J3 Program Jamnagar, India: Document Title: Project Execution Plan Volume 2 of 2

J3 PROGRAM
JAMNAGAR, INDIA
DOCUMENT TITLE:
PROJECT EXECUTION PLAN
VOLUME 2 of 2
DOCUMENT NUMBER:
10015-G01-JG0000-1002
Client: Reliance Industries Limited
Location: Jamnagar, India
Reliance Job No.: 10015
Bechtel Job No.: 25795
Confidential 2013 Bechtel Limited. Prepared under contract with Reliance Industries Limited. This document contains
confidential information and may not be disclosed reproduced, or used in whole or in part without prior written permission
from Reliance Industries Limited or Bechtel Limited. All rights reserved.
2 24 Jul 2013 Re-issued for Implementation DJM DM/MR MA
1 4 Jan 2013 Issued for Implementation DJM SW MA

Prepared Checked Approved
Rev Date Revision
By By By
Reliance Industries Limited
J3 Program
Revision History
All previous issues are hereby superseded and are to be destroyed.

NOTES:
Revisions after Rev. 1 are denoted as follows:
By a vertical line in the right-hand margin adjacent to the revised text.
OR
By a triangle symbol for graphics, the revision number being denoted within the
symbol positioned adjacent to the revision.
Rev. Date Revision Details
1 4 Jan 2013 Issued for Implementation
2 24 July 2013 Re-issued for Implementation with the following changes:

Intellectual property statement updated on cover and in page
footers
Third tier headings removed from table of contents
Section 1 Abbreviations added and all subsequent sections
renumbered (ie previous section 3.2 is now section 4.2)
Section 4.1.1: Text deleted and reference made to PEP
Volume 1
Sections: 4.2, 4.4, 4.4.1, 4.4.2: Text amended where indicated
Sections: 4.12.2, 4.12.3, 4.12.4, 4.13.1, 4.13.2, 4.13.3, 4.13.4,
4.14.3, 4.14.4, 4.14.5, 4.15.1, 4.15.3, 4.15.4, 4.15.5, 4.16.1,
4.16.2, 4.16.3, 4.16.5, 4.17.1, 4.17.3, 4.17.4, 4.17.5, 4.18.2,
4.18.3, 4.18.5, 4.19.1, 4.19.3, 4.19.4, 4.19.5, 4.20.1, 4.20.2,
4.20.2.1, 4.20.2.2, 4.20.2.3, 4.20.2.4, 4.20.3, 4.20.4, 4.20.6,
4.20.7, 4.20.8, 4.21.5, 4.22.5, 5.2.2: Text amended updating
discipline write-ups as indicated and references generally
added to PWI and Project Automation Plan
Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 2 of 129
Confidential 2013 Bechtel Limited. All rights reserved

J3 Program
Table of Contents
1. Abbreviations ................................................................................................................................ 6
2. Environmental, Safety and Health (ES&H) Plan ......................................................................... 9
2.1 Overview/ Work Plan.................................................................................................................. 9
2.2 Policy 111: Environmental, Safety & Health .............................................................................. 9
2.3 ES&H Management System ...................................................................................................... 9
2.4 Matrix Organisation Project and Functional .......................................................................... 17
2.5 Procedures (ES&H Core Processes) ....................................................................................... 17
2.6 Project and Functional Metrics ................................................................................................. 17
3. Quality Management Plan .......................................................................................................... 18
3.1 Quality Execution and Objectives ............................................................................................ 18
3.2 Bechtel Quality Management System ...................................................................................... 18
3.3 Continuous Improvement and Best Practices .......................................................................... 20
3.4 Project Quality Management System ....................................................................................... 24
3.5 Project Organisation for Quality ............................................................................................... 25
3.6 Quality Control Programme ..................................................................................................... 26
4 Engineering Plan ......................................................................................................................... 29
4.1 Overview/ Work Plan................................................................................................................ 29
4.2 Organisation Project and Functional ..................................................................................... 31
4.3 Procedures ............................................................................................................................... 31
4.4 Functional Oversight ................................................................................................................ 32
4.5 Scope Baseline and Control .................................................................................................... 33
4.6 Schedule Establishment and Tracking..................................................................................... 34
4.7 Functional Metrics .................................................................................................................... 34
4.8 Best Practices Programme ...................................................................................................... 35
4.9 Quality Programme .................................................................................................................. 35
4.10 Quantity Development and Tracking ................................................................................... 36
4.11 Value Engineering Programme............................................................................................ 36
4.12 Engineering Management.................................................................................................... 37
4.13 Project Engineering ............................................................................................................. 38
4.14 Process Engineering ............................................................................................................ 41
4.15 Process Safety ..................................................................................................................... 43
4.16 Environmental ...................................................................................................................... 46
4.17 Mechanical Engineering ...................................................................................................... 49
4.18 Materials Engineering Technology ...................................................................................... 52
4.19 Civil, Structural and Architectural ........................................................................................ 54
4.20 Plant Design and Piping ...................................................................................................... 57
4.21 Control Systems and Instrumentation ................................................................................. 60
4.22 Electrical and Telecommunications ..................................................................................... 64

J3 Program
4.23 Document Management ...................................................................................................... 70

5 Procurement Plan ....................................................................................................................... 72
5.2 Matrix Organisation .................................................................................................................. 73
5.3 Procedures ............................................................................................................................... 83
5.6 Schedule Establishment and Tracking..................................................................................... 86
5.7 Functional Metrics .................................................................................................................... 86
5.8 Best Practices Programme ...................................................................................................... 87
5.9 Quality Programme .................................................................................................................. 88
5.10 Material Assignment Schedule (MAS) and Division of Responsibility (DOR) ..................... 89
6 Contract Management Plan ........................................................................................................ 91
6.1 Summary .................................................................................................................................. 91
6.3 Commercial Awareness ........................................................................................................... 92
6.4 Contract Management Files ..................................................................................................... 93
6.5 Correspondence Control .......................................................................................................... 93
6.6 Contract Closeout .................................................................................................................... 93
6.7 Contracts Assignment Schedule .............................................................................................. 94
7 Construction ................................................................................................................................ 94
7.1 Construction Overview & Work Plan ........................................................................................ 94
7.2 Organisation ............................................................................................................................. 95
8 Start-up and Commissioning ..................................................................................................... 95
9 Project Controls Plan .................................................................................................................. 96
9.2 Matrix Organisation Project and Functional .......................................................................... 97
9.3 Procedures ............................................................................................................................... 99
9.5 Project Controls Software Applications .................................................................................. 101
9.6 Schedule Tools/ Programme ................................................................................................. 103
9.7 Cost Tools / Programme ........................................................................................................ 106
9.8 Change Control ...................................................................................................................... 109
9.9 Project Controls Systems Integration..................................................................................... 111
9.10 Best Practices Programme ................................................................................................ 117
9.11 Quality Programme ............................................................................................................ 117
9.12 On Project Reporting/ Reviews.......................................................................................... 117
10 Information and Systems Technology (IS&T) ........................................................................ 118
10.1 IS&T Organisation ............................................................................................................. 118

J3 Program
10.2 Project IT Manager within the Project Organisation .......................................................... 118

10.3 Project Services Network (PSN) ........................................................................................ 119
10.4 Project Phases ................................................................................................................... 120
10.5 Procedures......................................................................................................................... 125
11 Project Administration Plan ..................................................................................................... 125
11.1 General .............................................................................................................................. 125
11.2 Communication .................................................................................................................. 126
12 Project Closeout Plan ............................................................................................................... 126
12.1 General .............................................................................................................................. 126
12.2 Engineering Project Closeout Plan .................................................................................... 127
12.3 Procurement Project Closeout Plan .................................................................................. 127
12.4 Contracts............................................................................................................................ 129
12.5 Final Acceptance ............................................................................................................... 129

J3 Program
1. Abbreviations
APE Area Project Engineer
BEC Bid Evaluate Commit
BoD Basis of Design
BPS Bechtel Procurement System
BSAP Bechtel Standard Application Program
C&E Cause & Effects
CAD Computer Aided Design
CAR Corrective Action Report
CAS Contracts Assignment schedule
CCS Compressor Controls System
CDU Crude Distillation Unit
CE Chief Engineer
CES Centrally Engineered Systems
CFD Computational Fluid Dynamics
CFP Clean Fuels Project
CP Core Process
CPP Captive Power Plant
CSA Civil/Structural/Architectural
DCC Document Control Centre
DCCL Design Control Check List
DCN Design Change Notice
DCS Distributed Control System
DOR Division of Responsibility
DRN Design Review Notice
DTA Domestic Tariff Area
E&I Electrical & Instrumentation
EDMS Electronic Document Management System
EDPI Engineering Department Procedure Instruction
EGS Engineering Group Supervisor
EIA Environmental Impact Assessment
EMS Energy Management System
ENVID Environmental Hazard Identification
EP Engineering & Procurement
EPC Engineering, Procurement & Construction
EPPR Engineering Progress & Performance Report

J3 Program
ES&H Environmental, Safety & Health

FAT Factory Acceptance Test
F&G Fire & Gas
FCC Fluid Catalytic Cracking
FEED Front End Engineering Design
GBU Global Business Unit
GEC Global Execution Centre
HAZID Hazard Identification
HAZOP Hazard & Operability Study
HPIB High Purity Isobutylene
HSE Health, Safety & Environmental
HVAC Heating Ventilating & Air Conditioning
IFC Issued for Construction
IFH Issued for HAZOP
IIR Isobutylene Isoprene Rubber
IS&T Information Systems & Technology
ISO International Organisation for Standardisation
IT Information Technology
ITP Inspection & Test Plan
IW InfoWorks
JERP Jamnagar Export Refinery Project
KASE Key Activities for Successful Execution
KPI Key Performance Indicator
LAN Local Area Network
LDT Line Designation Table
LOEU London Execution Unit
LOPA Level of Protection Analysis
MAS Material Assignment Schedule
MCMC Machine Conditioning Monitoring System
MEC Mumbai Execution Centre
MET Materials Engineering Technology
MoE Manager of Engineering
MoM Minutes of Meeting
MR Material Requisition
MRP Material Requisition for Purchase
MRQ Material Requisition for Quotation
MTO Material Take Off

J3 Program
O&M Operations & Maintenance

OG&C Oil Gas & Chemicals
ORRT Operational Readiness Review Team
Os & Us Offsites and Utilities
PD&P Plant Design & Piping
PEM Project Engineering Manager
PEP Project Execution Plan
PFD Process Flow Diagram
P&ID Piping & Instrument Diagram
PIP Process Improvement Project
PITM Project IT Manager
PM Project Manager
PMC Project Management Consultant
PMS Power Management System
PMT Reliance / PMC
PO Purchase Order
PPM Project Procurement Manager
PQAM Project Quality Assurance Manager
PQP Project Quality Plan
PSN Project Services Network
PSQS Project Supplier Quality Supervisor
PWI Project Work Instruction
QA Quality Assurance
QC Quality Control
QRA Quantitative Risk Analysis
RAM Responsibility Assignment Matrix
RDB Reference Database
RE Responsible Engineer
SEZ Special Economic Zone
SGA Strategic Gap Analysis
SIL Safety Integrity Level
SQS Supplier Quality Surveillance
SRU Sulphur Recovery Unit
TIC Total Installed Cost
UPS Uninterruptible Power Supply
VAM Vinyl Acetate Monomer
VMP Value Maximisation Project

J3 Program
WAN Wide Area Network

WBS Work Breakdown Structure
2. Environmental, Safety and Health (ES&H) Plan
2.1 Overview / Work Plan

Bechtel is committed to protecting the health and safety of individuals affected by
our operations as well as the environment in which we live and work. Our
commitment extends to improving the standard of living and quality of life in the
communities where we do business. This commitment means adhering to the
highest ethical standards, standing behind everything we do, and insisting on strict
safety, health, and environmental procedures to protect our workers and their
families.
- Riley Bechtel -
Chairman and Chief Executive Officer
As emphasised above, Bechtel recognises the importance of achieving world-class
performance with respect to protection of safety, health, and the environment on all
projects. Achieving and sustaining zero accident performance is a key Bechtel
objective and important company value. Accordingly, the purpose of this plan is to
provide a high level overview of the ES&H policy, management system and
supporting programs that guide us toward achieving our zero accident goals.
2.2 Policy 111: Environmental, Safety & Health

Bechtel maintains Bechtel Policy 111 (Environmental, Safety & Health) (ES&H
Policy), which stems from Bechtel Vision and Values statement contained within our
Corporate Manual. The ES&H Policy reflects managements commitment to protect
the health and safety of our employees, partners, contractors, customers,
communities where we work and the environment. Management Instruction 111.01
(Environmental, Safety and Health) provides guidance for implementing the ES&H
Policy and requires the implementation of an integrated ES&H Management System.
Our ES&H policy is implemented through programs and documents described our
integrated ES&H Management System.
2.3 ES&H Management System

Bechtel understands that a systematic approach to management is necessary to
achieve excellence in ES&H execution on the project. Accordingly, Bechtels ES&H
Management System was established to assure consistency in governance, uniform
application of standards (such as the Bechtel Core Processes), and common
approaches to ES&H risk management over the full life cycle of project development
and execution. The ES&H Management System clearly shows the companys
commitment to the ES&H Policy and is designed to integrate worker protection,
prevention of illness and injury, environmental protection, pollution prevention, and
continual improvement into work planning and execution.

J3 Program
The ES&H Management System programme addresses the core elements of

International Organisation for Standardisation (ISO) 14001:2004 (Environmental
management systems Requirements with guidance for use) and Occupational
Health and Safety Advisory Services (OHSAS) 18001:2007 (Occupational health and
safety management systems - Requirements.) The ES&H Management System is
divided into ten primary elements. These ten elements and the basic principles and
requirements associated with each element of the ES&H Management System are
summarised in the following subsections.
2.3.1 Element 1 Leadership and Commitment

Bechtel recognises that personnel holding management responsibilities have direct
influence over employee perception of the projects safety goals, mission and values.
It is imperative that personnel in leadership roles are held accountable for the safety
culture and performance within their areas of responsibility.
Bechtels ES&H line management (e.g., from senior project manager through craft
supervisor) will demonstrate active engagement in the projects ES&H programme
and will team with Reliance to provide a supportive and nurturing environment in
order to grow the projects ES&H culture. Project management will cascade
ownership of the ES&H programme and culture through all levels of leadership.
Employees at all levels will have active ownership of the ES&H culture.
Principles Requirements
Top-down Senior management demonstrates visible

commitment and commitment to the ES&H Management System.
enabling Bechtel
Project Management promotes and rewards
culture are essential to
excellence in ES&H.
the success of the
ES&H Management Employees participate in and are committed to the
System on the project. ES&H Management System.
Leadership, employees and contractors are held
accountable for the success of the ES&H
Management System.
2.3.2 Element 2 Strategies and Objectives

Clearly stated strategies and objectives, requirements and standards with respect to
ES&H are developed, communicated, supported, and regularly reviewed to assure
integration into Bechtels businesses. Bechtel is committed to Zero Accidents, and
strives to achieve and sustain this degree of ES&H performance throughout all levels
of the company during the development and execution of work. The Zero Accident
philosophy establishes the corporate level ES&H objective and target. To implement
this value, Bechtel maintains several procedures to describe the methods for
establishing, implementing, and maintaining objectives and targets, as well as the
programs necessary to achieve established objectives and targets, at all relevant
levels of the company (i.e., corporate, Global Business Unit (GBU), and project).
Key Performance Indicators (KPIs) are developed and monitored to ensure alignment
with key business objectives. As part of its ES&H management review function,
Bechtel ES&H management reviews the status of ES&H objectives, targets, and
programs whenever new developments, or new and/ or modified activities or services
commence to guide any modifications and direction for future objectives and targets.
The status of objectives and targets are tracked on a regular basis (at least quarterly

J3 Program
or as otherwise appropriate). When appropriate, objectives and/ or targets are

modified to adjust to circumstances such as modification in strategic direction,
operations, or funding.
Clearly stated The ES&H policy is communicated, updated and

strategies and supported.
objectives,
ES&H strategies are identified, supported, and
requirements and
updated.
standards with respect
to ES&H are ES&H objectives, goals and targets are established
developed, for the project.
communicated, ES&H (KPI) are developed for the project.
supported, and
regularly reviewed to
assure integration into
project execution.
2.3.3 Element 3 Organisation and Resources

The ES&H Support Functions organisation is responsible for coordinating actions
required to develop, maintain, and continuously improve the ES&H Management
System. Project ES&H managers and managers of support organisations are
responsible for implementing and ensuring ES&H requirements are met during the
course of conducting business. Refer to section 1.4 for additional information
regarding organisational resources.
People, resources and ES&H roles and responsibilities are defined,

documents are communicated, and documented.
organised to assure
Managers coordinate and implement the ES&H
excellent ES&H
Management System within their areas.
performance.
Process exists to communicate the importance of
the ES&H Management System and its
requirements.
A system exists to manage ES&H documentation.
2.3.4 Element 4 ES&H Risk Management

Systematic identification of hazards and on-going management of ES&H risks are
critical to minimise incidents and liabilities. Bechtel maintains several procedures
that relate to risk assessment and implementation of controls, such as Project
Development and Planning Process (PDPP); Safety Task Analysis and Risk
Reduction Talk (STARRT); Job Hazard Analysis (JHA) and Readiness Risk
Assessment (RRA) that describe the standard readiness risk assessment planning
process and provides a tool for improving the state of readiness for project
construction, including the reduction of risk to the customers business or the
potential for adverse impacts.

J3 Program
During detail engineering Bechtel will conduct constructability reviews, incorporate

safety in design and perform hazard studies including integrated hazard identification
(HAZID). The general objective of the HAZID is to identify and record potential
health, safety and environmental hazards associated with the design of a facility.
Each study is wide ranging and considers future project phases. Commercial issues
(e.g. costs) are not an objective of the HAZID process and are specifically excluded.
Within Bechtel, the HAZID is a function of process safety engineering who reports to
the PEM and coordinates with the ES&H manager to ensure that the process safety,
fire protection, and fire and gas detection aspects are identified during the detailed
design phase of the project.
Identification of System(s) exists to identify ES&H hazards and

hazards and on-going manage risks.
management of ES&H
Process exist evaluate project ES&H risks and
risks associated with
identify required resources.
business activities and
operations are critical A standardised risk matrix is applied.
to minimise incidents Procedures exist for selection and implementation
and liabilities. of measures to prevent ES&H incidents and
mitigate hazards.
Hazards and their mitigation are communicated
and documented.
Work place exposures are systematically identified
and managed.
Qualified personnel are used in risk assessments.
Risk assessments are updated.
2.3.5 Element 5 Planning

Proper planning is the foundation for achieving Bechtels vision, values, ES&H Policy,
and the requirements of the management system. The elements of the ES&H
Management System address the entire planning workflow for projects from invitation
to bid to closeout and turnover to the customer as well as the operational and
maintenance services we provide to customers.
Each work activity with the potential to significantly impact human health or the
environment or are associated with identified hazards are planned to control the
specific ES&H concerns. Controls may include procedures or other controlled
documents, control equipment, engineering design, or other controls during planning.
For those activities that have a potential for a new significant impact or new identified
hazard, separate operational control procedures may need to be developed.
In addition to pre-job planning, Bechtel maintains a procedure to describe the actions
personnel should take in an emergency situation and provides direction on how and
when to appropriately activate notification and emergency procedures. These
actions, when followed, will minimise personnel exposure to potentially dangerous
situations and minimise property damage.
Proper planning is the Plans to achieve ES&H objectives are developed


J3 Program
foundation for and maintained.

achieving Bechtels
Internal and external ES&H requirements are
vision, values, ES&H
identified and communicated.
Policy, and the
requirements of the ES&H standards, practices, procedures and/or
management system. work instructions are developed and maintained for
project use.
A system is developed to assure the integrity of
ES&H critical assets.
A system is developed to manage all permanent
and temporary changes.
A system exists to prepare for potential emergency
situations.
Communications plans are maintained to respond
to internal and external stakeholder comments.
2.3.6 Element 6 Employee Competency and Management of Behaviour

Proper selection, placement, development (including training) and assessment of
employees are necessary for maintaining and improving ES&H performance.
Bechtel maintains a Core Process document (Orientation, Training and
Development) which establishes a mechanism for projects to ensure that initial ES&H
training needs are provided to Bechtel employees and subcontractors on the ES&H
plan. This process provides for the identification and fulfilment of ES&H training
needs, including continuing education, awareness of the importance of conforming to
the ES&H Plan and potential consequences of departure from specified procedures.
As a subset of the ES&H plan, Bechtel will develop an ES&H training plan which
identifies training and education requirements for the project. It will specify training
requirements for all personnel assigned to work on the project. The plan will be
based on the projects natural progression focusing training efforts where and when
needed. The plan will identify the courses, workshops, instructors and other similar
items necessary to execute the plan.
A project-specific training matrix will be developed to address site specific training
requirements (i.e., project orientation, working at heights, confined space entry, self-
contained breathing apparatus training, etc.) and training requirements for each level
of line organisation (i.e., training for site managers, line supervision and employees).
Records of onsite employees who have undertaken training, designation of
competent persons and competence assurance methods will be documented onsite
and within a project ES&H training plan.
Selection, placement, ES&H competency programs and procedures are

development established and maintained.
(including training),
A system is in place to train employees for job-
and assessment of
specific requirements.
employees are
necessary for People Based Safety (PBS) programme and
maintaining and procedure developed and implemented.
improving ES&H
performance.

J3 Program
2.3.7 Element 7 Working with Customers

Bechtel is committed to communicating ES&H information and fully disclosing issues
to the customer as well as to the appropriate regulatory agencies. Other external
relationships, including communities, regulators, visitors, and other stakeholders are
also important to safe, healthy, and environmentally sound operations and must be
considered in procedures, programs, and systems.
Bechtel will partner with Reliance throughout all stages of the project in order to
create an integrated project culture (Reliance, Bechtel and any other 3rd party
contractors) that is protective of the health, security and safety of the project
workforce and the environment in which project operations occur. Bechtel will
conduct alignment workshops with Reliance in order to fully understand the
similarities and differences between Bechtels ES&H system, those of any 3rd party
contractors and Reliances approach to ES&H management.
The alignment workshops will help to ensure that the projects zero accident culture
is established early in the project life cycle in order to achieve maximum
effectiveness. These workshops will serve to identify ES&H system, process and
procedural gaps between Bechtel, Reliance, any 3rd parties and local regulatory
requirements.
Customers are Conduct alignment of ES&H cultures, programs,

fundamental to and procedures.
Bechtels success in
Pre-bid evaluation of inherent ES&H risks.
managing ES&H
performance, as they Definition of ES&H interfaces between Bechtel and
establish their set of the customer to assure communication of risks and
expectations for expectations.
performance, and Customer participation in ES&H planning sessions
control the conditions and major project milestones.
under which we work.
Open sharing and exchange of ES&H information
and technology exists between the customer and
Bechtel.
Close out meetings to transfer ES&H materials.
2.3.8 Element 8 Working with Contractors and Others

Because of the control they hold over delegated work, subcontractors must be
evaluated, selected and held to the same ES&H standards and expectations as
Bechtel units and employees.
Bechtel has a documented process for selection of main subcontractors who are
committed to ES&H and can safely deliver an environmentally sound, quality job on
time and within budget. To address subcontractor management related to ES&H
requirements, Bechtel maintains a Core Process (Subcontractor Evaluation,
Selection and Monitoring) to define the ES&H criteria and process to be applied to
subcontractors. In order to achieve effective subcontractor control, Bechtel will
implement Bechtels comprehensive subcontractor qualification and control process
to ensure that subcontractors are aware of and comply with Client, project and
regulatory requirements. Bechtel views subcontractor controls as a three-phase
process, specifically pre-contract, active contract and post-contract.

