

o

Ensure the correct input data has been used.

o

Ensure “holds” and areas of uncertainty are highlighted.

o

Ensure the deliverable is constructible, operable and maintainable and can be safely demolished.

o

Ensure appropriate design methods are used.

o

Ensure appropriate design checks are undertaken.

o

Ensure correct materials are specified.

Specific discipline based responsibilities of Engineering and Design personnel Although there will be some CSG or industry sector specific tasks relating to certain roles and specific projects, the majority of activities undertaken by the engineering and design personnel is consistent across both CSGs and regions. The primary objectives and specific accountabilities of the key engineering and design roles on a project are addressed in detail in EMS document ref. ‘MEP-0019 – Engineering Organization and Responsibilities (Project) Guideline’

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Project Management / Project Engineer interfaces with the Engineering Team The nature of the interfaces between the project management and engineering functions on a project will vary quite significantly depending on project size. The diagram below shows the typical engineering and design organization expected on medium to larger projects. The Location Engineering Manager will nominate the organization required for each specific project and confirm appropriateness with the Project Manager or location Manager of Projects. Some flexibility is required (for smaller projects in particular) to ensure the best use of available personnel and to meet the overall objectives of the project. If the position of Project Engineering Manager cannot be justified then the Project Engineer typically assumes these responsibilities. If no Project Engineering Manager or Project Engineer are justified the Project Manager and Lead Engineers cover these responsibilities. Project Manager Project Services Engineering Manager

ENGINEERING AND DESIGN

Project Engineer

Project Engineer

Project Integration Engineer

TEAM

Lead Process Engineers

Process Engineers & Design Team

Lead Mechanical Engineers

Mechanical Engineers & Design Team

Other Lead Discipline Engineers

Discipline Engineers & Design Team, etc

Design Systems Coordinator

Design Team

Project Information Manager

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‘Major’ or Mega-Projects On a ‘major’ or mega-project generally there will be a Project Engineering Manager that will be responsible for: 

the planning and coordination of the engineering discipline resources



managing the delivery of all design deliverables (in accordance with project requirements of time, cost, HSE and quality)



multi-discipline coordination & facilitation of inter-discipline information flow



coordinating inherently multi-discipline activities such as design reviews, model reviews and other multi-discipline activities



managing multi-discipline interfaces between engineering and other functions such as procurement, quality, inspection, planning, cost-control, doc control, EDS/EDM, progress measurement, construction and completions.



Diagnosis and intervention into engineering delivery problems, if they arise



Overall custodianship of technical integrity of the engineering performed for the project

In this instance the Project Engineer(s) role becomes more of an ‘Area Engineer’ role with responsibility for managing the cost, schedule and interfaces between engineering, procurement, construction and the Customer for their area of the facility.

‘Minor’ Sized Projects On ‘minor’ sized projects, generally the projects are not large enough to justify a fulltime Project Engineering Manager. In this instance the Project Engineer will cover these responsibilities (planning and coordination of the engineering discipline resources and manage the delivery of all design deliverables) as well as the general project engineering activities associated with managing the cost, schedule and interfaces between engineering, procurement, construction and the Customer for the project.

‘Miscellaneous’ or Small Projects On ‘miscellaneous’ sized projects, generally the projects cannot justify either a Project Engineering Manager or a Project Engineer. In this instance, the Project Manager assumes all responsibilities associated with the management of the overall project activities and the specific engineering coordination activities.

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Interfacing with the Lead Engineer A key interface on any project will be the Lead Engineer. The Lead Engineer has a number of interfaces on a project but as illustrated in the diagram below (where the size of the bubble indicates the relative time the Lead may spend interfacing with each stakeholder group), as Project Manager you will be one of the Lead Engineer’s main stakeholders.

Some key interface topics that the Lead Engineer needs to manage in the role are: 

Allocation of resources to the project: This is something that often needs discussion both with the Discipline Chief for the office and also the Project Management team. The Lead Engineer needs to keep the Project Management team duly informed of people changes that are planned for the project (or at least agree with Project Management on what basis that they want to be informed of resource allocation).



Information sharing with other disciplines: The Lead Engineer needs to maintain close contact with other disciplines. This will ensure all disciplines are working to a common goal of a seamless design. The squad checking process as documented in EMS is a critical part of the interface with other disciplines as it allows for formal input from other disciplines.