J3 Program
During subcontractor selection and in accordance with established procedures,

Bechtel will formally pre-qualify each proposed bidder from an ES&H perspective to
ensure that only those contractors capable of meeting the projects ES&H
expectations are invited to bid. Evaluations will focus on past performance, the
strength of their management system, competency of ES&H candidates, how the
contractor verifies and maintains employee competence and reference checks.
In addition to the typical reactive measures (total recordable and lost time frequency
rates, etc.), Bechtel will monitor contractor performance and compliance through
scheduled worksite inspections and scheduled audits.
In some situations, the selected subcontractor may further subcontract work to other
contractors. In these cases, Bechtels subcontractor is required to follow the Bechtel
screening process and classify their subcontractors accordingly.
Contractors must be Implement programme to evaluate and select

evaluated, selected, services and suppliers using ES&H risk and
and held to the same competency.
ES&H standards and
Contractor evaluation and selection criteria include
expectations as
assessment of ES&H performance records,
Bechtel units and
capabilities, and adequacy of ES&H Management
employees.
System.
External relationships
Procedures exist to inform contractors of known
are important to sound
ES&H hazards and risk mitigation.
operations and must
be considered in Procedures exist to assure that contractors work
procedures, programs, aligns with Bechtels ES&H Management System.
and systems. Interface procedures exist between Bechtel and its
contractors.
Critical vendors and contractors are audited and
assessed.
Feedback from assessments is shared with
contractors.
A system exists to recognise and respond to
stakeholder expectations.
Visitors are given orientation on risks.
2.3.9 Element 9 Implementation and Monitoring

Bechtel uses an assessment process for gathering reliable data through inspection,
observation and inquiry to identify programme strengths as well as opportunities for
improvement. The assessment process is a proactive measure of performance that
monitors conformance with the ES&H programs, processes and controls.
Documented processes are in place which delineates requirements for supervisors,
project representatives, and site managers relative to assessing the work processes
within their respective area for unsafe conditions, practices and at risk behaviour at
periodic and specified frequencies.
Bechtel monitors ES&H performance through the tracking of incidents (injuries,
illnesses, environmental incidents, near misses, property damage, utility hits/ service

J3 Program
interruptions and government actions) on Bechtel projects world-wide using

WebSDS, an in-house developed web-based incident tracking database.
Effective performance, A process exists to assure activities are conducted

regular monitoring, according to internal and external requirements.
and self-assessment
Management assures activities are performed in
of project activities are
accordance with relevant procedures, work
fundamental to
instructions, and other requirements.
protection of people
and the environment. ES&H performance is monitored and documented.
Procedures exist for recording accidents, and
reporting of ES&H incidents and near misses.
Processes for design, construction, operation, and
maintenance of facilities and projects are
documented.
2.3.10 Element 10 Auditing and Reviewing

Bechtel will conduct regularly scheduled ES&H assessments and inspections that
address compliance with applicable regulations and other requirements such as
Bechtel and project specific procedures. Results of these inspections will be
recorded and detailed and summary reports. Bechtel Corporate also performs
special, or focused, assessments. These assessments may be conducted as a full
assessment of the projects entire ES&H programme.
In addition to planned assessments, assessment may be conducted as a result of
poor project ES&H performance, exceptional project ES&H performance, increasing
level of risk associated with project work, or other reasons, as may be determined.
Items/activities that exhibit exemplary compliance or an innovative approach to
ES&H processes will also be identified during the assessment process.
Regular assessment A process exists to assess the effectiveness of the

of the management projects ES&H programme.
system for
Frequency and scope of ES&H audits are
effectiveness and
determined by risk, complexity of the activity, and
suitability assures
historical performance.
improvement and
ability to meet A system exists that documents and resolves audit
Bechtels needs and and assessment findings.
those of its Senior management regularly reviews and
stakeholders. improves upon the projects ES&H programs,
plans, and procedures.
Processes exist for ES&H monitoring data to be
regularly reported.

J3 Program
2.4 Matrix Organisation Project and Functional

Within Bechtel, ES&H is a line management responsibility and the senior project
manager delegates authority to the project leadership team to execute the work,
ensuring that people and the environment are protected. Accordingly, the ES&H
champion is the senior project manager, who has the ultimate responsibility for ES&H
and is charged with providing the leadership, commitment, management system
endorsement and financial resources to make ES&H success a reality.
To ensure the clear unobstructed flow of information to the executive management,
the project ES&H manager reports directly to the senior project manager with a
functional reporting line back to the business unit ES&H manager.
The project ES&H manager will support the effort by developing and coordinating the
implementation of the ES&H management plan, which establishes the overall ES&H
direction that the project will take. The ES&H management plan and subordinate
plans and procedures will meet Bechtel, Client and regulatory requirements. This
plan will be cascaded to all subcontractors in order to align their ES&H culture with
that of the project. The projects ES&H philosophy, policy, plans and procedures will
guide Reliance, Bechtel and 3rd party contractor partnerships in achieving world class
results through implementation of world-class methods.
The project ES&H manager supports the project by serving as an advisor to the
construction manager, auditing compliance to Bechtel ES&H plan and other project-
specific ES&H plans, analysing performance results and identifying actions that will
strengthen project HSSE processes.
2.5 Procedures (ES&H Core Processes)

To address operational ES&H requirements, Bechtel has developed a
comprehensive ES&H manual, which is comprised of a series of documents
identified as the Bechtel ES&H Core Processes. The Core Processes are the corner
stone for the establishment of a world class project and have been developed as a
best in class set of instructions that represent numerous years of development and
are consistent with internationally recognised best practices. The Core Process
documents specify the minimum acceptable requirements to be followed on Bechtel
Projects worldwide, regardless of country of operation and/or Global Business Unit.
The ES&H Core Processes are in place to assist Project Management in the safe
execution of the work to be performed.
The Core Processes are divided into four series of documents, each focusing on a
different ES&H area or discipline. Series 100 has the ES&H Policies and Programs.
Series 200 is Safety Regulations and Standards. Series 300 has Medical, Health,
and Hygiene Requirements, and Series 400 has Environmental Regulations and
Standards. These CPs are continually reviewed, maintained and updated to capture
lessons learned.
2.6 Project and Functional Metrics

Each project is required to develop a project ES&H dashboard of project-specific
metrics identified as key performance indicators (KPIs). These indicators align with
those of the OG&C GBU to allow rollup of these indicators. Among the KPIs for each
project are leading indicators such as behavioural data, supervisory engagement,
closure of ES&H actions, and health metrics. These coupled with incident frequency
rates form the basis for performance monitoring.

J3 Program
KPIs are identified and maintained for each project phase and results are shared with
project stakeholders. Project metrics support delivery of client and Bechtel corporate
objectives.
Bechtel tracks ES&H performance for the company as a whole and includes
contractor performance in its project and corporate statistics.
3. Quality Management Plan
3.1 Quality Execution and Objectives

The objective of the Bechtel OG&C quality management system is to put in place the
necessary controls, to ensure that reliable and efficient quality products and services
that meet specified requirements are provided, and to maximise the delivered value
to the client.
The quality management system implemented by Bechtel OG&C complies with
internationally recognised standards and is based on proven industry working
practices and processes for the execution of engineering, procurement and
construction projects.
The quality execution strategy for the project will be centred on the unambiguous
definition and effective communication of the quality assurance and quality control
philosophy and requirements through the quality management system for the project
at the commencement of activities and the verification of effective implementation
and compliance with the stated requirements.
The project quality objectives are to efficiently satisfy project and contract
requirements and statutory regulations and requirements with regard to safety,
fitness for use, performance, and reliability of the facilities.
In supporting the execution strategy and quality objectives, the project quality
management system will comprise the work procedures, instructions, work
processes, and activities to be implemented across the project throughout
engineering, procurement, and construction to ensure compliance with the stated
requirements and will be defined in the project quality plan.
3.2 Bechtel Quality Management System

The Bechtel OG&C quality management system has been certified by Det Norske
Veritas (DNV) in accordance with DNV accreditations from the ANSI-ASQ National
Accreditation Board (ANAB) to meet the requirements of the International
Organisation for Standardisation (ISO) Standard 9001 Quality management systems
Requirements. The scope of the certification includes worldwide project
management, engineering, procurement, construction, and commissioning services.
The requirements of the quality management system apply to all personnel who
manage, perform, and verify work affecting quality, whether employed directly or
indirectly by Bechtel OG&C.
Bechtel OG&C has the responsibility of ensuring that organisations performing work
on behalf of Bechtel OG&C have a quality system that meets the requirements of the
Bechtel OG&C quality management system, applicable to the scope of services
being provided. The Bechtel OG&C Quality Management System Manual contains
the quality policies and defines Bechtel OG&C commitment to ISO 9001 and the
overall structure of the quality management system.

J3 Program
The structure of the documented quality management system is shown overleaf and
is a three-tier system comprised of the following:
Quality Management System Manual Level 1
The Quality Management System Manual contains the quality policies and defines
Bechtels commitment to ISO 9001 and the overall structure of the quality
management system.
Integrated Execution Procedures Level 2
The integrated execution procedures identify the who and the what regarding how
the policy commitments will be met and the division of responsibility for the
implementation of the quality management system.
Work Instructions Level 3 (Corporate, GBU, Office, Project-specific)

The work instructions identify the how, describing the various standard work
practices and procedures utilised to execute work activities for the overall quality
management system. Specific Project Work Instructions (PWIs) may be developed
using Bechtels existing proven, standard procedures and instructions and
incorporating any contract-specific requirements.
The applicability of the quality management system to the project will be defined in
the project quality plan and implemented by the applicable office- and project-specific
procedures and work instructions. Specific contractual requirements between
Bechtel and the client will be incorporated in the project quality plan.
Project Quality Plan

The project quality plan will be developed and issued for use on the project early in
the opening phase. The plan will provide an outline of the overall framework of the
project quality management system, project-specific requirements, project
organisation, and division of responsibilities for the implementation of the Bechtel
OG&C Quality Management System Manual policies.
The project quality plan will apply to activities performed by Bechtel in the
management and control of products and services provided in support of the project
and will be revised as necessary to reflect the transition through the phases of the
project.
The applicable requirements of the plan shall be passed on to Bechtel suppliers and
subcontractors, to the extent required, to ensure the quality of products and services
provided.

J3 Program
Bechtel Quality Management System
ISO 9001
Level 1 QUALITY
MANAGEMENT
SYSTEM MANUAL
INTEGRATED
Level 2 EXECUTION
PROCEDURES
Corporate procedures
WORK Department manuals
INSTRUCTIONS Department procedures
Level 3
3.3 Continuous Improvement and Best Practices

Tools contained in the Bechtel OG&C ISO 9001 quality management system that
contribute to quality management system measurement, analysis, and improvement
include:
Results of internal audits and assessments
Output from management reviews
Customer surveys
Inspections and tests
Corrective and preventive action
Bechtel has fully embraced the Six Sigma methodology to drive work process
improvement and ensure continued process stability and long-term sustainability.
The Six Sigma approach drives the use of the following methodologies to address
the various issues that impact Bechtels performance:
Preventing the causes of performance problems
Proactive behaviour
Data-based decision making
Long-term planning
Mandated training
Benchmarking and metrics

J3 Program
In addition, best practices from previous projects are captured and recorded in a
database for future reference. The review and incorporation of best practices from
previous projects will be an integral part of front-end planning effort on projects.
3.3.1 Six Sigma
3.3.1.1 General
The OG&C GBUs Six Sigma execution strategy is formulated specifically to attain the
goals and objectives delineated in the OG&C GBUs Strategic Gap Analysis.
In the OG&C GBU, functions own all core processes. Each function is responsible
for ensuring that its core and supporting work processes are properly documented
and maintained, and that all projects implement the applicable core work processes
during project execution. Each function is accountable for the capabilities of its core
work processes and subsequent continuous improvements.
Projects are accountable for the effective and efficient execution of work processes
applicable to the scope of work. The applicable core process shall be identified in
the quality management system for the project and will be subject to compliance
audits. Projects are also responsible for identifying potential improvement
opportunities through the identification and development of new process
improvement projects (PIPs). Projects will measure process effectiveness by
reporting operational data resulting from implemented process improvements.
The Six Sigma programme provides a framework for both functions and projects to
analyse, improve and monitor work process capabilities.
This document describes OG&Cs overall Six Sigma execution strategy which is
composed of, but not limited to, the following topics:
Strategic Gap Analysis
Six Sigma Execution Strategy
3.3.1.2 Project Strategic Gap Analysis (SGA)

The Project Six Sigma execution strategy begins with identifying and prioritizing
opportunities early in the FEED listed in the project strategic gap analysis (SGA).
The SGA is performed by the Project Management Team (PMT), including our
customer, and supported by other off-project expertise as required. The SGA is re-
visited and updated as necessary throughout the life of the project.

J3 Program
The SGA integrates client and Bechtel processes to leverage institutional knowledge.
On-project Champions and Yellow Belts, together with Functional process owners,
will frame business cases around the areas of opportunity identified through the
SGA. Implementation of these business cases will result in work process and
execution improvements, which will help to drive down project costs.
3.3.1.3 Execution with Six Sigma

The Six Sigma methodology and tools will be used to synergize cultures and close
project gaps using data-driven rational decisions to ensure operational gains. The
Project Management Team (PMT) has the responsibility for initiating and managing
Six Sigma on the project and is held accountable for the bottom line results.
Following completion of the SGA, the identified synergies are captured in project
procedures, work process flow charts and/or Best Practices. These requirements are
then communicated to the project team through Level I training and orientation
sessions. Similarly, identified gaps are evaluated and steps taken to close them, but
closing gaps may require one or more of the following:
Where the solution is obvious and requires no further evaluation or analysis,
Champion
Process Owner, Process
Project Manager and Direct Reports or
Manager, or Yellow Belt
Assigned Manager
Identify the issues

and Performance
Areas
(Step 1)
Prioritize the
issues
(Step 2)
Select the
Metric Measure the Gaps
(Step 3) (Step 4)
LInk processes
to issues
(Step 5)
Select the Action Six Sigma

Develop Business Cases to
to Resolve the
Address Gaps
Issue
(Step 8)
(Step 6)
Non Six Sigma
Develop an Action Implement

Plan to Resolve the Actions to
Issues Resolve
(Step 7) Issues and
Close Gaps
(Step 9)
Periodically Monitor the Resolution

Review of Issues and Closure
Performance of Performance Gaps
(Step 10) (Step 10)

J3 Program
the team will just do it.

Where good information is available, but further evaluation and analysis is
required, a Six Sigma Black Belt will be assigned to perform the required
analysis and recommend improvements.
Where new work processes or further development of any existing work
process or additional data is required, a Process Improvement Project (PIP)
Team will be formed, led by an on-project Yellow Belt and supported by the
project Black Belt and Functional groups as necessary.
Where improvements are identified by off-project Functional PIPs, or PIPs on
other projects, those improvements will be incorporated on the project, caveat
always that technology and intellectual property issues are protected.
In all of the above situations, improvements are captured in procedures, work
process flow charts and/ or Best Practices.
3.3.1.4 Process Improvement Project (PIP) Teams

PIP teams are on-project groups of selected people assigned to tackle the high risk
or critical areas identified through the strategic gap analysis. The teams are
sponsored by a certified Champion, usually a member of the Project Management
Team, and are led by certified Yellow Belts. Black Belt and Functional support is
available as required. When necessary, third parties such as suppliers are asked to
participate as well when the gap involves external interfaces. Client personnel are
included on the teams at every opportunity.
The PIP teams will develop a clear problem statement and objective. The teams
ultimate objectives will be to implement solutions that will reduce costs, mitigate risk,
and improve EPC performance and execution. The most senior Bechtel Project
Manager, on the project, is accountable for following through on all Six Sigma
activities and accounting for project savings. These savings are reported internally in
Bechtel and are captured on the project through the project trend programme.
3.3.1.5 On-Project Six Sigma Training

The project will enable personnel by investing in appropriate training to enhance
knowledge, establish capability and ensure a result-driven application of the Six
Sigma methodology. Due to the training already completed in Bechtel, a significant
number of personnel assigned to the project will already be trained or certified
Champions and/or Yellow Belts. Additional training will be provided as follows:
PMT members will be (or will become during the course of the project)
Champions and they will act as the on-project sponsors of the PIPs and other
Six Sigma activities.
Other Lead personnel in the Functions or Engineering Disciplines will be
Yellow Belts and will lead the on-project PIP teams.
Other team personnel are oriented on the project-specific Six Sigma
requirements through Level I training and/or orientation sessions.
Client personnel are welcome to attend these sessions.
Training is on-going throughout the life of the project and personnel are nominated
for Yellow Belt and Champion training as required to support project objectives.
Candidates are a broad range of project staff from DCC through to construction
supervisors.

J3 Program
3.4 Project Quality Management System

The quality management system for the project, as shown in the diagram overleaf,
will provide an effective means of ensuring that services and products provided by
Bechtel conform to contract requirements. The project quality management system
will place a heavy emphasis on the prevention of problems rather than a dependence
on detection once problems have arisen.
Key to this proactive approach will be the orientation of project personnel in the
requirements and the implementation of the project quality management system,
supplemented by specific and pinpointed training.
Following contract award, Bechtel OG&C will prepare the project quality plan
covering the initial phase of the project. The project quality plan will apply to
activities performed by Bechtel in the management and control of products and
services provided in support of the project and as specified in the contract, see
10015-G69-JG0000-1301 Project Quality Plan. This plan will be evolved as the
project transitions from phase to phase.
The plan will provide an outline of the overall framework of the quality management
system, project-specific requirements, project organisation, and division of
responsibilities for the implementation of the Quality Management System Manual
policies. The applicable requirements of the plan shall be passed on to Bechtel
suppliers and subcontractors, to the extent required, to ensure the quality of products
and services provided.
Project procedures and instructions will be identified and developed to address the
scope of services and activities performed. The project quality plan, along with
associated project and discipline work procedures and instructions, will form the
documented quality management system of the project.
The project quality management system will draw upon the best practices and
standard work processes of all parties to create a fully integrated system of
procedures and work instructions for controlling the products and services being
provided under the scope of the contract.
Project Quality Management System
CONTRACT
REQUIREMENTS
ISO 9001
QMS PROJECT
MANUAL QUALITY PLAN
(LEVEL 1)
INTEGRATED
EXECUTION
PROCEDURES
(LEVEL 2)
WORK INSTRUCTIONS
WORK (FABRICATORS)
INSTRUCTIONS PROJECT WORK
(LEVEL 3) INSTRUCTIONS
WORK INSTRUCTIONS
(SUBCONTRACTORS)
PROJECT QUALITY MANAGEMENT
SYSTEM DOCUMENTATION

J3 Program
Potential project procedures and instructions will be identified and developed to

address the scope of services and activities performed. These procedures and
instructions will be identified in a matrix contained in the project quality plan and
provide a road map to how the requirements of the project quality management
system will be satisfied. Procedures issued to satisfy the project quality management
system requirements will be reviewed by project QA for compliance with
commitments.
The overall focus of the project quality management system will be to ensure that the
codes, policies, standards, and procedures are properly adhered to and implemented
in the execution of the project. The controls exercised will vary to some degree
depending of the phase of the project.
The effective implementation of the project quality management system will be
verified and reported at all levels throughout the engineering, procurement, and
construction phases of the project. In addition it will include all execution locations.
3.5 Project Organisation for Quality

The Bechtel OG&C project organisation for quality, associated with the review and
verification of quality activities, is a matrix group comprised of Quality Assurance
(QA), Engineering, Procurement, Contracts, and Construction. The overall project
quality organisation is defined in the project quality plan. The following is a summary
of the responsibilities and inter-relations of these functions.
Project QA has the overall responsibility for assuring project activities are performed
and accomplished in accordance with the projects approved policies, procedures,
and instructions. This may be accomplished through the performance of reviews,
monitoring, surveillances, and quality audits of activities, including suppliers and
subcontractors.
Engineering is responsible for assuring engineering and design activities performed
by Bechtel OG&C, suppliers, and subcontractors are in accordance with the project
procedures and/or specifications. This is accomplished through participation in the
review, checking, design verification, and/or approval cycles for documents issued for
use on the project as defined in the project quality plan.
Procurement is responsible for assuring purchased items, materials, and services are
in compliance with the project, client, and procurement document requirements. This
is accomplished through participation in supplier shop qualifications and attendance
at approved witness and hold-points and for final inspection, including factory
acceptance tests, and release of materials for shipment.
Contracts, in close coordination with Engineering, Construction, and project QA, is
responsible for assuring services provided by subcontractors are managed in
compliance with the project and contract requirements. This is accomplished through
implementation of contract formation and administration requirements.
The project QA organisation will be under the leadership of the project quality
assurance manager (PQAM) who will report to the senior project manager. The
PQAM will be responsible for the overall management and oversight of quality
functions and activities on the project.
Reporting to the PQAM will be a team of experienced quality professionals located,
or by visit, in execution locations, including the project office, construction site, and
Global Engineering Centres (GECs), which form the core of the project QA
organisation. The project QA organisation is defined in the project quality plan.

J3 Program
Members of the Bechtel project QA organisation are independent from any

respective project team that they are responsible for auditing and are responsible for
the coverage of engineering, design, and procurement activities in the execution
locations, and construction and construction management activities at the
construction site and module yards.
Quality audits will be conducted to verify the projects effective implementation and
compliance to approved policies, procedures, and instructions and to identify
opportunities for improvement in the implementation of the project quality
management system. The audits will be conducted on activities performed at all
execution locations, construction site, fabrication facilities, and on subcontractors.
The audits will be conducted on a schedule commensurate with the activities being
performed and early enough to ensure that adequate controls have been planned
and implemented. A master audit schedule will be developed to identify the project
activities to be included in the audit programme and will be maintained throughout
the phases of the project.
A key ingredient of the project quality management system is that it places a strong
emphasis on the prevention of problems and the effective implementation of a
proactive quality verification programme. To this end, quality audits will be
supplemented, as necessary, by the implementation of a quality surveillance
programme. This proactive portion of the quality verification programme will be
initiated early in the project with special attention given to processes and activities
that are critical to the success of this phase of the project.
The scheduling of quality surveillance activities is performed to respond to project
conditions, changes in the project scope, changes in the schedule of activities, or to
accommodate the importance of specific activities. A surveillance schedule will be
developed to identify the project activities to be included in the surveillance
programme. The surveillance schedule will be maintained throughout the phases of
the project.
Non compliances may be identified as a result of quality audit, quality surveillance,
review of other key quality documents and records, or based on formal or informal
communications to project QA from other personnel. Non compliances, in addition to
the controls established by cognisant organisations, shall be documented in the body
of the quality audit or surveillance report and on a corrective action report (CAR).
Initiated CARs will be reviewed with responsible personnel from the organisation
subject to audit or surveillance, required corrective action and response due dates
agreed to, and verification of corrective action completion performed by project QA.
Non compliances shall be tracked to identify status of completion, and shall be
periodically reported to the project management team, identifying the status of the
items being tracked; person assigned responsibility for action; date each item was
identified; and projected completion date of required corrective action. The periodic
reporting will also include an analysis of the trends from non-compliances and audit
data and identify any additional corrective and/or preventive actions for project
management team approval.
3.6 Quality Control Programme

Bechtel OG&C has successfully deployed the philosophy and strategy for Quality
Assurance and Quality Control (QC) in multiple locations and on multiple projects.
The approach defined in this section is an integral part of the Bechtel OG&C quality
management system and incorporated in our work processes.

J3 Program
Bechtel OG&C is organised as a matrix organisation. The Bechtel OG&C project

functions report to Bechtel OG&C project managers as well as to their respective
functional management within Bechtel OG&C as depicted by blue dotted lines in the
QA and QC functional organisation chart overleaf. Additionally, the project functions
have an indirect reporting relationship, dashed red lines, to the project quality
assurance manager (PQAM) function to ensure alignment of project objectives and
the project quality management system and verification programs.
The Bechtel OG&C project QA function, at the construction site and any remote
fabrication facilities performs independent quality audits and quality surveillances of
construction activities, including subcontractors where determined necessary, to
verify compliance to the project quality management system, associated procedures
and project requirements.
Typical QA and QC Functional Organisation Chart
Bechtel OG&C
Sr. Project Manager
Functional Managers
Mod Yard(s)
Engineering Procurement Construction
Construction QA Manager
Manager Manager Manager
Manager
Engineers /
Supplier Quality Mod Yard Project Project Field Eng Construction/ Site
Resident
Supervisor Field Eng (PFE) (PFE) QA Manager
Engineers
Shop Inspectors Field Engineers/ Field Engineers/ QA Engineers

Quality Control Quality Control
Engineers Engineers
Project Field Project Field Module Yard (s)

Procurement Procurement QA Manager/ QA
Engineers
Interface with respect to Quality

Functional Reporting Line and Oversight
Division of Responsibility (DOR)

The division of responsibility for QA and QC is as follows:
Responsibility for the project quality management system and verification
thereof is the responsibility of the PQAM and the QA organisation such as
remote fabrication facility QA manager, site QA manager, GEC QA, etc. This
includes QA verification, oversight, and coordination activities of selected
critical suppliers and subcontractors; verification is performed through quality
audits and surveillances.
Project QA provide quality assurance interface with the client.
Responsibility for inspection at suppliers (applies to purchase orders only)
rests with the procurement manager and the supplier quality organisation.

J3 Program
Inspection may be self-performed and/or executed via contracted inspection

services.
Construction Field Engineers are responsible for inspection activities for direct
hire works (construction site and module yards) and monitoring of
subcontractors inspection activities. The construction site and module yards
Construction Field Engineering function is shown in the chart above.
Bechtel OG&C quality functions operate in accordance with the matrix organisation
described in Bechtel standard work processes that cannot be deviated from without
Functional Management approvals. These standard practices define roles and
responsibly (division of responsibility) and govern the inspection and verification
activities during project execution.
A summary description of the typical responsibilities for QC on projects is described
below. These descriptions are not all encompassing since the information extracted
and shown below only pertains to QA and QC activities. The various interfaces
between the functions with responsibility to perform verification (inspection) are
shown in the organisation chart.
Implementation of the QC system for all Bechtel OG&C project purchase orders,
subcontracts and direct hire construction is managed by the respective project
functions, as outlined below.
Procurement Quality Control

Procurement is responsible for assuring that purchased items (purchase orders),
materials, and services are in compliance with project requirements. This is
accomplished through the following:
Coordinating bid reviews and supplier selection.
Reviewing material requisition packages with engineering, to establish the
necessary level of supplier surveillance to identify supplier inspection and test
record requirements.
Supplier quality to perform shop inspection.
Coordinate supplier shop qualifications with the respective inspection agency.
Participating in supplier shop qualifications and attendance at prescribed
witness and hold-points inspections and final inspection and release of
materials for shipment.
Coordinate with engineering to ensure engineers participate in critical
inspection and test activities as identified in the approved Inspection and Test
Plans (ITPs).
Interface with supplier quality team and provide notification of Client required
inspection points and FATs identified and agreed in the contract.
The Field Procurement group is responsible for verifying that purchased items and
materials arriving at the construction site and module yards are in compliance with
the project and the purchase documents requirements. Field Procurement is also
responsible for field purchasing using field material requisitions and the management
of all materials onsite and in the module yards.