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Key project activities on which you would expect to interface with Engineering include:

Documentation a Project Manager would expect from Engineering might include:

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PROJECT SET-UP (ENGINEERING) Technical Stewardship The purpose of Technical Stewardship is to ensure that project technical output is developed efficiently, involves continuous improvement and provides Safe and Sustainable Engineering for Asset Lifecycle (SEAL). Technical Stewardship is undertaken by the location Engineering Management team or by their nominees not associated with the project. If an issue is discovered, for example issue of incomplete or inadequately checked documents and drawings to meet project milestones, then the issue will be recorded, assessed and managed using the normal corrective action process. Technical Stewardship supports the normal project design review and verification processes and provides a formal link between on-project staff (Project Engineering Managers, Lead Engineers, etc) and off-project Manager of Engineering and Discipline Chief Engineers. The level of Technical Stewardship will vary with the project risk, project phase, project type, project value and office experience with the type of project. The Technical Stewardship process covers both the organizational set-up and management and the technical delivery of a project. The core elements of Technical Stewardship include: 

Processes and Systems



Organisation



Roles & Responsibilities



Competency



SEAL



Technical Peer Reviews



Continuous Improvement

You location Manager of Engineering has set up a Technical Stewardship Plan for your location that defines mandatory requirements in order to assure technical stewardship via the above elements. For further information on the Technical Stewardship process and Technical Peer Review requirements refer to your location or CSG Technical Stewardship Plan which will have the EMS document ref. ‘MEP-0023 – Technical Stewardship Plan – your location’.

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Technical Peer Reviews Technical peer reviews are undertaken to assure the projects are positioned for success and any issues are identified early to provide for effective corrective measures. The technical peer reviews are normally undertaken using location staff but in some circumstances it is necessary to utilize independent reviewers. These may be from other offices in the organization or from outside the organization. Circumstances where this may be necessary include: 

Large and complex projects



Where suitable independent reviewers are not available (e.g. small office, special project office, expertise limitations etc)

Major projects will be reviewed as the design effort reaches prescribed milestones of completion. Ongoing services programs will be reviewed on a periodic basis with sampling of individual projects reviewed based on the percent complete at that point in time. Different types of review are available depending on the project size and risk classification and can include 20%, 60%, 90% reviews. Coordination and tracking of technical peer reviews is lead by the location Quality Management team in consultation with the location engineering management team, Where possible, technical peer reviews, project peer reviews and project quality assessments shall be combined to minimize the impact on project resources. N.B. Project Management teams will need to ensure that any required reviews are included in the project schedule and covered in the estimate of hours / costs.

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SEAL - Overview and Benefits The engineering delivery requirements for all projects (in all Phases and across all CSGs) are governed under the umbrella of SEAL (Safe and Sustainable Engineering for Asset Lifecycle). SEAL is WorleyParsons’ enhanced engineering delivery model, developed to improve delivery of safe and sustainable asset lifecycle design solutions. The framework is simple, built around best practice approaches to safe and sustainable design and can be customized to suit any sized project and phase of the design development process, including Improve projects. Various training courses exist for SEAL, and it is very important that project managers and project engineers understand the multiple processes involved in SEAL, as these must be budgeted for, scheduled and managed during the life of the project. While engineering is responsible for the execution of these processes, project management must understand and facilitate them. It is highly recommended that project management personnel work with their location L&D or Location MoE to organise to receive SEAL training. SEAL complements compliance with a risk based approach to planning, design development, decision making and engineering execution. The benefits of a projects early adoption of an integrated risk based process into engineering design development are numerous. In addition to the prevention of injury and disease and harm to the natural environment, the following benefits are widely acknowledged: 

Reduced costs



Improved usability of products, systems and facilities



Improved productivity



Better prediction and management of production and operational costs over the lifecycle of a product



Compliance with legislation, and



Innovation, in that safe design demands new thinking.

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

Alignment



Planning



Execution



Verification & Approval

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etc

Reliability

O&M

HSE MS

Customer Systems

Safety in Design

Sustainable Design

Safety & Environmental Leaders

Training and Awareness

WorleyParsons and Customer Culture

Use of SID Discipline Manuals OHS & Environmental Obligations, Legislation & Regulatory Commitments, Codes and Standards Compliance, Certification, Design Basis Compliance

Delivered through EcoNomicsTM with consideration for Social, Environmental and Economic issues over the asset’s whole lifecycle.

+

Delivered through SID Alignment, Planning, Execution and Verification, with consideration for Health and Safety issues over the asset’s whole lifecycle.

+

Delivered through Stewardship, Definition, Planning, Interdiscipline/ Function Coordination Review, Change Management and Verification.

Technical Integrity

SEAL

etc

EMS

WPMP

OneWay

WorleyParsons

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

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

Sustainable Design (SD) Refers to those activities (over and above those required to ensure TI) undertaken during project design that lead to increased sustainability of asset lifecycle solutions. SD will be delivered through the EcoNomics™ capabilities, assessments and tools as appropriate for the project. Fundamental to SD is the early identification of environmental and social (i.e. community) hazards and SD options to be considered as part of the project design. The activities and deliverables that are new with SEAL that you may not have seen before include: 

SEAL Alignment sessions



SEAL Decision Action Forms



Use of Design Criteria Templates



Discipline Context Statements



SEAL Health Checks & Verification Checklists



Use of Safety in Design Manuals Further information on the SEAL requirements refer to EMS document ref. ‘EPP-0239 – Safe & Sustainable Engineering for Asset Lifecycle (SEAL) Guideline’.

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Basis of Design (BoD) The Basis of Design is used to specify the criteria to be used by the engineering team to complete the design. The document should cover: 

Codes, Standards, specifications and regulatory requirements.



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

It is imperative that an appropriate basis of design exists for all projects. It can be big or small, appropriate to the project concerned. It can be produced by the project team, or provided by the Client. On larger projects the development of the BoD is coordinated by the Project Engineering Manager whereas on smaller projects this will be coordinated by the Project Manager (or Project Engineer if in place). As the Basis of Design contains this key Customer information, it is critical that this document is approved by the Customer. The BoD will then become a key document in the Project Change Management process as any changes to the BoD can have a significant effect on the project scope, cost and schedule.

Engineering Activity / Deliverable Estimates While the process of services estimate development is covered in Project Management Training Module 2 (Project Controls), there are specific considerations relating to engineering estimating that all Project Managers should be aware of: 

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



From Phase 2 onwards, estimates should be deliverable based – not just ‘number of people times number of weeks’.



The discipline leads should be fully conversant with the project Work Breakdown Structure (WBS) so that the estimate build-up reflects the WBS. The project management team needs to design, agree and distribute the WBS early in the project to avoid wasteful rework being required of engineering later.



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



Conversely, ensure that Design Allowances and Contingencies are added where appropriate – we still see cases of the discipline ‘neat’ estimates going forward as the final number. This will often lead to overruns on budget (as would be expected). Whichever approach is chosen, clear instruction must be provided to those doing the estimates in engineering in order to receive consistent and correct data from them.

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Engineering Review Processes There are a number of engineering review processes that may be required on your project. The extent of these reviews will be dependent on the scope of the project, the project Phase, the risk classification (and any specifically identified risks) and Customer requirements. As with many other engineering coordination tasks, for larger projects these will normally be managed by a Project Engineering Manager. For smaller projects where a Project Engineering Manager is not in place, the responsibility falls on the Project Manager (who may then delegate to a Project Engineer or lead discipline engineer in some cases). The key issue from a project set-up perspective is to ensure that the required review workshops are scheduled and budget has been allowed, including hours for any personnel from outside of the project team (e.g. facilitators). Reviews that may need to be considered include: 

Design



Model



Value Improving Practices (VIP)



Constructability

Design Reviews The main purpose of the Design Reviews is to ensure that the design requirements have been addressed and that they conform to the Basis of Design and Design Criteria established for the project. So, this needs to be the primary consideration when selecting which reviews are undertaken – you want surety of design but you do not want to overburden your project! Typical Design Reviews include: 

P&ID review



Basis of Design compliance



Layout review



Discipline Design Review



Material Selection



Plant Operability and Maintainability



Process Shutdown Philosophy



Hazardous Area review Further information on the type of Design Review refer to EMS document ref. ‘EPP-0018 – Design Review Guideline’

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Model Reviews 3D Model Reviews are conducted for the purpose of verifying that the design conforms with project requirements, is in accordance with sound engineering practices and meets the Customers requirements for: 

Safety



Constructability



Economy



Operability and Maintainability

These reviews replace Squad Check issues of General Arrangement drawings such as piping plans and elevations, pipe support location plans, structural framing plans and details, cable tray plans and elevations, instrumentation layouts etc. It is therefore important that all disciplines devote the time necessary in the attendance of Model Reviews, and resolution of issues raised in the Model Review report. Normally a “Staged” approach is taken to model development during the project Execution Phase. 