J3 Program
4 Engineering Plan
4.1 Overview/ Work Plan

This document defines how Bechtel will perform engineering at the different
execution locations. The plan also defines discipline specific engineering roles and
responsibilities during various stages of the project and as required to fully define the
plant and to facilitate the procurement of equipment and materials and enable the
Construction and Commissioning of the plant.
This PEP will be updated as necessary during the course of Project development to
reflect any fundamental changes to the plan, or simply the changing focus of the
execution plan as the project develops.
In addition to the various documents highlighted throughout the text of this section,
reference should also be made to the following project specific documents:
PEP, Volume 1
Division of Responsibility (included in contract).
Project Work Instructions (if required)
4.1.1 General Work Plan and Organisational Interfaces

Refer to PEP Volume 1 section 2.1 General Project Information and section 4.1
Scope of Work and Services.
4.1.2 Project Execution and Responsibilities

Basic Engineering for the Offsites and Utilities will initially be performed in Bechtels
London office, as the project progresses engineering and procurement will shift to the
Mumbai Execution Centre (MEC) and also to a third party engineering contractor also
based in Mumbai as shown in table below. The basic engineering deliverables will
be supplied transfer to MEC and the third party engineering contractor to support the
project schedule. Detailed engineering for the non-process buildings will be
performed by another specialist third party engineering contractor based in Mumbai.
Basic Engineering for the Marine Facilities will initially be by Bechtels London office.
The EPC scope will be executed under a subcontract let by Reliance and supervised
by a joint PMT/Reliance team.
Basic engineering for the CPP will be performed in Bechtels Frederick office, as the
project progresses engineering and procurement will shift to the Bechtels New Delhi
office.
Initially overall reporting relationships and responsibility for Offsites and Utilities and
Marine Facilities will be with the London office management team. However as basic
engineering is completed and work transfers to the Mumbai Execution Centre (MEC)
and the third party engineering contractor overall responsibility will shift to the
Mumbai Execution Centre (MEC) management team. The point of change-over is
expected to be approximately 8 to 12 months after the start of the project.
Overall responsibility for the CPP will remain with Bechtels Frederick office
management team, even though engineering and procurement will shift to Bechtels
New Delhi office.

J3 Program
All Bechtel execution units employed on the project will use the same procedures,
work processes and tools to provide a seamless execution and unified design,
satisfying the contract scope and ensuring consistency and integrity in design.
Safety, consistency and integrity of design are vital to the achieving a smooth and
trouble free start-up and as well as long term successful operation of the facility.
The engineering team will follow Bechtels overall Work Process for execution of
engineering on projects.
The Engineering teams in all locations will operate on a task force basis where all
members of the task force are located in close proximity to each other including all
engineering disciplines and other functions, e.g. Procurement, Project Controls and
Construction etc.
The Project Engineering Management teams and the Lead Engineers in the London,
Frederick New Delhi and MEC offices will be the main Engineering interface with
Reliance.
4.1.3 Interfacing with PMT, Third Party Contractors & Design

Subcontractors
Bechtel will develop and issue procedures for communications and coordination to
address the requirements of each party. These procedures will include requirements
for regular teleconferences, video conferencing and face to face coordination. The
frequency of such interface meetings will be set to meet the needs of the project. All
Communication and Coordination will be through nominated point-to-point contacts.
A DOR matrix forms part of the contract and defines the work scope to be
undertaken by each of the contributing entities. Where work is to be transferred from
one location to another, a control point will be shown in EPPR at the point where
responsibility for individual deliverables is transferred.
The IS&T requirements for the project will be included within the overall automation
plan which will also describe the software to be employed by each discipline group
and the interaction of software between locations and stakeholders (where interfaces
are required).
Engineering software will be common between execution locations, where possible
and shall be based on the tools used by MEC on the earlier Jamnagar Export
Refinery Project. Where intellectual property issues arise, for example where
Bechtel tools/software is available that supersedes that used within MEC, then the
remote execution location will retain their present software/tools. If specific tools are
desired by Reliance then they shall be reviewed on a case-by-case basis considering
any project benefit from adopting the latest Bechtel tools at MEC issues and
intellectual property rights and/or commercial compensation.
In addition, third party engineering contractors and Sub-contractors must be able to
interface with the IT systems and tools established by Bechtel.
Electronic document transfer via eRoom will be employed to transfer documents to
the third party engineering contractors.
It is likely that all Vendors will operate slightly different document management
systems. However, Bechtel will ensure that all documentation can be received and
comments returned electronically through the use of compatible systems.

J3 Program
4.2 Organisation Project and Functional

The organisation charts for London and the MEC are provided in the PEP Volume 1.
The organisation charts show the organisation while London is the primary execution
centre and the organisation for the MEC and London offices during and after the
transition of engineering management control to MEC. It is expected that this
transition will occur 8 to 12 months after the start of the project.
The London office OFFSITES AND UTILITIES and MARINE FACILITIES engineering
teams will be organised separately.
For OFFSITES AND UTILITIES scope of work key area are headed by an APE
responsible for all technical, quality and scheduling aspects of the work.
In addition to the on project Engineering Management team, the following discipline
engineering groups will operate in a matrix organisation as shown in the PEP Volume
1 with direct line reporting to the PEMs:
Process
Project Engineering
Environmental
Mechanical
Process Safety
Materials Engineering Technology
Control Systems & Instrumentation
Plant Design and Piping
Electrical & Telecommunications
Civil, Structural and Architectural
Bechtels off-project Engineering organisation is based around a structure of Chief

Discipline Engineers and Technical Specialists, who report to GBU Managers of
Engineering, who in turn report to the corporate Manager of Engineering. This off
project organisation will support the project.
4.3 Procedures
Corporate, GBU and Project Procedures, together with the Division of Responsibility
document will ensure that work performed in the London, Frederick, New Delhi, MEC
and any 3rd party execution locations is seamless and meets Bechtels quality and
performance standards.
Bechtels Engineering Procedures are published and controlled using the
eEngineering Bechtel internal website.
Engineering Procedures to be used by the Engineering disciplines are listed in the
discipline sections below. These are the default procedures which are mandatory
unless the project identifies otherwise in Volume 1 of the PEP and in the Project
Specific Project Work Instruction.
Generally Engineering will be completed using the JERP project basis, supplemented
by the following documents issued by PMT:

J3 Program
A. Project Standards, Specifications and Procedures;

B. Design basis, design philosophies and design guidelines;
C. Quality Assurance QA/ Quality Control QC plan;
D. HSE plan; and
E. Project automation plan
4.4 Functional Oversight

In addition to the on-project responsibilities to the PEM, Lead Engineers regardless
of location are technically responsible to their Manager of Engineering (MoE) and
their Functional Chief Engineer (CE) respectively who are at all times responsible for
the technical integrity of the work performed by discipline personnel assigned to the
Project. In addition CEs are responsible to provide the necessary staff to meet the
needs of the Project.
The MoE and CEs will provide functional oversight for engineering activities on the
project. This consists of the following activities:
Reviewing scope of work, Engineering Baseline and Basis of Design
Overview and review of Engineering Scheduling and Reporting.
Reviewing and predicting Engineering Performance based on reporting tools
(EPPR), and initiating action to ensure continued good performance
Reviewing staffing and ensuring sufficient and suitably experience staff are
provided to the project in a timely manner.
Performing off project design review (see below)
Performing project technical auditing (see below)
Providing a focal point for technical issues and coordination with Bechtel
technical specialists and other locations/ GBUs as required to support the
project execution.
Dissemination of Best Practice and Lessons Learned
Providing current instructions, training materials and training for the discipline
standard work methods
Providing technical support for automation tools utilised by the discipline
Reviewing and approving deviations from standard work processes
Ensuring that the project is aligned with current codes and standards.
Regular coordination meetings between the on project PEM/ Lead Engineer and off
project MoE/ CE will be scheduled with the purpose of providing a forum for project
technical and non-technical engineering issues to be raised, with the emphasis on
pre-emptive action to ensure good performance, non-reactive engagement to fix
problems.

J3 Program
4.4.1 Design Control Check Lists (DCCL)

At the start of the project, the respective CE and Lead Engineer will establish a
project discipline-specific DCCL. This document specifies the deliverables and
activities which are subject to off-project design review, and is an evergreen
document throughout the life of the project. Off-project design review and the DCCL
process is described in EDPI No: 3DP-G04D-00034.
4.4.2 Engineering Audits

In addition to the DCCL process, the CE will also conduct Engineering Audits on the
project at specified times during the projects lifetime. These audits will focus on the
disciplines technical performance, quality of deliverables and interfaces and are
intended to pre-empt any technical issues that may cause schedule or cost impacts
to the project. The Engineering Audit process is currently being updated and will
shortly be described in EDPI No: 3DP-G04D-00039.
4.5 Scope Baseline and Control

Engineering will work with the Project Management, Project Controls and other
functions as required to develop the Engineering scope and baseline for the project.
Execution strategies developed during the early stages of the project lifecycle or
during the proposal are to be considered in the development of the overall baseline
and scope of the project.
Technical scope for the project is distributed to the Engineering team by project
management via the following documents:
Proposal and Tender Bulletins/ Clarifications from Client
MoM with client during proposal or earlier stages of the project
Prime contract, or relevant sections thereof
Other client scope definition documents. (e.g. Preliminary Equipment list,
licensor scope documentation).
PEP Volume 1
Senior Management Technical Review Package
In addition, scope clarification meetings may be held internally or with the customer
to further define areas of scope within the project.
From the above sources of information, Engineering will develop its baseline scope,
using the Bechtel standard work processes and tools. Typically Engineering Scope
definition will include the following activities and deliverables:
Development or update of equipment list
Review and input to the WBS developed by Project Controls
Development of man-hour estimates (or validation of man-hours
estimated during the proposal)
Input to project schedules
Preparation of input to the EPPR
Input to procurement Material Assignment Schedule
Input to Sub contracts schedule and list of Sub Contracts

J3 Program
During the life of the project, engineering will monitor and adjust the baseline scope
of the project as required. The primary method of notifying stakeholders of changes
to the baseline is via the project Trend Programme.
Every engineer assigned to the project has responsibility to participate in the trend
programme and raise potential trends to their Lead Engineer and PEM. Trends are
to be initiated per the project trend programme as required to manage changes in
scope before any work is done or funds committed.
4.6 Schedule Establishment and Tracking

Engineering will contribute to the development of the overall project Milestone (Level
0) and Project Summary schedules (Level 1). Typically this is done during
preparation of the proposal and feeds the subsequent development of Level 2 and
Level 3 schedules, to which the PEM and Lead Engineer for each discipline have a
significant contribution early on in the project.
Engineering will develop, in conjunction with Project Controls, the EPPR (Level IV)
schedule for the project. This details Engineerings schedule and work plan down to
deliverable (or group of deliverables) and task / activity level and are Engineerings
primary tool to monitor, track and control work and performance.
EPPR is used as a tool by the Lead Engineer to plan the work of the discipline, with
the ability to use look-aheads to plan and resource upcoming work.
The EPPR will be set-up and managed in accordance with EDPI No. 3DP-G03D-
0006 Engineering Progress and Performance Report.
A single EPPR database shall be used for the entire project. EPPR has the facility
for definition of the division of responsibility by milestone for each individual
deliverable and task. EPPR can then provide progress and performance information
for the total project and for each execution location.
4.7 Functional Metrics

Engineering deliverables and tasks will recognise the overall project WBS and this
work breakdown will be incorporated in the way Engineering is organised, the
numbering and issue of documents, progress measurement, control points and
reporting. This will be set-up as defined in Exhibit G of the EPPR EDPI 3DP-G03D-
00006.
EPPR will be the main tool use by Engineering to track performance. Metrics
measured for performance tracking are as follows:
Schedule Performance (Actual % vs Scheduled % complete)
Productivity Factor (No. hours Earned progress / No. hours booked)
In addition, quality metrics are tracked. These data are derived from the DCCL and
Engineering Audit processes as described in Section 3.4 and include such items as:
No. of DRNs accepted without comment
No. of DRNs accepted with comments
Number of DRNs not approved
Audit findings
CARs

J3 Program
During the vendor print review stage of a project, if required by the MoE and CE, it is
possible to track the type and number of comments on Vendor Prints, using the
Intellistamp tool. This system provides an electronic means of collecting Vendor
Print approval code status and thus it is possible to see trends in Vendor
performance with respect to timely and correct addressing of comments on their
documentation. Refer to 3DP-G06D-00004.
Vendor Print review metrics and status are tracked by Engineering using data from
the EDMS system, InfoWorks.
Project/Six Sigma dashboards will also be used to track various performance metrics.
Refer to 3DI-M01D-00002 Project Quality Metrics.
4.8 Best Practices Programme

The Six Sigma programme is one aspect of Bechtels approach to implementing Best
Practice. See Section 2.3.1 for details of the Six Sigma programme.
Within Engineering, the PEM, Lead Engineer and CEs are responsible for
implementing the results of Six Sigma PIPs on the project. They work with Black Belt
process improvement specialists to ensure effective implementation of applicable
PIPs, and also to develop PIPs where opportunities are seen for potential
improvements. Typically each Engineering discipline will also have one or more Six
Sigma Yellow Belts assigned responsible for implementing and tracking the results of
PIPs.
In addition to the Six Sigma programme, Bechtel operates a Lessons Learned
programme, which captures technical and non-technical lessons from other projects.
At the start of the project, a review of previous lessons learned will be conducted,
and their applicability for the project assessed. Engineering will take the necessary
steps to ensure lessons are incorporated at the appropriate time of the project to
ensure that best practice is carried forward throughout the lifetime of the project.
The OG&C Lessons Learned system is defined in EPDI No. 3DP-G01D-00003.
To ensure best practice in the design with respect to Designing for Safe
Construction, a project Design for Safe Construction programme will be implemented
in accordance with the requirements of 3DI-G04D-00013 Design for Safe
Construction.
4.9 Quality Programme

Achieving a high quality, compliant fit for purpose project requires clear definition of
the minimum quality standards required, competent staff, and good work processes
and procedures.
The minimum quality standards are defined through the contract and Bechtels own
quality standards. The contract will typically make reference to the codes and
standards applicable to the project. Bechtel also has its own standards which can be
applied when client/project standards are not available or applicable. Refer to
volume 1 of the PEP for references to the contractual requirements.
Bechtel achieves quality through the application of its standard work processes and
procedures. All Engineering documents are subject to a minimum process of
checking by both an independent Engineer (i.e. not the originator) and the LEAD
ENGINEER prior to issue. Many documents are also subject to interdisciplinary
review, and APE or PEM review and approval prior to issue, a further subset of
documents as defined in the DCCL is subject to off project review by the CE.

J3 Program
The PEM or CE will also schedule, or request at any time, Engineering audits to
address specific or general issues of concern or opportunities for improvement.
Ultimately, the quality of the job depends on the individuals assigned to the project. It
is the CEs responsibility to ensure that suitably qualified and experienced staff are
assigned to the project.
4.10 Quantity Development and Tracking

Project services estimates are based on as-sold equipment counts. Changes in
these quantities are to be tracked and trended against the as sold values and revised
quantity estimates generated on a set schedule as determined by the project, so that
the significant changes in quantities are anticipated and reported well in advance of
the project reforecasts.
Each Engineering discipline is responsible for developing the quantities required for
the project. It is only in the feasibility and early study phases of the project where
estimating may independently develop the quantities using historical factors and
metrics. Even at this stage Engineering shall still review and verify the quantities
estimated. Ownership of quantities rests with Engineering.
Design quantities will be developed and used to track and monitor progress and
support the TIC estimates. As such, Engineering will work closely with the estimating
group to develop quantity estimates for bulk materials and equipment.
As the project develops, Engineering and Estimating functions will hold alignment
meetings to agree the scope and basis of the quantity estimates, together with the
required level of accuracy and thus the extent of data required and amount of work to
provide this data. An estimating plan will be produced to which Engineering will have
a significant contribution.
Through the development of the design, Engineering shall remain responsible for the
quantification of the design, and in particular the neat quantities. Allowances to be
added for other reasons, e.g. cut and waste, delivery lead time mitigation, shall be
developed by a cross functional group.
During the development of the design, emphasis will be placed on laying and
designing the plant to ensure the optimum configuration and layout to give the most
efficient use of bulk materials. To support this process, regular plant design reviews
will be carried out via the 3D model.
4.11 Value Engineering Programme

Bechtel understands the importance of performing Value Engineering and
undertaking it in a timely manner to maximise the benefit to the project.
Bechtel is committed to the use of Six Sigma along with other value improving
practices to improve project outcomes.
Experience with similar programs is that one half to two-thirds of the savings are
achieved during the front end of a project, with the remaining savings generated
during the detailed design, procurement and construction. Although the initial
configuration and BoD development is a key input to value improvement, there are
significant opportunities in the basic engineering work to reduce operating costs,
reduce investment, or to improve the economics of the plant.
A series of value improving practices will be proposed during the early stages of the
project, typically including:
Constructability checks to set the maximum feasible equipment size.

J3 Program
Evaluating the cost of implementing alternative site layouts in terms of

interconnecting pipe rack lengths, piping and other site development costs;
Value engineering to audit the proposed unit layout and plant design (to be
agreed with client before commencing.
A Value Engineering facilitator will manage the programme. Where appropriate,
licensors will be invited to participate, together with engineers and other key
individuals having relevant experience who are not directly involved in the project. All
ideas and potential opportunities will be collected, classified and ranked.
Where required by clients, the life cycle cost impact of high-potential ideas will be
evaluated and a justification prepared. All accepted ideas would then be
incorporated in the appropriate documentation.
4.12 Engineering Management
4.12.1 Introduction
This section describes the role of Engineering Management on project in the
management, oversight and leading of the Engineering disciplines.
4.12.2 Organisation
The PEMs functionally reporting to the MoE will be assigned to the engineering team
in the London office to manage and co-ordinate the key areas of the OFFSITES AND
UTILITIES and MARINE FACILITIES engineering work. As engineering activities
progress the management team and control will transfer to the MEC. This will be
after approximately 8 to 12 months. Organisation charts are included in volume 1 of
the PEP.
The PEMs functionally reporting to the MoE will be assigned to the engineering team
in the Frederick and New Delhi offices, to manage and co-ordinate the CPP
engineering work. The PEM in the MEC will co-ordinate and direct work in the Office.
He will report to the PEM in Frederick
The PEMs will be fully supported by Area Project Engineers (APEs), Discipline Lead
Engineers, Engineers and Specialists. The PEMs will be responsible for ensuring
that the issue of deliverables supports the procurement and construction schedules,
are complete, timely and of high quality.
4.12.3 Procedures and Design Guides

The procedures which govern Engineering execution are summarised in the OG&C
GBU Project Work Instruction (PWI) 10015-G69-JG0000-1200. This document is not
applicable to work executed by the POWER GBU for the CPP. For which a separate
PWI will be produced.
4.12.4 Activities and Deliverables

Specific responsibilities of the Engineering Managers are:
Provide the primary interface for Reliances Engineering Management team
Co-ordinate project scope development
Provide direction to and co-ordinate the work activities of the Discipline Lead
Engineers

J3 Program
Management of interfaces, including those between Engineering and

Procurement / Construction, with Reliance, 3rd Party Contractors, vendors/
Subcontractors and existing facilities.
Co-ordination with vendors and Subcontractors including ensuring the timely
provision of information for the procurement process to proceed at each major
stage, ensure that vendor information is received to support detailed
engineering and that responsible discipline engineers are processing the
review of vendor prints in a timely and effective manner to ensure no impact
to vendor delivery schedule. Engineering Managers will also ensure that
scope of work documents and take off schedules are prepared by the
engineering discipline groups to enable the preparation of subcontract
packages and support the award process as required
Co-ordinate major reviews, including P&ID, HAZOP, Design for Safe
Construction, Plot Plans and 3D Model
Assist with Co-ordination of Reliances design input and reviews
Co-ordinate design development
Ensure compliance with project standards, specifications, and procedures
Input to the preparation of plant data books operating manuals and other final
documentation
Ensure scheduled delivery of Equipment / Materials is achieved
Ensure the work under their supervision meets project schedules and budgets
Oversee and ensure the Maintenance of quality in Engineering deliverables
Ensure safety standards are achieved.
Support regulatory approval
In addition to the above, Project Engineering Management is responsible for ensuring
production of deliverables which are a requirement of EDP 3DP-G04-00047
Engineering Deliverables to Procurement, Construction and Start-up.
4.12.5 Automation Tools

The Engineering Management group does not have any automation tools which are
specific only to the group, but has overall responsibility for the implementation and
execution of Engineering automation tools on the project.
4.13 Project Engineering
4.13.1 Introduction
Project Engineering provides the knowledge and skills that are applied to analyse
and define integrated OG&C facility processes using mathematical methods,
computer tools, and design coordination. The OG&C Project Engineer seeks to
develop an overall facility design and operating philosophy that will achieve desired
steady-state and dynamic behaviours, including safety, consistent product quality
and high return on investment.

J3 Program
4.13.2 Organisation
The Project Engineering group is task-forced based with teams of engineers
assigned to the project on a full-time basis. Project Engineering activities on each
project will be under the direction of a Project Lead Engineer who will assume single
point responsibility and accountability for all the Project Engineeeing design activities.

The Project Engineering discipline manual within procedure 10015-G69-JG0000-
1200 the projects OG&C GBU PWI lists the standard instructions, design guides and
other documents which are used by the Project Engineering group. All projects
utilise these instructions unless there is an overriding client instruction that meets the
same technical standard as the Bechtel instruction.

Project Engineering has responsibility of the following deliverables:
Piping and Instrumentation Diagrams (3DI-M04D-T0001)
Line Data Management (3DI-M04D-T0003)
Equipment List (3DJ-M04D-T0016)
Cause and Effects
Pump / Compressor Pressure Profiles
Design pressure and temperature diagrams
SP Item Datasheets
SP Item Lists
Project Engineering is also responsible for supporting the following key tasks:
3D Model review comment close out
HAZOP / SIL review and model close out
Quantities for their respective areas / systems
The Project Engineering group will develop the P&ID to an IFR revision which will be
distributed internally to all the Bechtel engineering disciplines for review. Once
comments are received the Area Project Engineer for Front End Design will organise
and run an internal P&ID reviews to discuss and agree comments. Once comments
are agreed the P&ID is further developed to the Issue for Approval (IFA) stage where
it is presented to the client for comment. The P&ID Engineering Instruction 3DI-
M04D-T0001 specifies the required data that is to be presented on the IFA P&ID and
what deliverables are to accompany the P&ID at this revision. It is the responsibility
of the Area Project Engineer during this meeting to record minutes of meetings,
actions that arise out of the meeting and maintain the client comment tracking sheet.
On completion of the client meeting the P&IDs are developed further by incorporating
client comments and information from other engineering groups. The P&IDs are then
issued for HAZOP (IFH) where they are presented in front the HAZOP review team to
complete the Hazard and Operability study.

J3 Program
On completion of the HAZOP the project engineering group has the responsibility for
HAZOP action item resolution and follow-up. All changes to the P&ID post HAZOP
are managed and organised by the project engineering group. The Engineering
leads will ensure an up to date project red line master mark-up of each P&ID to
record and track changes between issues is being maintained by his group. It is also
his responsibility to communicate revisions to the design disciplines and others so
that they are aware of any and all changes.
Once sufficient vendor information is available to be incorporated into the P&ID the
P&ID is issued for design (IFD).
After the IFD revision of the P&IDs, Design Change Notices (DCNs) will be used to
approve significant changes before they are marked on the P&ID master. The
Project Engineering Lead Engineer is responsible for writing and proper approval of
DCNs before the master is marked. The APE and PEM will sign DCNs before they
are implemented.
DCNs will not be issued for minor changes such as:
I. Cosmetic changes, such as typos or spelling errors
II. Addition/deletion of drain/vent valves less than two inches and not affecting a
vessel nozzle
III. Revision of continuation references between drawings
IV. Revision of notes to clarify meaning when PD&P alone is affected
V. Addition of tie-in details to P&IDs
VI. Addition of information such as actuator types, instrument connection details,
or relief valve settings
The Project Engineer will be a key participant in the 3D model review and will ensure
that specific design information that exists on the P&ID has been incorporated into
the physical piping model. After the 3D model review has been completed, the
associated P&IDs will be modified as required and issued for construction (IFC).
Subsequent issues will only be made when deemed appropriate or necessary.
The main tools generally used by the project engineering group are identified below
(refer to the Project Automation Plan 10015-G05-JG0000-1001 for the actual list of
tools used by Project Engineering on the project):
Application Deliverable Description
Pressure Profile Suite Reference/Calculation Hydraulic calculator, line size,

only line designation table
management
PipeNet Reference/Calculation Network hydraulic analysis
only tool
Management of change DCNs Managing revision lists and
tool Design Change Notices
(DCNs)

J3 Program
4.14 Process Engineering
4.14.1 Introduction
This section describes the function and organisation of the Process Engineering
group. The principal functions of the Process Engineering Group are to:
Determine the sequence of operations and the selection of equipment and
operating conditions required.
Generate input for other disciplines such as Process Flow Diagrams, Heat &
Material Balances and Process Datasheets.
Be responsible for the Relief System design.
Provide support to other disciplines to make sure that the process design
intent is maintained throughout the work of the downstream design
disciplines.
4.14.2 Organisation
The Process Engineering group is task forced based with teams of engineers
assigned to the project on a full time basis. Process design activities on each project
will be under the direction of a Process Manager who will assume single point
responsibility and accountability for all the process design activities.

Procedure 10015-G69-JG0000-1200 the projects OG&C GBU PWI lists the standard
instructions, guide instructions that are used by the Process group. Of particular
importance is the instruction 3DJ B04F 001, major project execution process design
execution methodology which identifies the Process Engineering activities and
deliverables involved in the execution of major projects. This document is to be used
as the standard reference methodology for all Process design work.

The specific responsibilities of a process engineer are to:
Prepare Process Design Basis
Prepare Heat and Material Balances/ stream properties
Process Flow Diagrams
Process Datasheets for all major equipment
Process datasheet for selection of relief valves
Prepare preliminary utility balance summaries
Estimate catalyst and chemical requirements
Write process descriptions of the process units
Provide information for inclusion in the operating manuals
Review Piping and Instrumentation Diagram (P&ID) for operability and safety
Review vendor drawings
Review process design work provided by licensors or suppliers
Prepare procedures for performance testing

J3 Program
Write process guarantees for the project

Prepare effluent summary information
Key activities for process engineering are identified below:

Alternate Design Conditions Consideration. The normal operating design case of
the units are shown on the PFDs and supplemental design information is provided on
material balance tables. However, other operating cases, which were determined
during the early stage, will be used to determine the design of particular items of
equipment and verify their impact on the reliability, safety, or economics of the plant.
These alternate-operating conditions (e.g., excursions in temperature, pressure, or
flow) are the result of seasonal operation, blocked operation, start-up, shutdown,
plant upset, or special operations (regeneration, purging, depressurising, chemical
cleaning, etc.) This data may be presented either on the PFDs or in alternate case
material balances.
Major Equipment Design Temperature and Pressure Input. Equipment design
temperature and design pressure will be finalised to accommodate normal operating
conditions, alternate operating conditions, and upset conditions without
compromising the integrity of the system.
Equipment Design Support. As detailed engineering for equipment progresses,
some support from process will be required to assist other disciplines in resolving
areas of conflict or clarification. Examples of this may be interference between tray
internals and support steel, location of instrument connections or thermowells related
to platform access and process requirement, or hydraulics and pipe layout
clarification based on stress analysis.
When mechanical layout/ designs are developed, process will ensure that these
documents are consistent with the process data and intent.
Vendor Print Review. Selected vendor prints will be reviewed to verify that process
requirements have been adequately met for key equipment items. For example, it is
important to review tower internals to ensure that vendor design, mechanical design,
and process design are consistent with regard to dimensions, layout, orientation, etc.
Relief System Design. Process will issue the design specification for the relief
system that will document the overpressure protection philosophy and flare system
design basis.
Process Control Narrative. A description of the process control concepts and logic
for operation, start-up, and shutdown will be updated and reissued for design. A
control narrative is typically required when the design involves complex or unusual
control schemes that cannot be completely described by the PFD symbols alone.
Utility Summary. The utility summary will be developed and issued depicting the
final utility consumption and/or production by major equipment item for each utility
commodity.
Catalyst and Chemical Summary. The issued list of all chemical reagents,
additives, and catalysts required to start-up and operate the plant. The list will
include both discrete and continuous demands pertaining to initial fill and operating
requirements. The anticipated rate of consumption and storage requirements will
also be included.

J3 Program
Instrument Data Sheet Review. The control systems group will issue a datasheet
for every instrument purchased on the project. Process will review this data to
ensure that process design data utilised is accurate and appropriate set points or
ranges have been selected. In most cases, the control systems group will request
pre-alarm, alarm, shutdown, and set-point confirmation from process engineering.

The main tools generally used by the process engineering group are identified below (refer to
the Project Automation Plan 10015-G05-JG0000-1001 for the actual list of tools used by
Process on the project):
API Technical Reference /

Technical database
Databook Calculation only
Aspen Flare Reference / PREVIOUSLY FLARENET; Tool for modelling flare
System Analyser Calculation only and vent piping hydraulics.
Reference / Tool used to determine radiation levels emitted by
FlareSim
Calculation only Flare tips under different conditions.
Reference /
FlowMaster Documentation of Hydraulic Calculations
Calculation only
Reference /
HYSYS Process simulation package
Calculation only
PES Pro Reference /
Process simulation package
II/Provision Calculation only
Reference /
V-Calc Vessel Sizing Spread sheet Tool
Calculation only
Microstation PFDs
4.14.6 Design Subcontractors

Generally, the process department only utilises subcontractors for specialist services such as
CFD analysis or dynamic simulation that cannot be completed by Bechtel specialists.
4.15 Process Safety
4.15.1 Introduction
The process safety engineering discipline will have an overall responsibility within
engineering for all safety aspects during the various phases of the project. Process
safety engineers will review and influence the work of all other disciplines where
safety considerations are applicable and they will liaise closely with the project ES&H
manager to ensure all agreed ES&H requirements are fully implemented by the
engineering team. Process safety will also be responsible for the specifications and
design of fire protection and safety systems.
The objective of Process Safety management activities are to:
Minimise the potential for hazardous occurrences;
Minimise the risk and consequences of hazardous events;
Provide a safe working environment for facility personnel;

J3 Program
Maximise the benefits of protection measures against hazardous events by

considering equipment layout and spacing;
Provide sufficient safety devices and redundancy to isolate and minimise
uncontrolled release of hazardous liquids and gases;
Minimise potential for pollution through accidental releases;
Design fire protection system;
Design of fire and gas system
4.15.2 Organisation
Process Safety activities on each project will be under the direction of a Process
Safety Lead Engineer who will assume single point responsibility and accountability
for all the process safety design activities. The Process Safety lead reports to the
PEM.

The main document is the Engineering Department Procedure Instruction for Process
Safety, 3DP-U04D-00001 which defines all deliverables and processes used by the
Process Safety Group and provide reference to other relevant OG&C procedures,
guides and instructions. This document contains the list of activities and other design
guides used by Process Safety engineers during the various phases of the project.
In addition to Process Safety department specific procedures and instructions, the
Process Safety group makes extensive of other departments procedures and
instructions:
2HA-H13D-00001 HAZID and ENVID Studies (ES&H)
2HA-H14D-00001 Action Tracking and Hazard & Risk Register (ES&H)
3DG-E610-00001 Electrical Area Classification (Electrical Engineering
Dept.)
3DG-J41-00003 Engineering Design Guide Safety Instrumented Systems
3DI-M04D-T0001 Standard Engineering Instruction for Piping and
Instrument Diagrams
3DJ-B04-00044 Guide Engineering Instructions For Electrical Area
Classification Input (Process Engineering Dept)
3DJ-B04F-00001 Process Design Execution Methodologies for Major
Projects

The Process Safety Design Philosophy describes how the project safety objectives
will be implemented during the engineering phase of the project. The Process
Safety discipline will review the philosophy document issued by PMT. This
philosophy will contain a number of dedicated sections addressing legislation, codes
& standards, hazard reviews, principles of plant layout, fireproofing, area
classification, fire & gas detection, fire protection and general personnel safety.

J3 Program
The main hazard and safety reviews are managed by Process Safety engineers in
collaboration with Project Engineering. All recommendations generated by the
hazard and safety reviews (e.g., HAZID, ENVID, HAZOP, SIL, LOPA) need to be
resolved. In order to ensure that all actions are addressed and resolved, the Process
Safety discipline will input recommendations to the Hazard / Risk register, held by the
project ES&H Manager. This register identifies and records all foreseeable health,
safety, security and environmental hazards/ risks associated with the project and
assigns responsibility for resolving them. The register will remain a live document
throughout all phases of the project and will be monitored by the ES&H manager to
ensure all actions are assigned and resolved.
Fire hazard analysis, explosion hazard analysis, computational fluid dynamics
modelling of explosion overpressure and quantitative risk assessment are usually
performed by a third party consultant. For the offsites and utilities the outcome of this
modelling will be reviewed by Process Safety engineers who will ensure
recommendations will be implemented in the design.
The process safety team will also work closely with Plant Design & Piping group and
Process Engineering disciplines to determine safe and practical layouts for
equipment, with due consideration given to:
Human factors engineering
Location of manned buildings
Flare location
Segregation of process areas
Escape routes
Means of evacuation
Laydown areas
Maintenance access
Segregation of hazards
A firewater demand study will determine the largest fire water demand required for
one major fire scenario and will include hydraulic calculations and physical routing of
the main pipe runs. Input from these studies is given to Project Engineering to
prepare the fire water P&IDs and LDTs.
The Process Safety design deliverables will include, as a minimum:
Review of the Process Safety Philosophy issued by PMT
Project Procedures for HAZOP and SIL
Review of Project Specifications issued by PMT for Fire Protection Systems
and Safety Equipment
Process hazard analysis (HAZOP) reports
SIL and LOPA reports
Support PMT RAM study report
Support PMT QRA study
Support Fire hazard analysis and explosion hazard analysis reports
Human factor engineering philosophy
Fire protection and safety equipment layouts

J3 Program
Fire water Utility Flow Diagrams

Safety equipment specifications and data sheets
Fire water demand schedule
Firewater hydraulic calculations
Hazardous area classification schedule
Fire and gas cause and effect charts
Fire proofing layout drawings and schedule.

Process Safety Engineers have the following tools to perform some of their activities
as described in the table below (refer to the Project Automation Plan 10015-G05-
JG0000-1001 for the actual list of tools used by Process Safety on the project):

Canary by Quest - Consequence modelling software to estimate
flammable and toxic gas dispersion in case of
release, Jet Fire heat radiations, pool fire heat
radiations and explosion blast pressure
PHAWorks HAZOP Process Hazard Analysis recording tool,
Reporting especially used for HAZOP reviews
RAMP RAM Reliability, Availability and Maintainability

Studies
PipeNet Firewater Firewater hydraulic design calculation
System software
Hydraulic
Analysis
4.16 Environmental
4.16.1 Introduction
The Environmental discipline will have overall responsibility within engineering for
ensuring the projects environmental compliance. Responsibilities include
preparation of emissions inventories, including aqueous, solid and gaseous, and the
waste management plan. The discipline has responsibility for the design of
mitigations systems including wastewater treatment prior to discharge to the
environment. Environmental engineers will review and influence the work of all other
disciplines and ensure that the project will be performed in accordance with project
environmental design basis and Bechtels ISO 14001 accreditation and Best
Available Techniques (BAT) guidance.
4.16.2 Organisation
Environmental Engineering activities on each project will be under the direction of an
Environmental Lead Engineer who will assume single point responsibility and
accountability for all the activities. Because of the specialist nature of the

J3 Program
Environmental department, it tends to have only a small number of staff, and thus,
the Lead will also take on a significant portion of the technical work.
B. Design basis, design philosophies and design guidelines

In the absence of PMT project specific documents Bechtels own procedures and
instructions will be applied.
Design guides and instructions are available from the e-Environmental website which
covers all GBUs. Those applicable to OG&C projects are as follows:
Preparation of Environmental Design Criteria, 3DG-H01-00018
Noise Control, 3DG-N81-00001
Industrial Wastewater Treatment System, 3DG-H01-00002
Design Guide Drainage Design, 3DG-H01-00020
Air Dispersion Modeling and Engineering Design, 3DG-H01-00001
Waste Management Guide, 3DG-V01-00003
Permit Planning and Acquisition, 3DG-V01-00010
The Environmental discipline manual within procedure 10015-G69-JG0000-1200 the

projects OG&C GBU PWI lists the standard instructions, design guides and other
applicable documents.
Refer to the EDP for Environmental Engineering, 3DP-G04-00010 for the framework
of Environmental Engineerings role. The environmental management process
consists of environmental design review, establishing standards and design basis
and forming a focal point for permits & other regulatory material. Reference may also
be made to the General Work Process Diagram EPC Phase, 3SD-H01-20000.

Environmental Engineering will assist with and participate as required, in the HAZID /
ENVID (Hazard and Environmental Hazard Identification) studies for the OFFSITES
& UTILITIES, MARINE FACILITIES and CPP and action outcomes as necessary as
defined in the OG&C ES&H Management Process 2HA-H13D-0001.
Provide assistance to PMT with the development of a construction environmental
plan control plan (CECP).
Environmental group will ensure the project meets the requirements of ISO 14001,
where required by the project, as per project environmental management quality
assurance procedure, 2QP-Q01D-E0001.
Environmental Engineering will provide technical input to assist Reliance / PMT with
the Environmental Impact Assessment (EIA) work.

J3 Program
The Environmental Engineering discipline will develop the drainage design

philosophy in co-ordination with Civil Engineering.
Environmental Engineering will carry out the process design for wastewater and
drainage pump stations, and wastewater treatment facilities (ETP). The design
procedures and guides for these facilities shall be as per process engineering design
process. MR generation and Vendor Print review vendor prints for environmental
packages will be carried out by the Mechanical Group in conjunction with
Environmental Engineering (see Section 3.18.4).
The Environmental Engineering discipline is responsible for the following
deliverables:
Environmental Design Criteria summarizing the applicable legislation for use
by the project
Wastewater/ Drainage design basis
Wastewater/ Drainage utility flow diagrams
Wastewater/ Drainage material balances
Wastewater/ Drainage equipment process datasheets
Wastewater/ Drainage catalyst & chemical Lists
Wastewater/ treatment studies.
Emissions inventory summarising all emissions to land, water and air
Waste management plan
Noise modeling report (this will be carried out by 3rd Party, Environmental will
review report)
Air dispersion study (this will be carried out by 3rd Party, Environmental will
review report)
Codes and Standards

Refer to Volume 1 of the PEP and/ or the Project Environment Design Criteria
4.16.5 Automation tools

Below is a list of the tools typically used by environmental engineering on both FEED
and EPC projects (refer to the Project Automation Plan 10015-G05-JG0000-1001 for
the actual list of tools used by Environmental on the project):
BREEZE AERMOD- Preliminary air dispersion Air Quality Analysis

ISC report
CadnaA Noise Study Report Assessment of environmental
noise
TANKS Tank Emissions Calculations US EPA storage tank
emissions calculation

J3 Program

rd
It is expected that the noise modelling will be performed by a 3 party design
subcontractor
Where part of the scope is passed to a subcontractor, a service requisition shall be
raised in accordance to engineering procedure Contracts, Subcontracts and Service
Requisitions, 3DP-G06-00002. The environmental lead is responsible for providing
input to the subcontract scope document.
4.16.7 Requirements for Customer / Agent Reviews and Approvals

Reliance will coordinate with the statutory authorities and obtain the necessary
statutory approvals. The environmental lead will prepare the technical documents
required and also provide assistance to Reliance as part of the statutory approval
process.
Reliance / PMT will appoint a consultant to perform the EIA. Environmental
Engineering will assist in the management of the subcontractor and review of their
deliverables.
4.17 Mechanical Engineering
4.17.1 Introduction
The mechanical engineering discipline is involved in the complete project lifecycle of
all items of mechanical equipment and is responsible for the engineering of this
equipment. This equipment includes:
Compressors and drivers
Pumps and drivers
Generators and drivers
Fired equipment
Pressure vessels
Storage tanks
Heat transfer equipment
HVAC
Packaged equipment
Mechanical and materials handling equipment
Major HSE equipment e.g. firewater pumps and dosing skids
The lifecycle includes identification of the need, definition of requirements, selection
of solution, detailed specifications and technical requirements, technical evaluation of
supplier proposals, conformation of specifications and requirements, post-order
management and document review, support to inspection and testing and support to
construction, commissioning and start-up.
The sourcing strategy for equipment items, including strategy for standardisation of
items and extent of packaging and modularisation, is developed through the
Materials Assignment Schedule (MAS) in conjunction with Reliance and the
Procurement and Contracts functions. Mechanical coordinates scope between the

J3 Program
different engineering disciplines and ensures that scope boundaries are clearly
defined on discipline design documents.
The schedule for procurement of equipment will be developed to meet construction
needs so typically mechanical will focus on the longest lead equipment first and then
move on to the balance of equipment. Mechanical however does pay attention to the
design data needs of the disciplines which can influence the schedule.
4.17.2 Organisation
The Mechanical group will be a project task force dedicated to a given project and
usually split into individual commodity groups reflecting the main equipment
commodities identified above. Where required the mechanical discipline will consult
off-project technical specialists.
4.17.3 Work Processes and Procedures

instructions will be applied. The Mechanical discipline manual within procedure
10015-G69-JG0000-1200 the projects OG&C GBU PWI lists the standard
instructions, design guides and other documents which are used by the Mechanical
group.

The Mechanical group will produce/ undertake the following deliverables/activities in
order to meet the specific requirements of the project:
Development of sourcing strategy for equipment items including strategy for
standardization of items. This is developed through the Materials Assignment
Schedule (MAS) in conjunction with Reliance and the Procurement and
Contracts functions.
Undertake studies where required to take specific technical decisions and
input to studies of other disciplines.
Support to other engineering disciplines including development of preliminary
data to facilitate early progress of plant design, e.g. early equipment layout
data, preliminary power user summary data etc.
Production of mechanical datasheets for all mechanical equipment including
auxiliaries where appropriate. Datasheet production includes preliminary
thermal and mechanical design calculations for sizing of shell and tube and
air cooled exchangers.
Purchasing philosophy is that complex and long lead items will be procured
by Bechtels London office.
For equipment items ultimately in MEC scope the datasheets, material
requisition for quotation, technical bid evaluation and material requisition for
purchase will be performed by Bechtels London office.

J3 Program
For equipment items in C2 complex where detailed design is to be performed

by the Third Party Engineering contractor the Bechtel London office will
complete work until the technical bid evaluation. The material requisition for
purchase will be by the Third Party Engineering contractor. Any change to this
philosophy shall be approved by Mechanical EGS and Project Management.
Preparation of Material Requisitions for enquiry for all equipment in
accordance with above philosophy. Requisitions are conformed and issued
for purchase where applicable once the technical and commercial evaluations
have been completed and a notice of award issued.
Preparation of Material Requisitions for enquiry for all equipment.
Requisitions are conformed and issued for purchase once the technical and
commercial evaluations have been completed and a notice of award issued.
Preparation of technical bid evaluations to evaluate supplier quotations
against specified requirements and chairing bid evaluation meetings.
Preparation of technical scope and requirements for contractors/subcontracts
for services and materials acquired by contracts rather than purchase orders.
Attendance at supplier and contractor kick-off meetings.
Review of supplier and contractor documentation and coordination of review
process with other disciplines and functions.
Coordination of equipment interfaces and management of equipment
handover to MEC engineering office and Third Party Engineering contractors.
Update equipment list complete with final vendor data
Coordination with Process discipline and compressor suppliers for completion
of dynamic simulation predicting compressor system surge and settle out
characteristics.
Support of HAZOP reviews with respect to mechanical equipment and
packages.
Participation in 30, 60 and 90% model reviews with respect to mechanical
equipment and packages
Prepare consolidated lubrication list.
Review of suppliers spare parts and interchangeability data.
Development of typical HVAC designs for Process Plant buildings
Development of schedule of quantities and engineering drawings for
refractory materials, anchors and associated materials.
Review of supplier manufacturing record books and installation and operating
manuals.
Attendance at relevant supplier inspection points during equipment
manufacture to support supplier quality inspectors.
Witnessing of applicable equipment tests at suppliers works.
Review of equipment test certificates / reports and other documentation to
confirm that equipment is project compliant
Review and coordination of identified close out actions following equipment
testing

J3 Program
Support to site personnel during installation and commissioning.

Activities and deliverables will be undertaken using software and automation tools
approved for use in the OG&C GBU and in accordance with the project approved
automation plan. The principal tools used by the Mechanical Group are generally as
follows (refer to the Project Automation Plan 10015-G05-JG0000-1001 for the actual
list of tools used by Mechanical on the project):
ASME pressure vessel design

Compress Pressure Vessel data sheets
software
Heat transfer equipment thermal
HTRI Heat exchanger datasheets
design software
Aspen Shell & Tube Shell & tube exchanger mechanical
Heat exchanger datasheets
Mechanical design software
Fired equipment thermal design

FRNC-5 Fired equipment datasheets
software
Trace Calculations HVAC calculations
eTank Tank data sheets / MTO Tank design software
4.18 Materials Engineering Technology
4.18.1 Introduction
Materials Engineering Technology (MET) provides support to project on Materials
Engineering from concept evaluation to completion of commissioning. The group
covers a number of specialist areas including metallic materials, non-metallic
materials, welding, coatings, cathodic protection (CP), corrosion management, non-
destructive examination (NDE), insulation, passive fire protection coatings and
refractories.
4.18.2 Organisation
The MET team based in London will make use of central resources in MET Houston
for specialist support in automated NDE, refractories and specialist coatings. The
group will be led by the MET Lead Engineer whose job function is to ensure that the
materials philosophy is aligned with Project requirements and that the MET activities
follow the philosophy. The MET Lead will have a working knowledge of all MET
specialist areas and will serve as the focal point for contact with the off-project MET
specialists.
4.18.3 Work Processes and Procedures

J3 Program

instructions will be applied. The MET discipline manual within procedure 10015-G69-
JG0000-1200 the projects OG&C GBU PWI lists the standard instructions, design
guides and other documents which are used by the MET group.

The MET Group will be responsible for the following activities, as applicable to the
project:
Verification of Selection or verification of PMT project specific documents and
revisions as required.
Materials of construction to meet specified site conditions and process
conditions (including non-normal operating conditions) for the project design
life. This will result in the production of Material Selection Guides (MSGs)
detailing the rationale behind the selection of materials and Material Selection
Diagrams (MSDs) defining the materials, associated design limitations and the
corrosion mitigation measures.
Review of other disciplines specifications for materials and fabrication
consistency and compliance. To ensure that the requirements associated with
MET activities are adequately covered, MET review P&IDs, LDTs and
Mechanical datasheets. MET also work with REs to ensure that the required
MET documents listed in materials requisitions
Metallurgical engineering consultancy to engineering disciplines and project
functions, including support to HAZOP and to SIL evaluation.
Developing corrosion management practices that include chemical treatment
(e.g. corrosion inhibitors), coatings / linings, corrosion monitoring, cathodic
protection design and commissioning.
CP design philosophy.
Prepare calculations for CP and thermal insulation.
Prepare CP datasheets defining the requirements for CP hardware
Preparation of technical scope and requirements for CP site survey, insulation,
passive fireproofing and painting.
Developing guidelines and standard details for insulation and for passive fire
protection. These to include standard drawings for insulation and fireproofing
supports designed to minimise the risk of corrosion under insulation (CUI) and
corrosion under fireproofing (CUF).
Provide metallurgical support to the preparation of technical scope of work for
fabrication subcontracts.
Preparation of MTOs for insulation, coatings, fireproofing and CP materials
and equipment in accordance with cost estimation and acquisition strategy
requirements.
Vendor data reviews related to materials, welding, NDE, insulation, fire
protection, coatings and cathodic protection.
Provide technical support to construction and subcontracts for MET
technologies. This will include response to site queries.

J3 Program

Activities and deliverables will be undertaken using software and automation tools
approved for use in the OG&C GBU and in accordance with the project approved
automation plan. The principal tools used by the MET group are as follows (refer to
Project Automation Plan 10015-G05-JG0000-1001 for the actual list of tools used by
MET on the project):
3EPlus Insulation Calculations Insulation Calculation

Software
ECE Material Selection Electronics corrosion
Calculations engineering
4.19 Civil, Structural and Architectural
4.19.1 Introduction
The CSA Lead Engineer is responsible for the execution of the Civil, Structural and
Architectural engineering scope of work for the project.
At the commencement of the project the CSA Lead shall read the contract, tender
bulletins, clarifications and bid narratives in order to achieve familiarity with the CSA
scope for the project. Then the CSA Lead will participate in the preparation of the
overall project schedule in addition to the CSA schedule and the engineering
execution plan.
Decisions required for the CSA group that need to be addressed by the CSA
engineering execution plan include:
Structural steel standard sections sizes list in accordance with the current mill
programme in India and international markets.
Technical analysis and life cycle costing followed by recommendations for
precast or cast in-situ reinforced concrete.
Laying down principles for pre-assembly design or full modularization of
structures when project wide decision is taken to standardize and carry on
modular concept of structural design. Then modularization would have to
involve all other engineering disciplines in an attempt to integrate the design,
control of weight and centre of gravity of the proposed modules for lifting,
transport and in-place conditions. Bechtel in-house engineering instruction
shall apply: 3DI-G04D-00005 Modularization Implementation Guide, together
with 3DI-G04D-00016 Weight and Center of Gravity Management for Module
Program (FEED and EPC).
After completion of scope definition (with client assistance), scheduling,
budgets and staff planning the initial activities normally consist of preparation
or revision of the CSA design bases, material and construction specifications
along with standard detail drawings as might be required to supplement the
design bases, specifications and standards have issued for the project by
PMT.
Initial design data gathering methodology which will comprise local
topography and hydrology, geotechnical and climatic conditions. In general it

J3 Program
has been reasonably assumed that interpolation of the existing data will be
justified in order to arrive at acceptable design parameters and to conclude on
assessment of the local conditions. However there will be instances when
more specific and actual engineering judgment has to be made e.g. soil
conditions at compressors and building locations, supplementary
topographical survey, or local information on streams and watercourses. In
such cases supplementary site investigations will be recommended in order
to support front end engineering design.
4.19.2 Organization
The CSA group is typically organised as a project task force dedicated to a given
project and usually split into Civil, Structural and Architectural sub groups to service
the requirements of the work scope as defined above. Each sub group is led by a
specialist engineer who reports to the overall CSA Lead Engineer. Where required
the CSA discipline will consult off-project technical specialists (e.g. Bechtels
computational fluid dynamics, blast analysis, or geotechnical, seismic and hydraulic
services groups) and liaise with other disciplines.

instructions will be applied in accordance with Project Work Instruction 10015-G69-
JG0000-1200 to be issued by Project Engineering.