Stage 1 – 0% to approximately 30% model completion



Stage 2 – +/- 30% to approximately 70% completion



Stage 3 – +/- 70% to 100% model completion

In addition to these “Staged” reviews, informal intermediate reviews are undertaken as required to ensure design progress is on-track. The Layout Lead Designer will normally coordinate these reviews with the Project Engineering Manager (if in place). The Project Manager needs to ensure these reviews are scheduled and that action items are followed up. Further information on the Model Review process refer to EMS document ref. ‘EPP-0118 – Model Review Guideline’

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Value Improving Practices (VIPs) Value Improving Practices (VIPs) are activities or techniques which are focused on improving the overall effectiveness of the use of capital on projects – both large and small. This improved effectiveness would be reflected by an improvement in the Return on Investment. The appropriate use of VIPs is an integral part of achieving the required amount of Front End Loading. The list of generally recognized VIPs is: 

Technology Selection



Project Value Objectives



Process Simplification



Design to Capacity



Minimum / Customized Standards and Specifications



Value Engineering



Constructability Review



Plant Reliability, Availability and Maintainability (RAM) Modeling (Life Cycle Costing)



Predictive Maintenance (Reliability Centered Maintenance)



Waste Minimization



Energy Optimization

It is not necessary or appropriate to apply all the above VIPs on every project. The size and type of project is very relevant in deciding the applicability of the VIPs. If applied “blindly” some VIPs can be marginal or even negative in their benefits. The Project Manager will decide on a case by case basis whether individual VIPs are applicable for the size and type of project in question. Whichever VIPs are selected, they need to be carefully inserted into the project master schedule. Scheduling VIPs before a design is mature enough may mask opportunities or produce misleading results, and scheduling them too late will lead to wasteful re-work of the design, with possible impact on procurement and construction.

Further information on VIPs, including when they are recommended for various project phases, are available in EMS document ref. ‘EPP0007 – Value Improving Practices Guideline’

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Constructability Constructability can be defined as the optimum use and integration of construction knowledge and experience in the planning, design / engineering, procurement, and construction phases of projects consistent with overall project objectives. A constructability review is a review of the plans and specifications to check for buildability. When reviewing for buildability, we check for the completeness of the drawings. This includes a cross-check between the various disciplines (electrical, mechanical, architectural, structural, plumbing, civil, landscaping, etc.) to coordinate pipeline sizes & locations, power capacities, beam layout and sizing, and other major components that are essential to build the structure. The Constructability Coordinator / Manager is responsible for scheduling construction related activities, and will be the focal point for associated liaison and coordination in collaboration with the Project and Engineering Managers. Projects will utilize the Constructability procedures, checklists and guideline as a tool to achieve maximum cost savings and Project efficiency consistent with safe reliable Project operation. The goal is to optimize benefits to the entire Project, not just to a single department or discipline. The basic purpose of a Constructability Review is to test our approach for the potential for errors, change orders, and claims. It effectively seeks out overlooked problems that can increase costs, impair our planned schedule, decrease quality and/or decrease our safety margins. It consistently assures better results from the bidding process by checking for: 

Coordination among the various construction documents



Clarity



Consistency



Completeness

A “Constructability Review” is not an opportunity to change Scope of the project; it is not a decrease in the Designer's responsibilities nor is it Construction and Design groups taking the opportunity to review Design’s methodology. It should not be viewed as a method for determining construction methods after mobilization. It is more than a periodic review of design drawings during design or an attempt to improve construction methods. It cannot be regarded as purely “Construction’s responsibility” as it is a Project Team responsibility.

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Summary of Key Success Factors – Engineering Set-up While there are many factors that can influence successful project delivery, getting through the project set-up activities as early as possible certainly sets the project going in the right direction. From an engineering set-up and control perspective, some key success factors for achieving this include: 

Early recognition of engineering related risks and issues – follow the SEAL processes.