EDP-3DP-G04-00047 Engineering Deliverables to Procurement, Construction and
Start-up in its Exhibit A provides a list of CSA standard deliverables which will be
issued for procurement and construction following reviews and approvals. These are:
3D models
Bulk material bills and schedules
EPPR
Material Requisitions MR (but only for specialized materials and/or building
components)
Engineering and construction specifications if not provided by PMT
Architectural standard details if not provided by PMT
Architectural specifications, drawings, plans, schedules and details
Civil and Structural standard details if not provided by PMT
Civil and Structural calculations, specifications, drawings, profiles, plans,
schedules and details

J3 Program
CSA design work shall be co-ordinated with other design disciplines, vendors and
construction as follows:
Plant Design & Piping group ground elevations, location of buildings, roads,
fences, ponds, tank bunds etc.; location and size of all structural members
and foundations; location and size of above and below ground pipes.
Electrical group size of substations, transformer bays, cable tray routing and
electrical rooms.
Control Systems group size of control rooms, instrument equipment
shelters; location and size of cable trenches.
Process Group underground utilities
Mechanical group equipment data and HVAC room requirements.
Process Safety group hazardous area classifications for blast loads and
fireproofing, fire water system and human factors design.
MET group specification of fireproofing system, grouts, waterproofing etc.
Environmental group Waste water treatment facilities, geotechnical and
bathymetrical survey requirements.
Vendors equipment data, fabrication drawings.
Construction constructability, equipment and module transportation method
and route, construction sequence.
Reliance Plant Operation Departments at Jamnagar method of working
within existing facilities, access, work permits, site measurements and in-situ
structural testing if required to assess structural integrity of existing structures
or foundations.
There will be instances in which an extensive site measurements and
sometimes detection of existing underground services have to be carried out
in the absence of construction as-built documents. Site visit findings shall
then be recorded and site survey reports issued as appropriate.
Where design work is subcontracted to a third party the Lead Engineer is responsible
for the preparation of bid documents, technical reviews and supervision of the third
party and verification of the design deliverables.

The following is a list of the BSAPs typically used by CSA (refer to Project
Automation Plan 10015-G05-JG0000-1001 for the actual list of tools used by CSA on
the project):

Founds Foundation design Foundation analysis and design
PDS 3D 3D Model 3D modelling tool
SmartPlant Review 3D graphics 3D graphics viewer
FrameWorks Structural 3D Model 3D modelling and steel drawings
GTStrudl Structural Calculations Structural analysis and design
InRoads Civil Drawings Grading and drainage
MATHCAD General calculations Design calculations
STAAD.Pro Structural Calculations Structural analysis and design
Tekla Structures Structural steel design Structural design, view, and

J3 Program

and detailing detailing
WinDes Drainage Calculations Drainage design software
Microstation 2D CAD General arrangement and detail
drawings
Limcon Structural Calculations Steelwork Connection Design
4.20 Plant Design and Piping
4.20.1 Introduction
This section outlines PD&Ps organisation, responsibilities and deliverables. PD&P is
responsible for the plant layout, taking into consideration safety, escape routes,
operation, maintainability, accessibility, economics, and constructability. Other areas
of responsibility also include producing a piping material take-off to be used by
Estimating in preparing the required cost estimate, or for purchase of bulk materials.
The London PD&P team is predominantly responsible for Front End deliverable
production whilst MEC are responsible for Detailed Design.
4.20.2 Organisation and Areas of work

The discipline is organised into a task force based team under the control of the
PD&P Lead Engineer both in London, MEC and Third Parties, as indicated in the
DOR. The group is split into a number of sub groups which have responsibility for
various areas of work which are described in the sections below.
4.20.2.1 Plant Layout

The PD&P Lead Engineer shall be responsible for the execution of the Plant Design
and Piping scope of work for the project.
Development will start as soon as possible after project commencement with the aim
of providing the basic geometry of the facilities to all design groups. The
development work shall progress in line with the Plant Design work process diagram
In addition the PD&P Lead is responsible for the preparation and issue of Vessel
Orientation and elevation sketches for all pressure vessels which require
development input from PD&P. These sketches may be issued directly to vendors,
subject to APE / PEM approval, and shall be prepared in accordance with the
following Engineering Instruction.
4.20.2.2 Piping Materials

In London and MEC, the Piping Materials Lead Engineer shall be responsible to the
PD&P Lead for the development of the piping material service class index, piping
class detail and stock code index.
Piping classes are detailed to allow the use of the piping commodities database
throughout the project. Component materials shall be selected in accordance with
the project Material Selection Diagrams prepared by the project MET group.
The wall thickness of all piping components shall be calculated in accordance with
the Procedure for Supplementary Wall Thickness to ensure economical and correct
materials are specified and incorporated into the physical design.

J3 Program
4.20.2.3 Piping Material Control

The MEC Piping Material Control Lead Engineer shall be responsible to the MEC
PD&P Lead for the schedule and coordination of all piping material control activities
in accordance with engineering instruction Piping Material Control and the Material
Control work process diagram. This activity will be performed by MEC as part of the
Detail Design.
These shall be used to identify, monitor and quantify all piping material bulk
quantities, whilst minimising the impact of both internal and external (client) changes
on TIC, thereby minimising piping material surpluses and eliminating piping material
shortages. Consolidation of overall J3 piping commodities will be covered by PMT
and purchased centrally by PMT.
Preparation review, approval and control of material requisitions for the procurement
of materials shall follow the Engineering Instruction Material Requisitions and
Purchase Memorandum. A matrix of responsibility will be created and issued by
PMT to identify which components will be requisitioned by MEC or PMT.
To allow for cut waste and damage, additional bulk allowances shall be considered,
over and above the neat MTO quantities when purchasing materials and shall follow
the engineering instruction Bulk Material Allowance Guidelines. Allowances will be
determined by PMT with input from the MEC piping team.
According to the responsibility matrix, bids received for piping materials shall be
technically reviewed by the appropriate Piping Materials Lead Engineer and a bid
tabulation prepared, as required by engineering procedure Technical Bid Evaluation
(by PMT).
If the project schedule dictates that piping materials require to be purchased, prior to
the design being Issued for Construction (IFC), The management instruction and
Plant Design Guide for pre-buy and approval of piping bulk materials shall be
followed. This may be necessary due to market conditions such as long lead times,
project schedule, and material cost escalation etc. (by PMT).
4.20.2.4 Piping Stress and Supports

The Lead Engineer for Piping Stress and Support shall be responsible to the PD&P
Lead for the preparation of the stress critical line list that will form the basis of the
project stress analysis activity.
The stress and pipe support work shall progress in line with the stress analysis and
pipe support design work process diagram
Pipe stress analysis will be performed to ensure that piping flexibility, supports, and
layout are in compliance with all applicable codes and project requirements. Piping
stress loads imposed on equipment nozzles (especially pumps and compressors) will
be checked and compared to maximum allowable and submitted to the mechanical
group for review and approval where necessary.
Load sketches shall be used to transmit structural loading information to the CSA
engineering group. These sketches are initiated by the Area Designer and passed to
the PSS engineer for load data input. These are then reviewed and signed off by
PD&P and CSA Leads and issued into the project document management system
The Piping Stress Engineers will prepare, check, approve, revise, file, retain, and
release calculations

J3 Program

The Plant Design and Piping Groups in London and MEC are responsible for the
following deliverables:
Overall Site Plan (London)
Unit and Offsite Plot Plan Key Plan (MEC)
Unit and Offsite Plot Plans (MEC)
Piping Material Service Class Index (London / MEC)
Piping Material Class Detail (London / MEC)
Piping Material Stock Code Index (by PMT)
Piping Material Requisitions (by PMT)
Pipe-rack Loading Drawings (MEC)
Area Piping Plans (MEC)
Fabrication Isometrics (MEC)
Engineered Pipe Support Datasheets ( Springs, struts dampers etc.) (MEC)

instructions (refer to 10015-G69-JG0000-1200) will be applied.
For example:
Master Indices - OG&C
Work Process Diagrams - OG&C
Instructions - OG&C
Design Guides - OG&C
Standard Details - OG&C
Specifications - OG&C
Forms & Templates - OG&C
Other Information - OG&C
Where an EDP has been modified to incorporate OG&C requirements, this EDP will
be issued as an EDPI (Engineering Department Procedure Instruction) and should be
incorporated into the work process accordingly.
Appendix 4 - 3DP-G01-01004-002
Matrix for Implementation of EDPs on Oil, Gas and Chemicals (OG&C) Global
Business Unit (GBU) Projects

J3 Program
4.20.5 Contracts, Subcontractor and Service Requisitions

Where part of the design scope is passed to an engineering subcontractor, the PD&P
Lead is responsible for providing input to the subcontract scope document, as well as
providing the list of specifications and technical requirements.
4.20.6 PD&P Automation Tools

Refer to the Project Automation Plan 10015-G05-JG0000-1001 for the list of tools
used by PD&P on the project.
4.20.7 3D CAD Model

The MEC piping group will deploy the PMT standard set up of the 3D CAD model i.e.
PDS and ensure that the model is developed in line with the Plant Design work
process diagram, and the milestone phases as set out in the contract documents and
3D Model Review Instruction.
PMT are responsible for developing and deploying a standard step-up and
configuration file (SEED) structured to meet project requirements. This shall then be
used by each execution centre.
In addition PMT are responsible for maintaining the Piping Reference Database
(RDB) to reflect project pipe classes required throughout each execution, any
updates and maintenance of the central RDB will be by PMT and subsequently re-
issued to each execution centre.
Continual input and approval (both internal and from the client), by means of
scheduled model reviews, as appropriate, will be obtained from all other engineering
disciplines as development progresses. Throughout the design of the project, the
Plant Layout and Piping group will retain overall ownership of the 3D CAD model for
those areas within the Os and Us, Marine and CPP scope, and will be responsible
for the space management within it.
4.20.8 Constructability and Design for Safe Construction

Assessment on plant constructability shall be based on interdisciplinary reviews
organised by the Construction Coordinator (CC), performed periodically during the
design phase. Home office engineers participate in the plant and units overall and
individual constructability reviews with the other concerned discipline leaders in order
to incorporate experience of safety, start-up, engineering, and construction in the
facilities design and provide safe and easy construction and start-up of the overall
plant and units. The Plant Layout and Piping lead shall be responsible for the
incorporation of any agreed constructability actions affecting the plant layout and
piping scope of work. Refer to document 10015-G69-JG0000-1294 Design for Safe
Construction and its attachments.
4.21 Control Systems and Instrumentation
4.21.1 Introduction
The Control Systems and Instrumentation group forms part of the Project Task Force
and is responsible for all issues relating to the specification and design of all control
systems and field instrumentation on the project.

J3 Program
4.21.2 Organisation
The Control Systems and Instrumentation engineering and design will be managed
by a dedicated Lead Engineer with knowledge of design and equipment application
suitable for the project scope and design conditions. The team shall comprise a
number of experienced specialist engineers and designers reporting to the Lead.
The Lead will participate in preparing the engineering execution plan for the project.
The Lead will also be responsible for quality, correctness, scheduling and progress of
the discipline deliverables on the project.
The Control Systems team shall be responsible for the execution of the control
system and instrumentation scope of work. The team shall be organised to provide
the following major technical capabilities to meet the overall Project Staffing Plan
developed to support the Project objectives as applicable:
Centrally Engineered Systems
Distributed Control System (DCS)
Emergency Shutdown System (ESD)
Fire and Gas System (F&G)
Compressor Controls System (CCS)
Machine Condition Monitoring System (MCMS)
Analyser Systems
Auto Tank Gauging (ATG)
Fiscal Metering Systems
General field instrumentation
Actuated valves including Control Valves, On-Off Valves etc.
Mechanical packages
Physical design and layout
SPI and data validation
4.21.3 Procedures and Design guides

Generally engineering will be completed using the JERP project basis, all
specifications, philosophies and standard drawings will be reviewed, revised (as
necessary) and issued for the J3 Project.
A number of Project Standards, Specifications, Procedures and Philosophies etc.
may also be issued by PMT.

The Control Systems team shall be responsible for the following key activities:
Interfacing with the Client PMT, suppliers and internal disciplines
Conducting site surveys / studies of existing systems for integration of
Centrally Engineered Systems
Defining project scope and deliverables
Prepare staffing plans, job-hour forecasts and schedules

J3 Program
Monitoring, controlling and reporting engineering progress and performance

Approving drawings, specifications, Material Requisitions (MR) etc.
Review of bids and preparation of Technical Bid Evaluations (CES)
Ensuring all deliverables meet the minimum quality standard
Ensuring the design and selection of instrumentation and control systems is in
accordance with applicable design codes and relevant industry local and
international standards.
Validation of all data required to be exchanged with system vendors, this will
require the cooperation of all contractors
Interfacing with the Bechtel Project Management Team
Developing and administering the DCCL and DRNs
Establishing DOR between execution centres
Review of vendor documentation
4.21.4.1 Control Systems Deliverables

The Control Systems team will produce the following deliverables:
Studies
Instrument Datasheets
Instrument Index
SPI Database
Level Coordination Sketches
System I/O List/database
System Block Diagrams
Complex Loop / Logic Narratives
Alarm Set Point Schedules
Interconnection Diagrams
Loop/Segment Diagrams
Instrument Installation Details
Instrument Location Drawings
Cable Block Diagrams
Control Room & PIB Layouts
Standard/Typical Drawings
Bulk MTOs
Material Requisitions
Technical Bid Evaluations
Miscellaneous Schedules
4.21.4.2 Inter Discipline Interfaces

The Control Systems team shall interface with the following disciplines for key
deliverables and activities:

J3 Program
Project Engineering (P&IDs, C&Es, Process data for instruments and valves)
Plant Design & Layout (Plot plan requirements for analyser shelters and PIBs)
Mechanical (Packaged and rotating mechanical equipment)
Electrical (UPS / auxiliary power supply requirements, instrument cable
routing and motor control)
Civil (Control Room layout and PIB requirements)
Safety (Fire and Gas C&E, input to location plans, HAZOP and SIL)
Metallurgy (painting, welding and material certification)
4.21.4.3 Requirements for Client Reviews and Approvals

Client approval will be required for the following key documents:
System Block Diagrams
Standard Drawings
Specifications / Standards
Control Room & Instrument Equipment Room Layouts
Client review will be required for the following documents:
Instrument Datasheets
Instrument Index
Instrument Layouts
Cable Block Diagrams
Loop Diagrams
Segment Diagrams
Interconnection Diagrams
Alarm and Trip Schedule

The Control Systems team generally use the following Bechtel Standard Application
Programmes (refer to the Project Automation Plan 10015-G05-JG0000-1001 for the actual list
of tools used by Control Systems on the project):
Application Deliverables Application Description

Flowel Calculations Flow element sizing calculation software
Infomaker SPI Reports Reporting tool required for use with
Intergraphs SPI application
Smartplant Instrument index, data Instrumentation design
Instrumentation (SPI) sheets, loop diagrams,
wiring, installation details
and bulk MTOs
SETROUTE Cable, Raceway and Integrated with SPI to provide cable
Wiring System source and destination details for cable
routing
MicroStation 2D CAD Location / Layout drawings and Block
Diagrams

J3 Program

Subcontractors selected for the project will be required to follow the project standards,
specifications and utilise
4.22 Electrical and Telecommunications
4.22.1 Introduction
The following provides an overview of the Project Execution plan for the Electrical
and Telecommunications discipline for the O&U and Marine Facilities scope of work
on Reliance J3 project and focuses on the design process, deliverables and team
organisation.
4.22.2 Organisation
The Electrical and Telecommunications team shall be part of the Project Task force
and will be managed by a dedicated Lead Electrical Engineer with knowledge of
design and equipment application suitable for the project scope and design
conditions. The team shall comprise a number of experienced specialist engineers
and designers reporting to the Lead.
The Electrical and Telecommunication team shall be responsible for the execution of
the Electrical and Telecommunication scope of work.
The Lead will participate in preparing the engineering execution plan for the project.
The Lead will also be responsible for quality, correctness, scheduling and progress of
the Electrical and Telecommunication deliverables on the project in accordance with
agreed budgets and schedule.
The Telecommunications discipline is a sub-discipline of the Electrical Group. See
Section 5.23.4.2 for further details.
The FEED and basic engineering shall be executed in Bechtel- London and the work
shall be transferred to the Mumbai Engineering Centre (MEC)/Third party contractor
for detail engineering. MEC/Third party contractor shall have dedicated engineering
teams with their own lead engineers.
Generally, Engineering will be completed using the JERP project basis,

supplemented by the following documents issued by PMT:
In the absence of PMT project specific documents, Bechtels own procedures and
instructions will be used. For example:
Master Indices - OG&C
Work Process Diagrams - Multi-GBU
Instructions - OG&C
Design Guides - OG&C

J3 Program
Standard Details - OG&C

Specifications - OG&C
Data Sheets - OG&C
Appendix 4-3DP-G01-01004-002 (Matrix for implementation of EDPs on Oil,
Gas and Chemicals (OG&C) Global Business Unit (GBU) Projects).
3DP-G03-00006 Engineering Progress and Performance Report (EPPR)
3DP-G04-00008 Engineering Constructability

The Electrical and Telecommunications team shall be responsible for the following
key activities:
Interfacing with the Client, PMT, suppliers and internal disciplines
Site surveys to establish / understand interfaces with existing facilities
Defining project scope and deliverables
Definition of applicable Codes and Standards.
Prepare staffing plans, job-hour forecasts and schedules
Monitoring, controlling and reporting engineering progress and performance
Approving drawings, specifications, Material Requisitions (MR) etc.
Ensuring all deliverables meet the minimum quality standard.
Ensuring the design and selection of Electrical and Telecommunication
systems is in accordance with applicable design codes and relevant industry
local and international standards.
Managing engineering and procurement technical services for Centrally
Engineered systems (electrical and telecommunication packages)
Interfacing with the Project Management Team.
Developing and administering the DCCL and DRNs
Establishing DOR with other locations (e.g. MEC.)
4.22.4.1 Electrical Engineering

The following basic documents will be issued for design following review and
approval as required:
Load summary
Overall single line diagram
Typical Metering and Protection single line diagrams
Data sheets
Block diagrams, e.g. for Power Management System (PMS)
Preliminary Substation equipment layout drawings
Preliminary main cable routing layout drawings

J3 Program
MRQs for the major electrical equipment will be prepared and issued at the earliest
opportunity in the project consistent with supporting documents required to fully
define their requirements (updated specifications, drawings and data sheets).
Calculations will be prepared including:
Power system analysis using ETAP (load flow, transformer tap settings,
voltage profiles, fault levels, motor starting, transient stability studies,
harmonic analysis, etc.)
Equipment ratings
Cable sizing
Earthing studies
Co-ordination with other disciplines will continue throughout the design phase to
ensure interfaces are fully engineered, for example:
Civil / Structural group underground trench & duct locations, space
allocation on pipe tracks for cable racks, equipment supports, etc.
Control systems group motor control requirements, instrument power
supplies, spacing of power and instrument cables, interfacing PMS with DCS,
etc.
Mechanical group power supplies to electrically driven rotating equipment,
auxiliary power supplies, physical locations of equipment requiring power
supplies, etc.
Plant Design & piping group Size, location of substations, outdoor
equipment, 3D model, Underground Direct Buried Cable Routes, etc.
Process Safety group area classification drawings, etc.
Process group motor loads requiring re-acceleration following power failure,
process loads and trace heating requirements, etc.
Coordination will be carried out with engineering contractors/third-party agencies for
design and engineering of centrally engineered systems like Power Management
System, Motor Control and Management systems, CCTV and Telecommunication
systems.
In addition, coordination will be carried out with engineering contractors/third-party
agencies nominated by client to identify all interface requirements.
Physical design will commence with substation equipment layouts, main cable routes
space allocation and area classification drawings.
On receipt of major equipment quotations, technical and commercial bid evaluations
will be carried out and recommendations for vendor selection made. In addition
frame agreements will also be set up as necessary to support the project
standardisation plan. These frame agreements would be passed to the suppliers of
Mechanical equipment/ packages to supply selected material commodities from
these nominated suppliers, for example LV/HV motors where appropriate.
Placement of orders will be based on technical acceptability, ability to meet schedule
and compliance with document requirements.
Detail design will be developed up to IFC status and will include:
Single line diagrams
Area classifications

J3 Program
Standard installation drawings

Substation equipment and power layouts
Cable trench, rack and duct layouts
Cable schedules using SETROUTE for cable control
Earthing layouts
Lighting and small power layouts
Power layouts
Distribution board schedules
Interconnection diagrams
Direct Buried Cable routes.
Material Take-off (MTO)
The load summary will be updated on an on-going basis to reflect confirmed motor
and auxiliary load ratings.
Bulk material requisitions will be prepared, issued for quotation, bids evaluated and
issued for purchase based on design quantities.
Vendor documentation will be received, reviewed (where necessary commented
upon), and issued Bechtel code 1 when approved (manufacturing may proceed).
Necessary coordination shall be carried out with the vendors to ensure smooth
execution of the order from equipment drawing review stage to the factory testing
and dispatch stage.
The design will be progressed to incorporate vendor information as applicable. The
power system study will be updated to incorporate actual equipment parameters
relevant to the study.
Relay coordination and setting studies will be carried (utilising ETAP Star module)
and setting schedules produced indicating relay configuration and calculated
settings.
Motor re-acceleration studies will be carried out, if required, and schedules produced
listing motors requiring re-acceleration, re-acceleration groups and time settings.
Engineering will participate in the witnessing of testing, at vendors works, of major
electrical equipment.
Engineering will support the regulatory and other authorities with necessary inputs
and vendor documentation to ensure timely approval and issue of certificates and
work permits.
As construction progresses, engineering support will be provided to ensure
successful, on schedule completion of the electrical installation.
4.22.4.2 Telecommunications Engineering

The telecommunications engineering scope will be managed by a specialist
Telecommunications Engineer reporting to the Lead Electrical Engineer.

J3 Program
The implementation and procurement philosophy will include an appropriate level of

packaging of systems to obtain benefits of systems integration and economies of
scale balanced with vendor capabilities and the most cost effective approach. It is
envisaged that a single Telecommunications Integrator will be appointed to be
responsible for the detailed design, supply, factory testing, installation oversight and
commissioning of all industrial telecommunication systems, IT networks & data
services, and site security facilities. The purchase of optical fibre and other
telecommunication cable is foreseen to be carried out separately, as will the supply
of bulk materials for telecommunication systems.
The Telecommunication sub-group will prepare scope of work statements for
inclusion within an E&I Installation Subcontract scope as well as for Building
Subcontract(s) as appropriate.
Commissioning of the various systems will be carried out with support from the
Telecommunication Integrator, its sub-vendors and manufacturers as required.
The following Telecommunications work will be carried out in advance of placing
orders with the Telecommunications Integrator and material supply vendors:
Produce system designs and data sheets.
Prepare conceptual system block diagrams.
Conduct necessary telecom studies
Prepare preliminary typical external equipment location and typical main
cable routing layouts.
Prepare preliminary MTOs and equipment lists.
Prepare preliminary typical telecommunication building layouts.
Prepare ITB enquiry packages.
Send out ITB to selected bidders for the Telecommunication Integration
package.
Issue RFQs to potential material vendors.
Carry out technical bid reviews and award recommendations.
The design work that will be executed on award of the Telecommunication Integrator
package is as follows:
Input and control of inter-discipline interfaces.
Review the Telecommunication Integration subcontract / purchase order
package with respect to project, international and national standards and
specifications.
Review the individual design criteria for the various sub-systems.
Review all Integrator and other vendor documentation and data.
Review vendor factory acceptance test procedures and test reports/records
Review all sub-system studies e.g. radio propagation and PA system
coverage, optical link budgets, UPS load schedules, HVAC heat gain
estimates, etc.
Co-ordinate IP addressing and telephone numbering plans
Review equipment tag numbering schedules
Monitor the installation, testing and commissioning of all sub-systems.

J3 Program
It will be the function of the Telecommunications sub-group to control and to monitor

the Telecommunication Integrators and Telecom material vendors performance and
progress and to ensure that the proposed design is fully compliant with Client
specifications, and to oversee that the appropriate approvals / acceptances are
obtained from the relevant in-country organisations.
The Telecommunication system design will make provision for a data centre suitably
equipped for accommodating all the Clients servers and related equipment.
Necessary interfaces with the Clients Wide Area Networking (WAN) facilities will also
be incorporated in the design so as to achieve integration between plant
telecommunications and Clients IT and other communication systems.
Facilities for entire site security management including access control, intrusion
detection and CCTV surveillance will be specified as necessary and incorporated into
the Telecommunication Integrators scope.
Key design deliverables produced will include:
A consolidated design criteria document.
Functional Design Specifications
System & Equipment data sheets
Conceptual system block diagrams.
Procurement specifications and data sheets
Interface Schedules
Equipment location layouts
Main telecommunication cable routing layouts
Equipment and material schedules.
Tag numbering lists
Operation manuals and documentation (by Integrator).
Cable schedule
Interconnection diagrams (by Integrator, as appropriate) .
Installation documentation

Following is a list of the tools typically used by the Electrical and Telecom discipline
(refer to the Project Automation Plan 10015-G05-JG0000-1001 for the actual list of
tools used by PD&P on the project.
Application Application Description

Name
ETAP Electrical Transient Analysis Programme

PowerStation
ETAPStar Programme to aid in protective relay coordination
PDS 3D (EE 3D modelling tool for electrical raceways (cable tray,

Raceway) conduits, duct banks, channels, etc.)
Modelling of electrical equipment, junction boxes and off-

J3 Program
line instruments.
SETROUTE Cable and raceway tracking system

AGI32 (lighting) Lighting design programme

Where part of the design scope is passed to an engineering subcontractor, the
Electrical/Telecom Lead will be responsible for providing input to the subcontract
scope document as well as providing the list of procedures and design guides that
shall be used, copies of which shall be made available to the subcontractor with the
service requisition enquiry.
4.23 Document Management
4.23.1 Introduction
This section describes the responsibilities of the Document Management Group,
which is primarily responsible for the control and dissemination of information
throughout the project. This includes implementation of the document management
system for the control, maintenance, retention, and turnover of all project information
including correspondence, drawings, documents, hard copy records, etc.
Document management functions for the project will be based on related project-
specific policies and procedures. Those procedures will define work processes for
document control, correspondence, e-mail protocol and control, action tracking,
document distribution, standard numbering and/or file naming conventions, hard copy
filing, etc. Integrity of project records is a primary concern, and, in accordance with
standard project QA/ QC and Engineering procedures, scheduled internal audits will
ensure that documented procedures and work instructions reflect actual work
processes and that document management activities support configuration
management requirements.
InfoWorks, a Documentum-based EDMS, will be used as the records management
tool for the project. All project personnel will be granted access to the docbase,
providing them with the ability to search for and retrieve documents as needed. To
protect confidential information, access to documents in the docbase will be limited
and controlled by assigned permission levels.
eRoom will be used as a collaborative tool to provide a secure platform for
exchanging information with the Client, participating suppliers and subcontractors.
External suppliers, vendors, and subcontractors shall upload documents into eRoom
to submit to the project for review and approval and to download them after the
review process completion.
The document management group has overall responsibility for:
Management of all project documents (e.g., general correspondence, reports,
plans, drawings, change documents, specifications, calculations,
subcontracts, supplier documents, manuals, etc.).
Implementation of an electronic document management system.
Development and implementation of procedures to meet the requirements of
the project team, functional guidance, and contractual prerequisites.

J3 Program
Establishment of a document management system to maintain electronic files

and/or hard copy files that will meet corporate, legal, and customer
requirements.
Preparation and implementation of a records retention and turnover plan
(RRTP).
Coordination and staffing of document control support for the project and field
locations.
Technical support for InfoWorks and electronic mark-up
Provide training in usage of tools to the project personnel
4.23.2 Organisation
The document management group is comprised of personnel at both clerical and
professional levels that provide document control (life-cycle) support to project
personnel.
The document management supervisor leads the group and is responsible for:
all document management related activities at all project locations
budgeting, staffing, procedure development, and training of all personnel in
the work processes
coordination with the customer, partner, external groups, and vendors
regarding document management functions.
Within the group, individuals will be designated to process various document types
such as design documents, supplier document, change documentation, and other
documents in InfoWorks. They will be responsible for logging, scanning,
reproducing, distributing, and maintaining records. Equipment will be acquired to
allow copying, binding, and scanning to be performed in-house as part of the routine
work process of document control. Services from outside vendors will be required to
meet high volume production, project schedules, and reprographic functions.
With support from document management group, the administrative staff will prepare
correspondence, reports, meeting minutes, and other general documents using
InfoWorks to manage the process. The same staff will update and maintain the
status of open action items generated by correspondence in the InfoWorks.
4.23.3 Tools and Methods

InfoWorks will be the programme used for document control and records
management by Bechtel. It allows for electronic management and control of the
project-related documents generated and received by the project.
The InfoWorks docbase will be used to manage a documents life-cycle from
creation, distribution, use, and maintenance to eventual archiving. InfoWorks
functions as a secure repository for project records, including contract and
subcontract documents, correspondence, design documents, reports, manuals,
plans, reference documents, third party documents, etc.

J3 Program
Documents not available electronically will be scanned and entered into InfoWorks by
document management personnel according to applicable project procedures.
Documents that are available in their native format will be entered as such into
InfoWorks as part of the work process. If documents are generated and issued from
locations other than the project office, the project document management supervisor
will establish the required remote access to the docbase and provide training in
InfoWorks and document management procedures/processes to appropriate staff.
Document management supervisor will prepare a Records Retention and Turnover
Plan (RRTP) and will identify the various information types and their disposition at
project closeout. The RRTP will be coordinated with functional management, project
management, and the customer.
All documentation officially received or released by the project team will be
processed through document management, which will register, process, reproduce,
distribute, file, and retain the incoming or outgoing project documents.
Document management will regularly distribute reports or establish virtual queries in
InfoWorks to assist project personnel in reviewing the status and expediting actions
on required responses to communications, incorporation of approved changes into
controlled design documents, review of subcontractor submittals, and similar
processes.
Based on criteria established in the document management procedure, e-mail
recipients or originators are responsible for determining if a specific e-mail message
should be part of the project record, at which time they will submit it to document
management for processing through the use of an established Outlook mail address.
4.23.4 Project Closeout

Based on review of the contract and discussions with the customer, functional
management, and project management, the RRTP will identify the various
information types, turnover media, and disposition requirements for hard copy and
electronic records. The plan will identify documents to be retained by Bechtel as
business records and identify those documents required for turnover to the customer.
The plan will indicate custodial requirements for project retention and the media for
retention. See Section 12 for more details of project close out activities.
5 Procurement Plan

The Project Procurement Execution Plan will provide details of procurements scope
and execution strategy for the project consistent with the scope and goals outlined in
the proposal implementation strategy and the Prime Contract. This will include any
pre-award or pre-notice-to-proceed activities and associated deliverables and any
customer deliverables that support or affect the procurement effort.
The plan will address key areas including:
Shop expediting and shop supplier quality surveillance, prime contract and
financing requirements affecting performance, control and support office
responsibilities, project procurement deliverables, organization and special
customer, joint venture or consortium arrangements.
Identify any other project requirements or other issues which have the
potential to significantly impact cost, schedule or quality on the project.

J3 Program
The PPM will also review the Prime Contract to identify any specific, financing
institution geographic limitations on bidders, documentation requirements, host
country applicable law and restrictions, approved vendor list. This will include
identifying any Customer Procurement approvals, local content requirements, ES&H
and QA requirements
The Material Assignment Schedule (MAS) and Division of Responsibility (DOR) (see
section 4.10) will be developed in collaboration with engineering, contracts and
construction identifying the roles and responsibilities of the various project execution
centres.
Regular oversight will be provided by the GBU functional management team to
monitor and ensure quality and schedule performance.
5.2 Matrix Organisation

The Project Procurement Manager (PPM) will identify the staffing requirements for
the project procurement positions, defining the procurement objectives in support of
the project goals and manage the procurement work to meet the cost, schedule and
quality objectives established by the Prime Contract.
The PPM will develop the procurement strategies, specific job procedures, execution
plans, budgets, staffing plans, execute the work and maintain effective working
relationships with customer personnel. The PPM will continuously monitor quality,
schedule, cost and customer satisfaction and ensure that action is promptly taken to
resolve any problems.
The PPM will manage the individual functions of the Bechtel Procurement functions,
Purchasing, Expediting, Supplier Quality and Traffic and Logistics into an efficient
running operational Project Procurement team. The PPM will ensure that the project
Procurement team fully understand the project goals, is dedicated to the success of
the Project, and fully support a team approach that encourages identification of
issues before they become problems and offer solutions before they become critical.
The following chart shows a typical project procurement team matrix organisation.

J3 Program

J3 Program
Procurement is made up of various functions as identified on the above organisation

chart. These functions have specific roles and responsibilities as detailed in the
following process flow chart.
A detailed description of these roles and responsibilities are detailed overleaf.

J3 Program
5.2.1 Purchasing
The Project Purchasing Supervisor (PPS) report to the Project Procurement
Manager (PPM) for all Project execution activities.
The specific duties and responsibilities will include:
Supervise assigned personnel in the orderly performance and completion of
project procurement commitments.
Post award administration of identified project purchases to ensure, in
conjunction with other functional department, performance of each order in
accordance with the contracted terms and conditions and project
requirements.
Train newly assigned purchasing personnel in the requirements and
procedures of the GBU, project and customer.
Supervise preparation of recommended bidders list for inclusion in to project
vendor lists, ensuring input is received from all procurement functions,
engineering and other operational groups.
Develop project purchasing procedure(s), operating procedures for review
and approval as required by corporate procedures and inclusion into the
project procurement procedures.
Coordinates purchasing operations in both the projects control office and
support offices to assure compliance with project requirements.
Project Buyers will report to the PPS for project execution and direction. In the
absence of a PPS, the project buyers will report to the PPM for project direction and
the Purchasing Manager for functional direction.
Specific duties and responsibilities will include:
Preparing bidders lists
Issuing bid requests
Coordinating vendors questions
Receiving bids
After the purchase order is issued, the buyer administers assigned purchase orders
by:
Establishing files and controls for all outgoing and incoming correspondence
on each assigned order
Monitoring supplier performance for conformance to commercial terms
Monitoring activities by engineering and other in-house functions to ensure
compliance with the order terms
Initiating follow-up actions with the vendor or in-house functional group to
ensure performance in accordance with contract terms and conditions
Informing or working with other project procurement personnel as assigned to
the administration of the order.
Initiate closeout of purchase order files.

J3 Program
5.2.2 Expediting
Proactive expediting that encourages identification of issues before they become
problems and offer solutions before they become critical will be essential to the
success of the project. Bechtel will carry out expediting activities for the project, using
both home office and area (shop) expediting personnel (if required by Reliance on a
cost reimbursable basis), with the support of other Bechtel offices as appropriate.
Expediting will interface with all project disciplines including purchasing, engineering,
and scheduling to ensure schedule requirements are met.
The Project Expediting Supervisor (PES) will report operationally to the Project
Procurement Manager (PPM) and to the GBU Expediting Manager for functional and
technical direction. The PES will supervise and manage project expediting (PEX)
personnel who will be responsible for ensuring that vendor drawings and data are
submitted per the agreed to schedule to support detailed engineering design
development and material and equipment are shipped by vendors in accordance with
established purchase order terms and conditions in sufficient time to support the
project construction schedule.
The PES will develop the project expediting plan which details the planned expediting
activities for each material requisition/purchase order. The plan is developed based
on a number of factors including the commodity purchased, criticality of the material
to the project schedule, material complexity, schedule float, previous knowledge of
the vendor, the vendors workload, etc.
Specific duties and responsibilities include:
Develop Project specific expediting procedures for PPM and functional
concurrence.
Expedite suppliers and sub-suppliers for the timely submittal of drawings and
data.
Expedite suppliers and sub-suppliers for the timely delivery of material and
equipment
Obtain copies of major suborders and complete bill of material
Review of area expediting reports of visits performed by PMT in accordance
with project procedures.
Notify the Project Procurement Manager (PPM) and other responsible project
personnel of significant problems and initiate timely follow-up.
Record reported vendor performance anomalies in the Supplier Quality and
Expediting Application Suite (SQEAS).
Maintain accurate and up-to-date project related expediting information in the
Bechtel Procurement System (BPS) database.
Maintain expediting metrics.
As requested, provide the Project Procurement Manager (PPM) with detailed
reports of material and equipment delivery progress on all purchase orders
that have been identified in the Project Expediting Plan.
Monitor and manage expediting job hour and monetary budget versus actual
spend.
Initiate trend notices, as required.
Perform closeout of assigned purchase orders.

J3 Program
Particular emphasis will be placed on the suppliers ability to achieve future

milestones and deliverables rather than confirmation that preceding ones have been
achieved, except as a verification of completed work. If problems are discovered, the
PPM/ Expediting Supervisor, together with the vendor and other members of the
project team, will work with the supplier to develop and implement recovery plans.
These plans will be closely monitored to ensure that they are achieved
In order for detailed design to advance as scheduled, it is imperative that vendor
drawings and data be received at the earliest possible date. Therefore expediting
vendors for the timely submittal of required drawings and data is a high priority of the
Project Expediting group,
Just as timely submittal of vendor drawings and data is important, the Expediting
group will drive the prompt turnaround of these documents which is vitally important
to ensure both timely purchase of materials, and the start (and uninterrupted
progress) of shop fabrication. For this reason, great emphasis will be placed on
stringent control of the flow of vendor documents.
Types of vendor drawings and other document data required for submittal will be
specified by engineering and these drawing requirements will be set forth in the
specification and the purchase order.
The Project Expediter will continue to follow and report vendors progress on the
submittal of drawings with the purpose of maintaining an acceptable schedule. On
major equipment or packaged units, the Project Expeditor will obtain copies of major
suborders and a complete bill of material for expediting purposes.
Expediting will also be responsible for assuring timely submittal of final certified
drawings and/ or technical data by the vendor.
In addition to the drawing requirements, the Project Expediters will be responsible
for the submission of other documents for approval and/ or record purposes. These
documents will include:
Material test report
Welding procedures
Manufacturing production schedules
Copies of suborders
Recommended spare parts list
Spare parts quotations
Vendors progress reports
Certificates of compliance
Raw material progress reports
Baseline thickness measurement data
Positive material identification document.
Information relative to the progress of the material to final delivery and associated
documentation will be processed via BPS into the Purchase Order Status Report
(buck sheet). This activity will be reviewed by the Expeditor who will be responsible
for the quality of the information and for the maintenance of the buck sheet.
The Buck Sheet will be distributed on an agreed regular basis to all disciplines in
addition to other milestone status reports which will be used to track progress of
procurement activities. An example of the buck sheet is shown below.

J3 Program
The Buck Sheet
5.2.3 Supplier Quality

The assigned Project Supplier Quality Supervisor (PSQS) will report operationally to
the Project Procurement Manager (PPM) and to the GBU Supplier Quality Manager
for functional and technical direction. The PSQS will be responsible for development
and execution of the Project Supplier Quality Surveillance Plan. PSQS will provide
direction for the execution of source quality surveillance activities. PSQS will be
supported by office and field based Supplier Quality Representatives (SQR) where
applicable.
Supplier Quality (SQ) will plan, comply with and monitor quality of equipment and
materials at vendor shops prior to shipment.
The PSQS will work closely with engineering to develop the Project Supplier Quality
Surveillance Plan which details the planned supplier quality surveillance activities for
each material requisition/ purchase order. The plan is developed based on a number
of factors including the commodity purchased, specification requirements for witness
and hold points, criticality of the equipment or material, material complexity, previous
quality experience and lessons learned on the equipment/ materials or with the
supplier/ sub-supplier.
Based on these factors the surveillance plan will be given a quality surveillance level.
The levels of surveillance that may be assigned are:
Level 1: As directed, initial visit and final quality surveillance prior to
shipment. This level includes the initial visit when directed by the PSQS/
PSQR and final quality surveillance(s) prior to release of material or
equipment. The number of visits necessary for final quality surveillance will

J3 Program
vary with the amount of material or equipment on order as well as the lot size
the vendor presents for final quality surveillance.
Level 2: Limited scope quality surveillance. This level includes routine
coverage of witness and hold points at the frequency prescribed in the QSP,
progressive reviews of quality documentation, and final quality surveillance
witnessing prior to shipment. The instructions for Level 1 apply. Subsequent
visits will be made to verify witness and hold points. The numbers of visits
necessary will vary with the amount and frequency of witness and hold points
as well as the number of final quality surveillances.
Level 3: Full scope quality surveillance. This level includes the
progressive quality surveillance witnessing of Level 2 plus increased
monitoring of various manufacturing operations and progressive reviews of
the vendors quality programme implementation as directed by the PSQS/
PSQR. The instructions for Level 2 apply; however, additional visits will be
made periodically for the purpose of performing quality surveillance activities
required by the QSP or special instructions. If not established by the QSP,
the quality history of the vendor may be used to determine the frequency of
quality surveillance visits.
Level 4: Resident Quality Surveillance. This level entails the assignment
of a Supplier Quality Representative on a full-time basis. The scope of quality
surveillance witnessing activities will be as directed by the PSQS/ PSQR.
This is a full-time residency status for a specific assignment. Specific
activities to be accomplished in residency status will be outlined in the QSP.
It will be the SQRs responsibility to maintain sufficient contact with the vendor
to assure completion of all quality surveillance activities required by the QSP
or other special instructions.
Prior to obtaining quotations from potential vendors, the scope of quality surveillance
will be defined for respective commodities, concurrent with material requisition
development. For each purchase order that requires inspection, the PSQS will work
with engineering to develop the Quality Surveillance Plan (QSP) as a part of material
requisition. The QSP will identify the key surveillance points that have been
identified as the minimum surveillance required by the project and/or Reliance in
order to monitor the quality of the equipment and materials being provided by the
vendor. Each activity on this plan will be identified as a hold, witness, or in-process
surveillance point and will be combined with an overall quality surveillance level from
1 to 4, the potential vendor, manufacturing location, and the past historical data for
the supplier. The QSP will include a pre-established summary level instruction for
implementation by the local SQR and vendor, discrete points requiring notification by
the vendor to the local SQR, and direction relative to PMT imposed participation in
the quality surveillance programme.
The vendor will be required to take the information from the QSP and work with their
manufacturing procedure, the project specifications, and their internal QA and QC
requirements to produce an Inspection and Test Plan (ITP) for project review prior to
commencing manufacture. ITP will also incorporate the surveillance points from the
QSP to provide a complete step-by-step guide to the manufacture of the equipment
and materials. Project and/or Reliance witness/hold/review points will be marked on
ITPs and returned to vendors for compliance, notification and monitoring.

J3 Program
All quality surveillance reports will be initially received by the PSQS for review,
editing as necessary and logging of vendor deficiencies into Bechtels Supplier
Quality and Expediting Application Suite (supplier performance) database (SQEAS).
In this manner, communications will be maintained as current as the events being
reported. This medium will be used for report routing, reporting of deficiencies, and
routine correspondence related to quality surveillance. In any instance of issues
related to product quality or schedule impact, immediate notification to the PSQS will
be required by verbal or electronic correspondence, with formal and detailed follow
up by quality surveillance report preparation and distribution.
The certified inspection/test reports will be verified by SQR and vendor will submit
them in the form of a compiled Manufacturing Record Book (MRB). Such MRBs will
be reviewed and coded by the responsible engineer and will be available to
construction.
Interfacing with 3rd Party Inspection Agency
PSQS will identify PMT witness/ hold points as agreed and will prepare a monthly
look ahead schedule for all upcoming witness/ hold points. A specific notification will
be issued to PMT or to their nominated third party inspection agency (TPIA) for
invitation to witness in advance. Contractual hold point stages will be released after
confirmation from PMT.
PSQS will co-ordinate nominated third party agency in the same way as with BSQE.
Any correspondence with the agency will be copied to PMT for information.
Pre-Inspection Meeting
SQRs may conduct initial visits (pre-inspection meetings) at the vendor facility in
compliance with the requirements of relevant QSP. These visits will be conducted in
accordance with the Bechtel Supplier Quality Manual procedures and special
instructions contained in the transmittal of the QSP. For critical packages, The
Project responsible Engineer and PSQS may elect to attend the meeting.
Bechtels SQ manual provides a procedure with details for the handling of non-
conformances. Unless deviations requested by the vendor are approved by the
responsible discipline engineer, the TPIA Supplier Quality representatives will not
authorise the issuance of an inspection release for material shipment.
There will be three types of Quality Surveillance Reports as per the Supplier Quality
Manual procedures:
Quality surveillance initial visit (pre-inspection meeting)
Progressive quality surveillance
Final quality surveillance
The TPIA SQRs will submit a written report. For critical packages, PSQS may attend
the initial visit (pre-inspection meeting) and other critical surveillance activities such
as Factory Acceptance Testing (FAT). All inspection/test results, records or
certificates will be compiled by the vendor into the Manufacturing Record Book.
The Supplier Quality and Expediting Application Suite (SQEAS) is a Bechtel
proprietary web tool wherein the surveillance assignment tracking supplier and
supplier anomalies of various quality surveillance reports are recorded.
Upon successful final inspection the TPIA will issue an Inspection Release for PMT
to proceed with shipment of released items from vendor shop.
.
Bechtel Procurement System (BPS)

J3 Program
The Bechtel Procurement System (BPS) is Procurements standard automation tool

used for Project work. BPS is comprised of several modules that integrate together
for a fully functional supply chain and materials management system.
A procurement systems specialist, BPS coordinator, will be assigned to the project

procurement team in the project offices.
The BPS coordinator(s) will report directly to the PPM and functionally to the
Procurement Systems Manager. The BPS coordinator will be responsible for the
initial configuration and on-going administration of the Procurement Systems, mainly
BPS, for use by the project. The Project Procurement Automation Plan will be
prepared by the BPS coordinator and approved by the PPM.
Considering that BPS suite of applications is designed for use throughout the life of a
project for the procurement of engineered equipment and construction materials the
project BPS coordinator will interact with all the areas within the project such as:
procurement, engineering, project controls, and management.
Procurement Systems is a fully integrated suite of applications composed of:
Bechtel Procurement System (BPS)
Set of e-Procurement applications, and
Global procurement knowledge base.
The BPS coordinator main activities in the project office will include:
Provide the PPM with assistance in developing the project procurement
automation plan
Set up BPS in line with the project specific requirements as listed in Volume I
Customise project procurement and project engineering templates and other
project-specific information
Develop systems integration procedures
Train procurement and engineering personnel as required

J3 Program
Help maintain the BPS system and data.

Generate project metrics to support project management.
5.3 Procedures
The following chart shows the core process identification for typical procurement
activities on a project.
Bechtel procurement procedures are organised for the key supply chain processes:
Purchasing, Expediting and Supplier Quality,
The project procurement team will use these procedures and adjust them to the
project requirements as detailed in Volume I.
Standard procurement procedures cover the procurement functions.
To manage the procurement work in accordance with these procedures, standard
procurement reports will be produced for each element of the work.
The first report is the Purchasing Milestone Status Report which is to plan, track and
record the status of purchasing activities against specific milestone dates throughout
the purchase order formation phase. This is accomplished by recording current
forecast and actual activity completion dates against scheduled milestone activity
dates.
During the planning or kick-off phase of a project, the PPM will work with the project
team to identify what milestones will be included within all the status reports for the
project. A standard list of milestones will be available from within BPS. These
milestones will track engineering progress towards issuance of material requisitions
depending upon the project size, complexity, scope and location, the number of
milestones to be tracked will vary.

J3 Program
Following is a typical list of purchasing milestones for the project:

Start material requisition
Requisition received by procurement
Request for proposal issued
Proposals received
Technical evaluation complete
Requisition for purchase received
Award date
Purchase order issued
The scheduled dates for completion of each milestone will be developed based on
the project schedule and agreed durations for each activity. Entries for all activities
will be made and maintained until completion of the procurement action. Purchasing
will conduct periodic review meetings with the project team to discuss progress.
Milestone status reports will be the basis for review and discussion during these
meetings. During the peak acquisition phase, such meetings will be held on a weekly
basis. The milestone status report will also be used to monitor development and
completion of the MR packages due from engineering. When implemented on a
project, the Engineering Progress Performance Report (EPPR) will also provide
status on MR progress, including specification and drawing progress that may be
associated to an MR.
Various BPS formats are available for use and will be considered based on project
and PMT requirements.
The second report is the Expediting Milestone Status Report or buck sheet which is
used to plan, track and record the status of key project and supplier activities against
specific milestone dates throughout the manufacturing cycle. This is accomplished
by recording current forecast and actual activity completion dates against scheduled
or contractual milestone activity dates.
Following is a typical list of expediting milestones for the project:
Award date
Purchase order issued
Receipt of initial drawings and data
Receipt of major components at manufactures plant
Fabrication start
Fabrication finish
First ex works
Last ex works
First delivery
Last delivery
All drawings received
All drawings approved to appropriate code

J3 Program
Expediting will conduct periodic review meetings with the project team to discuss
expediting progress. The Expediting Milestone Status Report will be the basis for
review and discussion during these meetings. The meeting will cover drawings and
data from vendors, timely review and return of vendor IFR drawings by engineering,
current forecast delivery dates for equipment and materials and significant issues
which need to be resolved to maintain both Bechtel and vendors engineering and
fabrication schedules.

Functional Oversight will be performed by the GBU Procurement Functional
Management team who will review and assess compliance with established
procurement procedures, best practices and strategic initiatives on the project. The
reviews also ensure that appropriate control processes have been implemented to
successfully execute and manage all procurement aspects of the project. Functional
reviews provide a mechanism for identification of successful project performance and
identification of any weaknesses and development of corrective actions.
The first review typically occurs within eight weeks of project initiation to provide early
identification of any problems that might otherwise cause concerns throughout the life
cycle of the project and develop plans to address such problems. At this time all
procurement procedures will be reviewed to ensure they have incorporated all project
specific requirements and that plans are in place to ensure that these are followed to
ensure successful execution.
Functional procurement oversight of the project is an on-going process and generally
includes monthly reviews, quarterly GBU reviews and KASE gate reviews. Each
individual procurement discipline will also conduct a detailed functional oversight
review one to two times per year depending on the status of the project. Detailed
functional review should also cover any individual areas of concern identified by the
Project Manager, or Senior Management.
Functional oversight reviews will be documented with a report, as necessary, to the
Project Manager, indicating areas of success, as well as any areas of deficiency and
recommended corrective measures to be implemented by the project or others to
resolve the deficiencies.
Procurement Functional Management will use the various check lists from the
corporate project procurement manuals as the tool for the functional oversight
reviews.