Basis of Design and discipline Design Criteria should be in place and approved by the Customer as early as possible.



Engage the discipline leads early in the development of the project schedule and services estimate (including familiarization with the WBS) – this will promote ownership and ensure key tasks, interfaces and milestones are covered.



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



The project management team ensuring that construction, operations and maintenance input is available as early as possible in the design phase.



Early establishment and communication of the project organisation and reporting lines



Early establishment and distribution of the project schedule, inclusive of all significant milestones and project reviews / VIP workshops / assessment activities.

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REVIEW QUESTIONS 1 Question 1.1 – What does the SEAL acronym stand for and name three major benefits 1) 2) 3)

Question 1.2 – What are the three interrelated processes of SEAL? 1) 2) 3)

Question 1.3 – What is the purpose of Technical Stewardship?

Question 1.4 – What information should the Basis of Design contain?

Question 1.5 – What is the purpose of a Constructability Review and when should it be applied?

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ENGINEERING DELIVERY The engineering delivery workflow in EMS is broken down into the following elements: 

Definition



Planning



Information Management



Control and Reporting



Execute



Support Procurement



Design Change



Verify and Approve



Support Site



Closeout

Although as a Project Manager or Project engineer you would not be expected to know these processes in detail, you should understand the major elements of the workflows that can impact overall design delivery. These include the following:

Deliverable Development (Documents and Drawings) Both the Document and Drawing Development Procedures provide the fundamental processes that the engineering group must apply to the execution of their deliverables across all projects. Lead engineers and designers need to be fully conversant with their requirements and implement the appropriate and required checking, approval and review processes. Minimizing the recycle of engineering deliverables through efficient generation and review can minimize risk exposure, save the project time and money and, ultimately, build customer confidence. The discipline lead must ensure that the initiation process involves the Document Control group and the Engineering Design Systems (EDS) group. Aligning with these stakeholder groups helps to ensure that: 

The correct document revision and number are applied.



The correct Engineering Design System will be utilized in generating the documents

It may also identify any conflicts with other project teams working for the same Customer. The discipline lead engineer ultimately approves all documents and drawings. It is vital, then, that the lead engineer ensures the initiation process occurs properly. Errors committed at this point will propagate later in the project.

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

Document Development Procedure (EPP-0024)



Drawing Development Procedure (EPP-0072)



Engineering Calculations Procedure (EPP-0026)



Engineering Checking Requirements (EPP-0035)

The key elements of these procedures include: 

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



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



The Checker must be a qualified person.



The check must be detailed (not just cosmetic).



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



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



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



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

Squad Checks The Squad Check Procedure (EPP-0031) defines the method to be used to undertake inter-discipline reviews (squad checks) of drawings and other engineering / design deliverables – with the exception of 3D model reviews which are covered by EPP0153 and supplier data review by EPP-0010. Supporting the Squad Check Procedure is a ‘Squad Check & Document Distribution Matrix’ (EPF-0032) which provides a list of the document types (by discipline) that should be considered for Squad Check and the suggested distribution within the project team for each one. This template can be modified to suit project needs.

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Requisitioning Processes The interfaces between the engineering and procurement teams in the procurement process need to be closely managed as they can have a major impact on project schedule if there is any misalignment. There are two main areas to consider from a coordination perspective:

Bulk Materials Management 

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



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



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



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

Requisitioning of Tagged Items 

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

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Purchase Order award packages should reflect the ‘as-sold’ basis with any subsequent changes managed through requisition updates.

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

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Design Change There are two significant design change management processes that are applied to projects to support the WPMP Management of Project Change process, Key Document Change Notifications (KDCNs) and Technical Queries (TQs).

Key Document Change Notifications (KDCNs) Key documents in this context can be considered as any document that contains ‘master’ discipline information and may have an impact on other disciplines. KDCNs are used once documents or drawings have reached either ‘Issued for Design’ or ‘Issued for Construction’. It is applied on documents such as: 

Basis for Design

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P&IDs (from Issued for HAZOP)

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Equipment List

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Plot Plans (layouts)

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Single Line Diagrams (SLDs)

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Hazardous Area Classification Drawings

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Work Release Packages (in the Workshare scenario)

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Others – as defined by the project and documented in the Project Execution Plan.