The initial review of the prime contract begins the process of clarification and
documentation of agreement on Bechtels interpretation and plans for achieving the
requirements of the contract, and is the basis for the establishment of the project
execution baseline. Specific requirements may be satisfied in methods that differ
from the letter of the contract, but are acceptable to both parties.
The Project Procurement Manager (PPM) will have primary responsibility for the
portions of the contract that directly affect procurements scope, and it is essential
that the PPM reviews the entire contract to become familiar with its overall scope and
requirements. Items that might have a significant impact on procurement may also
be found in other sections of the prime contract, such as the technical plans,
specifications, quality assurance, etc.

J3 Program
A procurement prime contract review summary will be completed by the PPM as part
of the prime contract review during the organisational phase of the project. This
review summary will be discussed with members of the project management team to
ensure thorough understanding of the requirements prior to developing specific
flowdown requirements (prime contract flow-down matrix) and commercial pro forma
documents where applicable
The format for the prime contract flow-down matrix is shown below:
Deviations for
Article Prime Contract Flow-down
Rev/ Date Approval Client or
Reference Wording Requirement
Bechtel Legal
The Project Procurement Managers (PPMs) role will also include participation in the
projects management, control and documentation of change and to identify the
areas on project where the likelihood of change is high.
An expediting plan is developed that lists all material requisitions/purchase orders
and the planned expediting activities on the basis of previous knowledge of the
vendor, the vendors workload, criticality of the material to the project schedule,
material complexity and the schedule float, thereby ensuring effective cost control of
area resources. The expediting plan is revised periodically to reflect changes in any
of the factors on which the plan is based.
5.6 Schedule Establishment and Tracking

The overall Project schedule will be produced by Project Controls in collaboration
with engineering, procurement and construction, and will be disseminated to all
groups for inclusion in their respective systems and control tools.
Schedule dates for specific activities such as: issue of MRQ, technical bid
evaluations and MRP will be downloaded from engineerings EPPR system into
procurements BPS and additional procurement activities will be added to produce a
set of milestones to track procurement progress.
BPS will be used by all the procurement functions to report and monitor the progress
of the procurement activity from development of vendor list inquiry, technical bid
evaluation, award and drawing and equipment/ materials delivery. Regular meetings
will be held between all departments to track progress and updated information will
be included in BPS, which is then submitted to project controls for continued update
of the project status against the schedule.
5.7 Functional Metrics

One of the main challenges for procurement will be to establish measurements for
the supply chain which can effectively and accurately measure procurements
performance on a project.

J3 Program
Accurate, timely, and readily available performance data is a prerequisite for

measuring performance. To facilitate the collection and processing of performance
data, Bechtel procurement has created a repository referred to as the Bechtel
Procurement Metrics (BPM) database which obtains its primary information from data
that is collected through project execution and the use of the BPS application on all
projects.
BPM is a consolidation of project procurement data including, but not limited to,
purchasing, expediting, and supplier quality and this data will be used in support of
the metrics outlined in this plan.
Procurement control tools that will be used are:
Project procurement milestone report
Buck-sheet
Procurement monthly progress report
Critical items report
Supplier quality and expediting application suite (SQEAS)
Project procurement reporting will use the project budget, baseline schedule and
execution plan as the baselines for the status reports that indicate where corrective
action is required and will use the BPS reports, monitoring and control techniques, to
collect and analyse data to determine overall procurement performance.

Lessons Learned
Bechtel has developed a proprietary tool that manages the lessons learned from past
projects to develop solutions and reinforce the use of good practices to deploy on
present and future projects. This customised system is built around an Oracle
database that manages project lessons learned and has been in use for over ten
years.
Six Sigma
In addition to our lessons learned programme, Bechtel has a statistics-based
programme called Six Sigma that uses hard data and systematic approach to
understand how processes perform, understand causes of under-performance, and
help develop solutions that result in better performance and capability.
Bechtel uses Six Sigma tools designed to produce a dramatic improvement in work
quality, delivery and cycle times, profitability, employee and customer satisfaction.
Using these Six Sigma tools has been proven to improve process performance and
leading to improved bottom line results.
Supplier Warnings/ Advisories

Because of the wide geographical separation of Bechtel projects, poorly performing
or financially unsound vendors may be known to one element of Bechtel, but not to
others. It is important Procurement personnel are kept informed of problems or
information concerning vendors that may potentially impact a projects performance.
Dissemination of this information is by issue of Supplier Warnings or Supplier
Advisories through the BPS Global Supplier Information System (GSIS) database.
Supplier Warning A notification to Procurement personnel of vendors who
are performing unsatisfactorily or who are not recommended for future work

J3 Program
until the condition or issue that brought about the warning is resolved to
Bechtels satisfaction. Warnings are the most serious classification.
Performance failures that result in a breach of the order or significant
damages to the project should be the basis for a warning.
Supplier Advisory A Notification to Procurement personnel of vendors who
should be monitored due to performance, finance or organizational issues of
a less serious nature than those reported in Supplier Warnings. Advisories
are intended to advise projects of either current or potential risks. Projects
should take measures to mitigate these risks. Events resulting in an Advisory
should be documented in GSIS with performance evaluations.

The quality of Procurement deliverables will be monitored on a continuous basis as a
part of GBUs Quality Programme. Quality of project procurement deliverables will be
monitored at project level through a Project Procurement Execution plan and a
Project Quality Plan.
The Procurement Quality programme will be based upon the following objectives:
Implementing Bechtels established procurement procedures, work processes
and tools to achieve consistency and quality across all areas of procurement
Continuous improvement in all procurement functions through best practices
such as lessons learnt and six sigma activities.
The quality execution strategy for procurement is centred on the unambiguous
definition and effective communication of the Quality Assurance and Quality Control
philosophy and requirements through the Quality Management System for the project
at the commencement of the project activities and the verification of effective
implementation and compliance with the stated requirements.
The Procurement Quality programme will place a heavy emphasis on the prevention
of problems rather than a dependence on detection once problems have arisen. Key
to this proactive approach will be the orientation of project personnel in the
requirements and the implementation of the Quality Programme, supplemented by
specific training.
The Quality Programme will draw upon the best practices and standard work
processes of all parties to create a fully integrated system of procedures and work
instructions for controlling the products and services being provided under the scope
of the contract.
The Quality Programme will be driven by systems, procedures as well as by data for
and objective review and analysis.
The responsibility of Quality Programme implementation will be with the Manager of
Procurement supported by Procurement Functional Managers and Project
Procurement Managers for their respective projects.
The Functional Procurement Management maintains and monitors quality, and
reports to GBU Procurement using monthly reports, metrics, dashboards and weekly
functional and Project Procurement Management teleconferences. The Procurement
Management is also responsible to ensure internal/ external quality audits are carried
out and audit findings if any are resolved. Training/development needs and
compliance reports are also prepared and sent to GBU Procurement Management on
a regular basis. Supplier Warnings and Advisories are prepared and issued per
procedures developed and published in real time basis in order to prevent
inadvertent enquiries sent to a poorly performing vendor.

J3 Program
The PPM will be responsible for reporting project related quality metrics such as, %
on time shipment, % defective materials/ equipment received at jobsite, number of
lessons learned and implemented.
The Purchasing Supervisor will be responsible for reporting the purchasing related
quality metrics such as receipt of correct and complete material requisitions, %
compliance of BEC cycle times, supplier data in BPS etc.
The Expediting Supervisor will be responsible for ensuring quality of expediting
assignments, expediting reports, summary reports to management, overdue vendor
prints and overdue deliveries of materials and equipment if any. Heckle sheets for
pre-award and Buck sheets for post-award are developed using BPS and reviewed
for ensuring delays are identified, reported and mitigations are implemented.
The PSQS will be responsible for ensuring quality of equipment/materials delivered
prior to shipment from vendor shops. PSQS ensures the material requisition include
correct inspection levels and provides, monthly open assignments, supplier
deficiencies by purchase orders, summary of quality surveillance visit reports,
SDDRs, Inspection Release Notes and client co-ordination reports to GBU
procurement management. A proprietary database SQEAS is used for reporting
vendor quality and expediting related reports at project/ office/ GBU levels.
The BPS Coordinator will ensure quality of data in BPS by interrogating the system
for any missing or past dates but it is the individual supervisors responsibilities to
ensure data integrity among various procurement systems. The BPS reports are
also generated for all other procurement functions and reported to procurement
management.
The GBU and corporate functional procurement management develop applicable
quality performance metrics. Each procurement office and project field procurement
office prepares and consolidates functional and project monthly reports using BPS
and SQEAS for review at GBU level. This quality programme ensures that various
quality performance indicators are reviewed and actions are taken for continuous
improvement.
5.10 Material Assignment Schedule (MAS) and Division of

Responsibility (DOR)
The MAS and the DOR are tools that communicate what permanent plant equipment
and materials will be acquired, what the departmental responsibilities are for the
procurement process, and the philosophy that will be used on the project.
To complete the MAS and DOR, input will be required from Engineering,
Construction, Contracts, Start-up, and the Project Procurement Team. The Project
Management Team will approve the final draft. The MAS and DOR plans developed
during the FEED or proposal stage will be refined during the organisational phase of
project execution.
The PPM will meet with each engineering discipline to determine all commodities of
material and equipment that make up the project scope. The scope book and
equipment lists are tools that aid in the identification process. Most importantly, the
Material Requisition Schedule produced by engineering, will provide the basis for the
MAS.
All commodities will be grouped by engineering discipline, i.e., mechanical
equipment, electrical equipment, civil/structural/architectural, mechanical bulk,
specialty items, electrical bulks, and project control system instruments and
instrument bulks.

J3 Program
The MAS may include, but is not limited to the following:

MR number
General commodity description
Schedule/forecast date of MR issue
Commodity code
Responsibility to furnish these materials (i.e. Bechtel, subcontractor or Client)
Bechtel office (control, field, or support office) responsible to generate the
requisition and who will purchase the material/equipment
Type of agreements to be used to acquire the commodities (purchase order,
technical service agreement, O&M subcontract, bare rental agreement,
blanket or open agreement, MPA agreement.) etc.
Planned bid, evaluate, and award cycle (weeks)
Quality surveillance level
Expediting level
Quality assurance programme level (I.e. safety related Q-list material)
Identification of critical packages
Lead times
Transit time
Total order duration
Requirement for site technical advisory representatives
Vendor classifications such as SMWVBE for U.S.; local, financing country, or
global
The Project Management Team may add other categories to this document for
convenience or to best fit the strategy for project specific needs. The PPM retains
ownership and maintenance of the MAS throughout the execution phase of the
project.
Although the MAS is a key part of the Project Procurement Execution Plan, other
project departments develop a significant part of the information being reported.
Engineering will provide the list of MRs, dates of issue, and description of equipment
and materials for the project. Project Controls will provide, in conjunction with the
Customer, site need dates and requirements for service representatives. The PPM
will coordinate with these various groups and disciplines to obtain the data required.
In addition to the responsibility to coordinate the input to the MAS by all functions, the
PPM will be responsible to formally issue the MAS for review and approval to
appropriate functions, including Engineering, Procurement and Project Controls.
Specifically, changes to the MAS will be appropriately coordinated and reviewed
between all functions, prior to the revised MAS being issued, so there remains an
opportunity to react to activities affecting existing work, or consideration given to work
assigned to the field that may be better executed in the project office.
The DOR matrix will be used to define specific duties and responsibilities between
on-project and off-project groups and support offices. The DOR will define what
activities each function will perform based on input obtained from the MAS.

J3 Program
The project team will use established standard work processes for each material
discipline. By integrating the project requirements identified in the MAS, the project
team develops the project-specific DOR. This team will define the technical scope of
the project, deliverables, key milestones, project unique requirements, and customer
expectations. The PPM will establish the procurement, expediting, and supplier
quality, scope and plan.
Once completed, the Project DOR will indicate the responsible organisation and
discipline for these supply chain activities, and considers the following:
Performing engineering calculations required for sizing equipment, valves,
etc.
Generating engineering specifications and data sheets
Develop standard installation details
Generate (or obtain from suppliers) equipment physical data and dimensional
drawings
Develop inspection plans in conjunction with project quality surveillance
supervisor
Develop material requisitions in accordance with project purchasing plan and
issue for bid and/or purchase
Solicit bids
Perform technical bid evaluations
Expedite in accordance with project procurement plan
Review and approve vendor drawings
Review and approve Supplier Deviation Disposition Requests (SDDR),
as necessary
Monitor quantities and alert project of unusual trends
Maintain BPS
Monitor and track vendor performance and progress
Coordinate vendor meetings
Support definite cost estimates
6 Contract Management Plan
6.1 Summary
The role of the Contract function on the J3 project will be to support the
implementation of the contractual obligations Bechtel and Reliance have to each
other. Bechtel have successfully placed contract representatives on the previous
Jamnagar projects with Reliance and the contracts personnel have worked
productively to good effect in the interests of the project and Reliance alike. Given
the scope of the J3 project for Bechtel, it is planned to assign only one senior
individual from the contracts function to the J3 project full time to deal primarily with
the activities described within this section. However, should Reliance or indeed the
PMT require support with any third party commitments, terms and conditions and any
related subcontract matters, then the individual will have sufficient experience to
provide such support.

J3 Program

The Contracts Manager together with Project Management team will establish the
original project baseline, which shall include: scope, schedule, budget, Project
Execution Plan and commercial terms and conditions, which are vital to the on-going
management of the Prime Contract and any subsequent changes. This benefits
Reliance and Bechtel alike.
After the original contract baseline is established all formal changes to any of the
baseline documents shall be tracked using the Bechtel established system Pending
Items Procedure working in conjunction with the trend program.
Project Contracts Manager and all project team members will thoroughly read the
Prime Contract and understand the current contract baseline which will be the key to
the success of the implementation of above systems.
Bechtels Pending Item (PI) procedure will be used to ensure Prime Contract notice
requirements are fully met and will focus primarily on changes that impact the
contractual relationship between Bechtel and Reliance. This procedure prompts
project management to provide the required notice to Reliance and also assists in
tracking any necessary follow-up activities, including date of receipt of Reliances
response, submission of documentation, and ultimate disposition by Reliance. This
system provides Reliance with an adequate early warning system of trends and
deviations from scope which can impact the outturn cost and potentially schedule
impact to Reliance.
The Pending Items procedure and the Project Controls trend programme are key
elements of a successful change management programme. These programs will
work together to identify changes and track cost and schedule impacts. Each
programme will address a different aspect of the change management programme.
The Pending Items procedure focuses primarily on changes that impact the
contractual relationship between Bechtel and Reliance. The Trend Programme
focuses on identifying and managing cost and schedule implications of change from
whatever source. Cross-functional cooperation and active involvement of the entire
project team are needed for maximum success of the change management effort.
The Contracts Manager will be responsible for implementation of this procedure and
will have specific responsibility for commercial review of all PIs prior to issuance to
Reliance, coordinating preparation of any proposals required, negotiation of
commercial resolution of PIs, administration of the PI log, and maintenance of the PI
files. The PCA is also responsible for all subcontractor interfaces related to PIs that
affect or are caused by subcontractors.
The Project Controls Manager, or designee, will be responsible for implementation of
the trend programme and has specific responsibility for review of all trends prior to
issuance to Reliance.
6.3 Commercial Awareness

In accordance with Bechtels policies and procedures, Commercial Awareness
sessions will be required at the inception of the project and periodically thereafter to
keep the project team, especially newly assigned personnel, aware of Bechtels
contractual obligations to Reliance, changes to those obligations and the project
teams role in contract/change management. The initial commercial awareness
session will be conducted within one month of contract signature.

J3 Program
The Project Manager will assure that every member of the project team attends the
commercial awareness sessions and understands his or her role in fulfilling the
requirements of the contract during project execution.
6.4 Contract Management Files

The Contract Management Files shall contain all pertinent original electronic and
hard copy contract data and documents and be organised to allow for efficient
storage, identification and retrieval. The files will be integrated into the project's
document control programme. A complete contract file set shall be maintained for
each contract that Reliance may place associated with the Offsites and Utilities
scope.
At the conclusion of a project, all closed contract files shall be dispositioned in
accordance with project procedures. The Contract Management Files shall conform
to approved project document control procedures and utilise the approved project
document control computer-based tracking programme.
6.5 Correspondence Control

The overall philosophy and methodology for formal correspondence between the
major parties is stipulated in the contract. This will include specifying team members
that may issue internal and external correspondence and receive incoming
correspondence on behalf of the team.
A document control system and maintenance of correspondence files will be in place
which is an absolute necessity for effective prime contract administration, regardless
of the tool used for document management. Correspondence between Bechtel and
Reliance shall be sequentially numbered. All outgoing and incoming correspondence
shall be logged, action / reply responsibility assigned, and replied recorded.
Correspondence control logs shall be checked weekly to ensure that all open items
are addressed and to provide follow-up.
Original documents shall be retained in the contract management files and only
copies will be circulated. No notations or marks of any kind should be made on the
original documents. Email, while an attractive convenience, is not to be used for
contract correspondence unless each transmittal is serially numbered, logged and
controlled in the same manner as hard copy correspondence.
All supervisors, including the Project Manager, and discipline supervisors (or
designated representatives) will be responsible for ensuring that all personnel on the
project adhere to the Project Correspondence Control procedure. This includes
ensuring that the Originator has prepared correspondence in the correct format and
has addressed it in the correct manner including the identification of the document
number and has carried out their tasks and assigned attributes in accordance with
instruction.
6.6 Contract Closeout

At the end of the project Bechtels Contract Manager will initiate a Contract Closeout
Checklist and provide notification to Reliance that the work is complete and ready for
final inspection. Designated personnel from Reliance shall perform an inspection of
the work.
When all check items on the Contract Closeout Checklist are complete, Bechtel shall
send formal notification to Reliance who shall then complete and issue a Certificate
of Final Acceptance.

J3 Program
6.7 Contracts Assignment Schedule

Based on the J3 scope for Bechtel, it is not envisioned that Bechtel will need to put in
place its standard operating procedures for subcontracts. However the activities
below describe how Bechtel would respond to any required and instructed third party
contracting.
Projects define their contracts work implementation strategy through use of a
Contracts Assignment Schedule (CAS) and their purchasing work implementation
strategy through the use of a Material Assignment Schedule (MAS). The CAS
establishes the estimated number of project commitments by type (contract type,
direct hire, etc.) and duration (formation to work completion). The method of
payment (e.g., unit rate, lump sum, etc.) and other attributes associated with each
contract commitment projected and listed on the CAS are also identified to develop
job-hour budget requirements. The contracts and associated payment method
identified in the CAS becomes the basis for the Contracting Plan, one section within
a Project Execution Plan.
A preliminary CAS is developed during the bidding stage and updated periodically on
an as-needed basis. At the start of the project the project contracting schedule is
formalised from the CAS. The CAS is a project responsibility under the direction of
the Project Manager with Contracts having responsibility for its development and
maintenance. Contracts are responsible for developing the CAS in coordination with
procurement, engineering, construction and project controls to ensure the project
requirements are met and not duplicated.
7 Construction
7.1 Construction Overview & Work Plan
7.1.1 Construction Supervision Services

Reliance/PMT will manage the construction of the plant by the construction
contractors appointed by Reliance. Reliance/PMT shall: supervise the construction
activities, QA/QC and HSE during construction; monitor and report progress, make
sure that equipment is available for construction contractors and certify the executed
/ installed field work.
PMT will monitor the overall construction programme for the J3 Program and will
manage the infrastructure and central construction facilities.
Bechtel will provide the following as a part of its London office and MEC activities:
a) Provide construction related inputs for development of overall project

schedule.
b) Participate in constructability study and carryout rigging studies for critical lifts
during detailed engineering.

J3 Program
7.1.2 Construction Technical Services

Bechtel will provide technical assistance associated with the construction of the
Offsites and Utilities, CPP and Marine Facilities and related facilities on Reliance
request (Optional SERVICES) Refer to the PEP Vol 1 for details.
7.1.3 Field Engineering

Bechtel will complete all engineering activities from the London and MEC offices.
Where any additional engineering is required and / or any field changes warrant
engineering activities, such engineering may be carried out at the Site Field
Engineering Offices with approval from Reliance (Optional SERVICES). Refer to the
PEP Vol 1 for details.
7.2 Organisation
A construction manager will be provided on the project to complete the agreed scope
of work and to support Reliance and PMT.
8 Start-up and Commissioning
8.1.1 Pre-commissioning, Commissioning and start-up Assistance
Reliance/PMT will plan, manage and execute a phased mechanical completion to

facilitate sequential pre-commissioning activities culminating in a logical
commissioning programme for the Offsites and Utilities, CPP and Marine Facilities.
A joint team of Reliance and PMT will conduct audits to verify and validate
mechanical completion of the Offsites and Utilities, CPP and Marine Facilities.
Bechtel will expedite the engineering resolution of the punch list items.
A joint team consisting of Reliance and PMT shall be assigned to develop, monitor
and execute the pre-commissioning, commissioning, start-up and performance tests.
Bechtel Commissioning support is defined as an optional service within the contract

and shall be defined by PMT should this option require to be selected.

J3 Program
9 Project Controls Plan

Bechtels project controls group facilitates the development, understanding and
ownership of the baseline cost and schedule documents and performs continuous
monitoring of performance against the contract baseline. Project controls activities
lay the ground work for successful project execution. To achieve this goal, project
controls will implement and administer effective systems and procedures for the
project.
The systems and procedures to be implemented are broken down into three main
integrated categories as follows: Schedule Control, Cost Control and Management
Reporting.
Bechtels Project Controls programme, systems, and procedures to be implemented
are specifically tailored to the projects needs in conformance with Bechtels standard
procedures and work processes as detailed in the deliverables matrices included
within the Schedule Control, Cost Control and Management Reporting sections of the
Project Controls execution plan and will incorporate the following essential elements:
A project plan, including schedule and cost budgets.
A continuous monitoring system that uses modular, inter-related cost and
schedule management tools to measure schedule and cost performance
against the plans.
A reporting system that analyses trends to identify emerging or potential
deviations from the plans and provides options for action.
A continuous system to monitor contract changes for cost, schedule and
performance impacts. This system facilitates the understanding and
ownership of the project baseline and promote proactive participation by the
project team. Design options and decisions are evaluated with all project
team members working with the project trend engineer to evaluate any cost
and schedule deviations from the base plan.
Responsibility and Accountability
The project controls team, led by the project controls manager, will be responsible
for:
Development of the project controls plan for the scope of services to be
performed.
Set-up, implementation and maintenance of Bechtels standard project
controls tools and work processes to measure progress and performance
against the baseline for all phases of work as well as consolidating reporting
across all work locations.
Leading the development of the baseline schedule and providing planning /
scheduling control for EP activities performed in their respective locations.
Leading the conversion of the as-sold estimate to the control budget.
Implementing and communicating a project-wide trend programme to track
deviations from the baseline plan, assess the impact of such deviations on
the baseline cost and contract schedule in a timely manner to allow mitigating
measures to be taken.
Performing cost control activities for all project phases

J3 Program
Off-project specialist assistance will be made available to support the project teams
as required. This typically includes functional oversight and audits of the tools and
systems in place on the project, specialist estimating support for trend estimates/
cost re-forecasts, and systems set-up and support.
Early in the project, the project controls team will establish and maintain forward
looking controls for the project work scope encompassing project planning and
scheduling, progress measurement and reporting, cost monitoring and control,
estimating as well as change management (trending) functions. Bechtels proven
methodologies, procedures and systems, coupled with the use of industry leader and
proprietary software tools ensure a proactive project controls system that will provide
timely and accurate information to the project team for decision making. Bechtels
emphasis is on providing an early warning system rather than after the event
reporting.
Bechtels project controls work processes are structured around the classical project
control cycle as demonstrated in the figure below.
Project Control Cycle
SCOPE DEFINITION
Physical Scope
Division of Responsibility
Estimate / Contract Value
Baseline Schedule
EXECUTION PLAN
Methods / Procedures
Responsibilities
Tools / Reporting
CORRECTIVE ACTION PROJECT MONITORING THE PLAN

Mitigation Measures CONTROL Cost Tracking
Method adjustment Progress & Performance
Incorporate agreed Changes SYSTEM Reporting
DEVIATIONS
Identification
Trending / Forecasting
Impact Assessment
9.2 Matrix Organisation Project and Functional

The standard project controls organisation, including both on and off-project teams,
are portrayed in the following organisation charts. The project specific organisation is
reflected in Volume I of the PEP.