The KDCN provides an early notification of potential changes that can affect one or multiple disciplines particularly in the periods between formal document revision updates / issue. Even significant cosmetic changes may require a KDCN to be raised if it is considered that they may be misleading or confusing to the users of the document or drawing. A KDCN should also be considered if a document has not been considered “key” but requires communication to a group of users. The Lead Discipline Engineers, in consultation with the Project Engineer, are responsible for deciding whether a KDCN is required.

Technical Queries (TQs) TQs are a critical process used on all WorleyParsons projects to formally document clarifications or modifications to the project design basis or resolve technical issues with the Customer – it is not sufficient to rely on emails or verbal advice. The TQ process does not apply to queries raised from the construction site, these are handled under the EMS procedure ‘Site Query and Field Change’ (FCP-0006). Generally, the Project Engineer is responsible for the coordination of the TQ process liaising closely with the discipline leads. On some projects, the project management team may use Action Advice Notices which are similar to TQ and may be used instead if the Project Manager decides to combine them. The important thing is that these issues are managed formally.

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ENGINEERING DESIGN SYSTEMS (EDS) WorleuParsons has a consistent suite of project delivery systems. Each system has a specific function in our project management process, with the systems used depending on the type of project being executed. The Engineering and design tools are supported by Engineering Services.

The major Intergraph Engineering Design System software includes:

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Used for Piping and Instrument Design to develop intelligent P&IDs

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Used to complete instrument and control engineering and design activities

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Used to complete electrical engineering and design activities

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Used to produce specifications

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Used to produce 3D engineering design

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Used to conduct design reviews

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Whilst the Intergraph suite of Engineering and Design Tools have been chosen as the Corporate preferred, other systems such as Aveva (PDMS) or Bentley (AutoPlant and PlantSpace) design systems, may be used based on location expertise, client or JV partners requirements. Any one or combination of these systems may be used on projects, but their technical method of setup and use may differ. Some can work in disconnected mode, some in connected mode and some via Citrix. Consideration should be given to infrastructure, connectivity, skill sets, cost, hardware requirements, availability of support personnel, client or JV requirements, IP issues etc in deciding on the best option for each project. It is important to clearly define responsibilities for EDS setup and ongoing maintenance plus method of requesting system change to setup or configuration. Generally the EDS team have a sharepoint site which is used to request and manage configuration changes to the various systems, the Project Manager must ensure everyone is aware of the process and uses it. Very often EDS personnel are assigned to multiple projects, they may only have partial knowledge of factors affecting a particular project. The Project Manager’s role is to provide input and assistance to the process and ensure that decisions taken by the EDS group are based on a clear understanding of the project requirements, restrictions, offices involved etc. It is a requirement that an EDS kick off meeting is held prior to start of work. Typically this would occur just prior to or at the same time as the project kick-off meeting. The Project Manager must ensure this takes place and that any decisions taken are communicated as required to a wider audience and actions followed up. It is very important to confirm that all systems are tested and ready to start work on schedule. All EDS systems require project-specific set up, administration and troubleshooting. User training msy also be required and the EDS manhours for this musty be estimsted and allowed for by the project. These hours are billable to the prpject. Engage your Location EDS Coordinator or Design Manager early to assist in defining requirements and facilitating setup and data exchange.

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PROJECT INFORMATION MANAGEMENT (PIM) Ideally all official documentation and data will be stored in a single Electronic Document Management System (EDMS) or Electronic Document and Data Management System (EDDMS). The WorleyParsons preferred system is SmartPlant Foundation (SPF) which is well proven in a workshare environment and offers a full EDDMS solution. Alternative EDMS systems (such as Encompass) do exist and selection will be dependent upon scope. 

Used as an intelligent Document and Data Management System

Additional considerations come into play when Workshare is involved, depending on what system the supporting office (SO) and home office (HO) are using.

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

Where SO is not directly accessing the HO EDMS or EDDMS tool In this instance, a SharePoint Portal is recommended as the mechanism for exchange of documents & data and should be set-up in line with the guidelines outlined in the above section. In this situation, it is extremely important to develop and document the process for management of data so that the risk associated with multiple copies of documents existing at any one time is reduced. Be aware that the same document could exist at the same time in both the HO & SO EDMS plus the SharePoint project portal – 3 copies of the same document. The process must be clearly defined and documented and provided to SO. The review and approval matrix needs to reflect the roles and responsibilities of both offices when using multiple systems. Your location Engineering Manager can also offer assistance in system definition.

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REVIEW QUESTIONS 2 Question 2.1 – Name three elements of the engineering checking process: 1) 2) 3)

Question 2.2 – What is the purpose of a Squad Check?

Question 2.3 – Name three considerations in the requisitioning process for Project Managers to ensure are in place: 1) 2) 3)

Question 2.4 – When should EDS support be engaged?

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COORDINATION OF ENGINEERING DISCIPLINES It is important that the Project Management team communicate regularly with the engineering team. This process can be greatly assisted by: 

Setting clear objectives on the discipline teams (including schedule and budget targets). ‘Interim’ milestones can help to focus the team on short term objectives (4 to 6 weeks).

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Ensuring that the team is aware of and is complying with the Basis of Design.

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Review and monitor progress and productivity on a regular basis (generally weekly but as a minimum, fortnightly).

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Hold regular and focused coordination meetings.

The ability to manage effective meetings is an important skill to develop. It keeps the team informed and provides one of the main vehicles for highlighting both issues and successes. Good meeting management can also be a morale booster for a team as they will come out feeling that they understand where the project is heading and what they need to do. Following are some tips for managing and facilitating project meetings.

Tips for Managing Effective Meetings As a Project Manager or Project Engineer you will be facilitating regular meetings with your teams. Managing effective meetings is an important skill in any environment but when you are dealing with multiple locations that generally cannot see each other, it becomes even more important that the meeting is controlled.

Before the Meeting 

Determine whether the meeting is essential. What are the key items? Can it be handled through other means? If so, don’t have the meeting.

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Plan the meeting carefully. Prepare an agenda and ensure it is issued prior to the meeting and send out an invite outlining the reason for the attendee’s presence.

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If there are significant issues to discuss, try to send out relevant information prior to the meeting to give the attendees an opportunity to review and come to the meeting armed with any questions or solutions.

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If any issues only involves a small portion of the attendees, try to deal with these separately and limit the agenda to the items that relate to the broader group.

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As facilitator, get to the meeting early to set-up. If you are using Genesys for web conferencing, commence opening the session at least 15 minutes prior to the official start of the meeting to give the other locations logging in an opportunity to test their connection prior to the meeting start.

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During the Meeting 

Always start on time and request mobile phones to be turned off or put on silent mode.

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Keep introductions brief. Set off with a pace that will allow the meeting to progress at a pace that will enable the identified items to be covered (finishing early is good!).

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Do a quick run through the agenda to make sure everyone is happy with it. Have hard copies available in your meeting room for those that have not brought a copy.

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If it becomes obvious that a particular discussion item is more complex and cannot be resolved within the limits of the current meeting, park it and arrange a separate discussion so that you can still get through your agenda items.

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Make sure all decisions and actions are clearly documented. It helps if these can be documented during the meeting as they occur so that all involved can see. This can be handled with remote site by using Genesys web conferencing and sharing a document or desktop.

At the end of the Meeting 

Review actions and decisions and prioritize the next steps – gain group consensus.

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Look at ways to spread the actions across the team where possible. Don’t overburden one person (including yourself!!). Make sure also that timeframes are set on actions.

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Advise the attendees when and how the Minutes of Meeting will be distributed and proposed timing for any follow-on meetings.

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Provide MOMs with 24 hours of the meeting. For participants where English is not their first language they rely on written minutes to ensure they have not missed or misinterpreted anything during the meeting.

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Facilitation Tips 

Where possible, try to be as neutral as possible. You are generally trying to promote communication and problem solving within the team.

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Be aware that if working with another office in a different country sometimes English is not their first language. Ask people to speak clearly and slowly and avoid using slang and jargon.

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Re-focus the group if the discussion moves away from the agenda.

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Don’t be afraid to insert a bit of fun into the meeting but use humor carefully and you should never embarrass a participant or the group. You want the attendees to be comfortable and that they are in an open environment where their views will be heard.

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Listen carefully, paraphrase key comments for the entire group to hear if necessary.

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Don’t be uncomfortable with silence. It can allow time for reflection and for the quieter members of the group to speak up.

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