J3 Program
OG&C GBU Functional Organisation
Typical On-Project Project Controls Organisation
Functional Project Project Controls

Controls Manager
Management
Project Controls Field Project

Planning Lead Cost Estimating
Manager - Controls
Manager Engineer Support
New Delhi Manager
Planning Planning Trend Trend

Engineer Engineers Engineer Engineer
Lead
Cost Engineers EPPR Cost
Construction
Co-ordinator Engineers
Planner
Lead
Reports Area
Construction
Engineer Schedulers
Planner
EPPR Lead Cost

Co-ordinator Engineer
Cost
Engineers
Legend:
Direct Reporting
Functional reporting
Lead Quantity
Home Office (Houston/London) Surveyor
New Delhi (Dependent Upon Execution Strategy,
could be Shanghai for example).
Field/Construction

J3 Program
9.3 Procedures
The following provides a typical listing of project controls procedures which will be
provided by the team for the project:
General
Project Controls Plan
Cost Estimating
Project Controls Quality Assessment
Cost Control
Budget Control
Scope Change Control
Materials & Subcontract Cost Control
Trend Programme
Forecasting
Quantity Tracking
Standard Project Code of Accounts
(Sub)Contract Monitoring
Planning & Scheduling
Management Schedules
Control Schedule
Engineering Implementation Schedule
Progress and Performance Curves
Subcontractor Schedules
Schedule Impact Report Guideline
Reporting
Progress Reports

This section provides guidelines for the functional review of Project Controls
(including estimating) compliance with established procedures, best practices and
strategic initiatives on individual projects.
This section defines the requirements and responsibilities for Project Controls
Functional Oversight and shall apply to all projects executed with OG&C where
Bechtel is responsible for Project Controls.
Process
Functional management review of Project Controls operations on projects is
necessary to ensure that the projects are following the appropriate procedures and
execution plans as defined by the business unit and any applicable joint venture
agreements.

J3 Program
Functional oversight also ensures that:

The project controls team is communicating well with the rest of the project
The project team has the information required to make sound commercial
decisions
Project cost forecasts and schedules are reasonable and accurate
Disseminate lessons learnt and best practices from other projects
Assess the morale of the project controls group and to identify and support
employee development needs within the group
Functional oversight also serves the important purpose of communicating lessons
learned from project to project and the refinement of best practices.
Instructions
At the start of a project, the Project Controls Manager will prepare a section within
the Project Management Execution Plan and DOR in line with the original or modified
proposal execution plan (See Volume 1). This plan is a part of the Project Execution
Plan and specifically identifies the Project Controls process elements and/or
components to be applied during the project execution. Once approved by the
Project Controls Manager, and issued with the Project Managers signature, this plan
defines the scope for the project controls programme on the project and includes
systems to be used, deliverables to be produced and meetings required.
To assist the Project Controls team in the fulfilment of this commitment, periodic
oversight reviews of the project operations shall be performed by experienced (off-
project) Project Controls Department personnel (see Section 8.2) , appointed by the
Manager of Project Controls. These reviews will be performed using Bechtel
Corporate review checklists to provide an unbiased view of the plan versus
implementation. The Manager of Project Controls will establish a schedule to provide
timely oversight reviews for each active project. Generally, projects will be reviewed
on an annual basis (depending on project duration), with the first review to occur
within six to twelve weeks of project initiation, or as soon as practicable thereafter,
with on-going oversight during project execution.
Responsibilities
Manager of Project Controls:
Appoints off-project review personnel
Prepare and implement project oversight and review plans to provide timely
reviews of all active projects
Review and approve all project oversight reports
Provide analysis of oversight reviews and advise significant corrective actions
Monitor project implementation of corrective actions and provide periodic
informal reviews to ensure any reoccurrence of corrected deficiencies does
not occur.
Project Oversight Review team members:
Perform the project oversight review with the co-operation of the project team
Prepare the project oversight report with recommendations and forward to the
Manager of Project Controls for review
Project Controls Manager:
Prepares the Project Controls Execution Plan and DOR

J3 Program
Address actions arising from project oversight reviews
9.5 Project Controls Software Applications

Bechtel will use the following three main software packages for project controls
applications to control and monitor the project.
Primavera Version 6 (P6) Bechtel will utilise PrimaveraTM 6 as the primary tool for
detailed planning for the EPC control schedules (Level 2/ Level 3). For Level 1
schedules Milestone Professional TM software is typically used. Bechtel will use
Primavera 6 in its enterprise environment with the database located on a central
server with individual user locations accessing the database via a CitrixTM
connection. All planning engineers in all locations will have access to the database.
Additionally, the Lead Planning Engineer (or their designee) will have super-user
access to maintain the database including control of all WBS/ user codes. This will
ensure consistent application of activity/ user codes across all work locations.
ePCWorks is Bechtels proprietary software application for budgeting, monitoring,
and controlling all aspects of cost for projects. This application has been designed to
facilitate cost control and progress measurement functions by the project controls
department. The application provides the ability to create summary as well as
detailed reports. The different modules within ePCWorks are:
Budget module This establishes project scope, resources, and time frame.
This module is organised around the standard code of accounts. It provides
the basis for:
Determining actual progress and performance
Identifying deviations from baseline
Professional Services (PServ) module This module is used for reporting of
actual expended work hours utilising the project code of accounts. The
module interfaces with the timesheet/ payroll systems as well as the Budget
module for reporting of actual work hours against agreed budgets.
Cost and Commitment (COCO) module This module is organised around
the standard code of accounts. It provides the structure for monitoring and
control of commitments and expenditures for contracts and materials
Engineering Progress and Performance Reporting (EPPR) module This
module provides the platform for monitoring and control of engineering
deliverables and tasks. It measures and reports engineering progress against
plan and forecast dates and provides actual job hour performance.

J3 Program
ePCWorks is a proven tool which has been successfully used on many recent
Bechtel projects worldwide. The figure below shows the various modules within
ePCWorks and its interfaces with other Bechtel standard applications. The software
is deployed in its enterprise form and is hosted on a central database which users
can access via Citrix in real time. This plays a major role in ensuring consistency
across all work locations and saves a significant amount of effort which is typically
required in integration of data from various global locations.
As-Sold Historical Cost Bechtel

Email System CRS/AP/ Site Payroll
HRMS Estimate Procurement
Software BETK / EPIC (OLAP) SAM System
System
Future
Security Setup
ePCWorks
Trend PC Professional
Budget Commitments
Management Codes Services
Spend Contract P.O. Government

Analysis
Plan Monitoring Monitoring Reporting
Management Engineering
Reporting Performance Quantities Construction Forecasting
Quantity Reporting
Treasury Scheduling InfoWorks System (TeamWorks, eTrack
Tool Setroute)
Electronic Data Transfer Interface Text Files / Spreadsheets Manual Input
Bechtel Procurement System (BPS) is Bechtels proprietary software application

providing integrated automation tools for supply chain optimisation and materials
management. The functionality of BPS spans from materials requirements planning
through the issuance of materials to construction in the field. The BPS suite of
applications is designed for use throughout the life of a project for both office and site
procurement of engineered equipment and construction materials. BPS functionality
is further described in detail in the procurement section of this execution plan. The
project controls teams in all locations will use BPS to monitor the status of procured
items of major equipment and bulk materials which in turn will be used to determine
Procurement progress. Similarly, commitment data from BPS for equipment and bulk
purchase orders is used in maintaining the cost and commitment reporting
programmes, likewise, procurement/ fabrication and delivery data from BPS is used
for updating the detailed project schedules.
In addition to the three main software applications listed above, Project Controls
teams typically use data/ information from the following applications maintained by
other functions:
Global Bechtel Electronic Time Record (gBETR) Electronic Timesheet systems/
Web based time record and management system captures and provides work hour
expenditure data.

J3 Program
e-Sub: e-Sub is Bechtels standard application package used by the sub-contacts

group for management of contracts/ sub-contracts. Commitment data for sub-
contracts is obtained from the eSub application.
InfoWorks: is Bechtels standard Electronic Document Management System
(EDMS). It is deployed on projects to facilitate management of record/ controlled
content and Bechtel work processes. InfoWorks is built upon EMCs Documentum
Content Server platform but includes Bechtel specific customisations to extend the
functionality beyond that of the base Documentum product.
INTools: The SmartPlant INtools instrumentation design and engineering software
suite includes integrated modules for instrument indexes, specifications, process
data, calculation, wiring, loop drawings, hook-ups, calibration, and maintenance.
SetRoute: is Bechtels proprietary software application for designing cable, raceway
and wiring systems. The system acts as a design tool for cable and raceway and
compiles this information into construction documentation for installation. It allows
the tracking and statusing of the following components throughout every phase of the
project: cable, cable routing, cable terminations, electrical equipment, raceway and
jumpers.
9.6 Schedule Tools/ Programme

The planning/ schedule control function is led by the lead planning engineer or the
planning manager reporting to the project controls manager. Individual planning
engineers are assigned to specific units or areas of the project in all work locations.
Until the project scheduling tools are developed, approved and implemented as the
project baseline, an initial starter schedule (90 day plan) will be developed to ensure
the project begins in a direction that supports the critical activities and decision
milestones.
Overall integrated planning and scheduling controls will be implemented on a
hierarchical basis consisting of the following levels with each succeeding level
supporting the milestones/ date envelopes established in the higher levels of
schedules:
Level 0 - Project Milestone Schedule
Level 1 - Project Summary Schedule
Level 2 - Project Master Schedule
Level 3 - Project Control Schedule
Level 4 - Detailed deliverable schedules
Level 0 Project Milestone schedule - will list all critical project milestones and will
define the date envelopes for all other schedules.
Level 1 Project Summary schedule - will expand the Level 0 schedule in a time
scaled bar chart format showing planned start and finish dates for key activities /
tasks.
Level 2 Project Master Schedule - will be a logic-linked bar chart reflecting the total
project scope by major phase of work, area and key activities. This schedule will
show overall scope of work in sufficient detail to highlight the major issues,
completions and interfaces to meet the project objectives. All major milestones
agreed with the client will also be reflected on the master schedule. This schedule
will be used for management level reporting.

J3 Program
Level 3 Control EP Schedule - will be prepared using the precedence diagramming

method and will consist of detailed discipline deliverables based upon the duration
envelopes for major activities / tasks identified in the Level 1 milestone schedule and
Level 2 summary schedule. The Level 3 schedule will typically list engineering
deliverables at a summary level, list all material requisitions for major equipment and
bulk material and show construction activities by commodity. The schedule will
initially be grouped by unit consistent with the WBS.
The Level 3 EP schedule, once approved by the client, will become the control
schedule for the project and will form the baseline against which all changes to the
schedule will be monitored. Progress updates made to the schedule will be
incorporated into the overall project schedule and impact on the overall critical path
will be determined. The baseline plan will not be changed without an approved
Schedule Change Notice.
The Level 3 schedule will be updated monthly for actual progress and will reflect any
changes in logic to suit any project developments. The Level 3 schedule will be used
for critical path determination and analysis and preparation of the Schedule Impact
Report (SIR).
Level 4 Detailed Deliverable Schedules - The Level 4 area schedules are working
level schedules providing a lower level of detail for specific work tasks. These
consist of deliverable registers maintained for home office engineering and
procurement activities and form the basis for the progress measurement system.
Generally, a one-to-many relationship exists between summary level activities listed
in the Level 3 schedule and individual deliverables/ tasks listed in the Level 4. In
other words, the Level 3 schedule provides the date envelopes for individual
deliverables in the Level 4 schedule.
Level 4 Detailed Schedules for Engineering Activities Engineering Progress

Measurement and Performance Monitoring.
The Engineering Progress and Performance Report (EPPR) forms the Level 4
schedule for the detailed engineering phases and essentially comprises the
engineering deliverables register and provides a quantified, man-hour weighted
system for progress measurement (earned value system). Schedule requirement
dates, based on the Level 3 control schedule, will be incorporated for each
document, by discipline.
Bechtels proprietary ePCWorks Engineering Progress and Performance (EPP)
module will be used to maintain the Engineering Level 4 schedule.
The Level 4 schedule will list the individual drawings, studies, tasks, specifications,
calculations, requisitions etc. Depending on their type, the deliverables will be
grouped in unique logs. Physical progress for each deliverable will be measured
against discrete pre-determined control points from Start through Issued for
Design (IFD) and Issued for Construction (IFC) for each log. This will facilitate
objective determination of progress as these control points are achieved. The actual
calculation for progress will be made by assessing the per cent complete of each
deliverable in terms of earned value as established by set control points, and then
multiplying this percentage by the weighted per cent of the total. To monitor progress
over the duration of the each phase, a planned per cent-complete curve will be
established by evaluating the planned development and completion dates for each
deliverable as identified in the baseline schedule. The planned earned value over
the agreed duration will provide the data for the planned progress curve against

J3 Program
which actual per cent complete progress will be plotted each month based upon
completion of physical deliverables.
ePCWorks will be deployed on the project in its enterprise version where it will be
hosted on a common server and will be accessible in real time to all project locations
via CitrixTM. Deliverable control points for each deliverable/ task will be assigned for
specific work locations in order to manage work and collate progress and
performance from multiple global work locations. The EPP module will interface with
the Bechtels Electronic Document Management System (InfoWorks) for document
issue status data and the man-hour reporting (timesheet) system to obtain work
hours expended. The EPP module fully supports Bechtels standard multi-centre
execution approach for engineering.
Actual work hours worked will be charged to electronic timesheets by the engineering
personnel working on the project. A comparison of work hours earned with the
expended work hours will provide an indication of the performance by each location/
discipline. At the end of each reporting period, all progress and performance metrics
by work location and discipline are summarised and compared against the plan.
Look-aheads and exception reporting will be produced as needed.
Critical action items will be identified, monitored, and discussed in the weekly
progress review meetings. Control tools will be updated to incorporate any approved
trends/ changes.
EPPR will be discontinued when Engineering is approximately 90% complete and the
project will switch to a completion checklist.
Bulk Commodity Release Curves
Commodity release and installation curves, comparing planned to actual quantities
released by engineering and installed by construction will be prepared and updated
regularly for all major commodities. These curves will be set-up in MS Excel and will
be generated for concrete, structural steel, above ground pipe (large bore and small
bore), underground pipe, cable tray and E&I cables. Commodity curves will be
discontinued when installation for individual commodities reaches 90%.
Level 4 Detailed Schedules for Procurement Activities
Procurement progress will be determined using the detailed schedule information
supplied by Bechtel Procurement System (BPS) and will be maintained in MS Excel
or an alternative database based system. Procurement progress will include all
equipment and direct materials to be procured. A system of progress control points
and associated weighting based on purchase order estimated values will be used for
the measurement of procurement progress. The progress measurement procedure
will include a listing of requisitions/ purchase orders within the procurement progress
measurement system with their corresponding weightings and control points. The
allocation of the weighting for individual requisitions/ purchase orders will be based
on the budgetary value of the materials covered by the requisition/ purchase order.
Progress data will be aggregated to produce the overall planned and actual progress
figures for Procurement. The progress measurement system will allow for reporting
separate planned and actual values per Bechtels standard commodity summaries.
Other Schedules: The typical schedules identified above may be supplemented
during project execution by micro-schedules to focus on specific problem areas
during project execution.
Schedule Integration/ Consistency: The Level 3 EPC control schedule will identify
all internal interfaces within different units and all external interfaces. Critical
interface milestones will be identified as a part of the schedule development.

J3 Program
The Level 3 EPC control schedule will be updated monthly. Consistent with the
agreed reporting calendar, planning engineers in all locations will interface with
engineering, procurement and other functional leads to obtain progress information to
update the schedule. Progress data from the Level 4 detailed schedules for
engineering and procurement will be summarised at an appropriate level for statusing
the Level 3 schedule. Individual planning engineers in all locations will update the
progress for their responsible areas within the schedule. Once the progress update
tasks are completed, the planning manager will run the scheduling update function in
Primavera to assess the impact, if any, on the schedule. Minor logic changes, if
required, will be incorporated at this stage. The planning manager will analyse the
critical paths and sub-critical paths and compare the updated schedule to the original
baseline.
The impacts of any changes during the month as well as any cumulative impacts
resulting from an aggregation of small delays on the schedule will be captured
through the Schedule Impact Report (SIR). The SIR is not just an after the event
reporting of schedule impacts but looks at the underlying reasons behind any
schedule impact and more importantly, identifies corrective action and/ or mitigation
measures.
A series of schedule review meetings will be scheduled each month including
meetings with the client management team, where the main critical paths, sub-
critical paths and the SIR will be presented. Corrective actions will be jointly agreed.
Any major schedule logic changes and work-arounds agreed as a result of the
corrective actions will then be incorporated into the schedule.
Consistency between different levels of schedules will be maintained by ensuring that
changes to subsequent levels of the schedule will be reflected in the higher levels of
the schedule.
9.7 Cost Tools / Programme

Project Controls will employ ePCWorks as the primary cost control tool for the
project. The ePCWorks system allows for specific modules to be selected to
facilitate effective control of specific elements of the project. These modules are
integrated to allow focus on commitments and budgets, allocate and plan budget
requirements, monitor and identify variations to these plans, assess the projected
outcome of actual performance, and facilitate the development of timely work-around
corrections to guarantee project success. The elements of the cost control system
will include:
Budget Control
Scope Change Control
Home Office Non-manual Control
Staffing Charts (Histograms and Curves)
Material and Subcontract Control
Trend Programme
Forecasting

J3 Program
The cost control programme is defined to a level that facilitates realistic control while
addressing the significant elements of the project which require control (i.e., cost and
performance, subcontract and material cost). Emphasis will be placed on monitoring
and controlling actual costs against detailed budgets in order to manage the risk of
increasing costs.
Budget Control
A Project Code of Accounts will be developed based on established corporate
standards as well as specific project requirements. The Project Code of Accounts
Revision 6 for the OG&C GBU will form the framework for the project budget. A
deviation request will be submitted for GBU approval, if required, to establish a new
(or modify an existing) Commodity Group to address a project specific needs.
The Project Team will review the proposal estimate/ target price and, based upon the
latest refinements in the Project Code of Accounts, Material Assignment Schedule
(MAS), and the Project Execution Plan, recast it as the Project Budget. The Project
Budget will be loaded into the ePCWorks Project Cost Budget Module and will be the
project baseline budget.
ePCWorks Budget Module Interface Diagram
Home Office Control and Staffing Curves

Home Office labour job hours and costs will be budgeted and scheduled over time by
department. Actual and forecast hours and costs will be reported against these
budgets and schedules and included in routine reports as applicable.
Engineering performance and progress will be monitored and reported on a monthly
basis as described in earlier in the scheduling deliverables section of this execution
plan. Job hour and schedule performance will be displayed in summary by discipline.

J3 Program
Material and Subcontract Control

Project Controls will coordinate with Engineering, Procurement and Contracts on all
major packages from the pre-bid phase, through the BEA cycle to award, and post
award on change management. Budget and forecast values, scope of supply,
schedule, commercial implications, and potential trends are all areas that are being
continually evaluated by Project Controls during the entire acquisition process.
Material requisitions (MRs), Service Requisitions (SRs), Procurement Commitment
Authorisations (CAs), Bid Tab, Contract Commitment Authorisations (CCAs), and
Extra Charge Approval Requests (ECARs) will be routed to Project Controls for sign
off and acknowledgement. This will enable Project Controls continuous involvement
in identification of any cost and schedule impacts associated with purchase orders
and subcontract packages. Project commitments and costs for materials and
subcontracts will be loaded, recorded, and reported using the ePCWorks Cost and
Commitment (COCO) module. The COCO report will be produced by the project
lead cost engineer in the home office until responsibility moves to the field.
Project Forecasts
A project forecast is a periodic reassessment of a project's scope, cost and schedule.
Project forecasting is an integral part of Bechtel's project control system. The extent
of the forecasting effort is dependent on project size, complexity, and scope.
Typically forecasts are completed annually or at key project milestones dependent
upon complexity of the project. Requirements and frequency of project forecasting
are specified in Volume 1 of the PEP.
The objective of the Project Forecast is to provide:
The best current evaluation of the total cost and schedule information
necessary to complete the project for the specified scope of work.
Determine critical items for management review and action
Provide a sound basis for future project control - the project forecast provides
a consistent baseline for the project team to measure the status of the project
relative to its budgeted goals.
Following a Forecast, the project team should be able to take appropriate
actions to maintain the most cost-effective methods for completing the
assigned scope.
For major forecasts the estimate will be compiled based on an established process
within Bechtels OG&C organisation utilising standard tools across all its business
offices. It will be structured with clear division of responsibility between project
partners and functions with close liaison between estimating, engineering disciplines
and procurement to ensure accurate interpretation of engineering requirements,
material quantities and an appropriate level of vendor support. The thorough review
process within Bechtel pays particular attention to engineering scope and quantities
on a discipline by discipline basis and this is followed by project, functional and
management reviews of the individual elements of the Estimate (Forecast).
An Estimate Plan will be developed at the start of the forecast schedule which will
clearly indicate a logical structure to the process for generating the estimate. The
plan will detail the quality level of inputs required from Engineering and other
departments providing data to the estimate to ensure the required accuracy is met
and their timely delivery in line with the overall schedule. The extent of vendor and
subcontract pricing support will also be determined and shown in the plan to achieve
this level of accuracy. The Estimate Plan is reviewed in detail by the Project

J3 Program
Management team and distributed widely to the project team and its key messages
reinforced during an estimate/ forecast kick-off meeting with the Project. A similar
work process is adopted for developing FEED estimates.
9.8 Change Control

Bechtel will implement a robust two-phased Trend Programme with full participation
of the client. Bechtels trend/ change management programme provides an early
warning system for rapid identification of potential changes to the baseline scope of
work with its resulting impact on the Total Installed Cost/ contract value as well as on
the contract schedule.
The intent of early identification of potential changes is to provide the project team
the opportunity to facilitate resolution/ mitigation/ cancellation of potential trends
and/or to take advantage of opportunities which could result in cost/ schedule
savings. All project team members are encouraged to flag potential issues which
could result in cost/ schedule impacts.
Identified trends with their order of magnitude (OOM) cost estimates and schedule
impact assessments are reviewed at regular trend meetings to assess potential
severity of impact. The focus at this stage is to develop an OOM cost estimate/
schedule impact assessment using best available information rather than accuracy of
estimates. Joint review meetings between Bechtel and client management will be
used to facilitate resolution of trends with an emphasis on identification of cost/
schedule mitigation measures. If the client and Bechtel agree that the trend is
merited, the second phase of the programme will be initiated, which involves a more
thorough evaluation of the cost and schedule impact of the change.
For approved trends, Bechtel will prepare the necessary documentation as per
approved procedures for variation requests covering any changes in scope. This will
include cost estimate/ schedule impact assessment for all such variation requests
along with necessary support documentation. Once a change is approved, the
baseline control tools comprising the total installed cost or the lump sum contract
value as well as the contract schedule will be updated.
Up-to-date registers documenting status of trends will be maintained as per the
approved procedure and will be includes as a part of the monthly report.
The following figure depicts the trending/ change management process.

J3 Program
RESPONSIBILITY WORK PROCESS
Define Cost / Schedule baseline

Project Controls team
Target Price /
along with Client / Bechtel
Contract Price
Project Management
Contract Schedule
Any Project Identify deviation from

Team Member cost / schedule baseline
Update Target price / Contract Price and / or Contract Schedule

Trend Engr with assistance Develop OOM
from team Cost and Schedule Impact
Review Potential Trend

Bechtel / Client Project
Identify cost / schedule mitigation
Management
measures
No Trend Cancelled
Bechtel / Client Project Potential Trend
Do not proceed with
Management approved?
trended work
Yes
Trend Engr with assistance Develop detailed Cost and Schedule

from team impact.
Yes
No Trend Cancelled
Client Management Final approval & sign off? Do not proceed with
trended work
Change Order issued to Client

Bechtel
for approval
Bechtel / Client Project No Agree revisions scope

Change Order Approved
Management and amend
Yes
Incorporate Change into Cost /

Bechtel Project Controls
Schedule baseline

J3 Program
9.9 Project Controls Systems Integration

Bechtel employs time tested Project Controls work processes to monitor progress,
measure performance and report costs in all work locations against the agreed
project baseline. Bechtels standard work processes are structured to provide normal
checks and balances on reported figures for progress, performance and costs. In
addition to the normal in-built checks, additional analysis and sanity checks are
carried out by the Project Controls team to ensure progress, performance and costs
are reported correctly.
The following Integration diagram overleaf indicates how the different Project
Controls systems interact with each other as well as systems/ work processes
managed by other functions/ departments.

J3 Program
Project Controls Systems Integration Diagram
Contract / Specification of Services /

Project Control Requirements
Work Breakdown Structure (WBS)

Services Estimate (by CTR)
Class 3 Estimate
BETK
Budget Split by Code of Accounts
Infoworks Gbetr Timekeeping &

(Document Control) Payroll Systems
Actual
Budget Man-hours
Actual Manhours Manhours
Issue Status
Deliverable
and costs
Project Milestone Schedule Monthly Services
Financial Systems
(Level 0) Invoice
Project Summary Schedule Overall Progress
(Level 1) Overall S Curve Actual Manhours
& Costs
Master Schedule 90 day front end schedule
(Level 2)
HO Manpower schedules Manhour and Services Cost Budget Man-hours & Costs Services Man-hours & Costs
Engineering Services reporting
EPPR / Excel
for FEED, EP and CM
Engineering Procurement Services Deliverable Status Listing Progress Computation Weekly / Monthly phases
Level 3 Schedule (Primevera)
Sub-contract Services Exception Reporting S Curves Progress Reports
Equipment, Bulks and

Equipment / Pkgs
NM Labour / ODC's Commitments & Actuals

Manufacturing & Delivery Operating Spares Costs
Procurement
BPS
Bulks Progress by discipline for Ept, Progress Computation
Adjust Budgets to Reflect impact of approved trends

Operating Spares Bulks and Op. Spares S Curves Commitments
Bechtel Procurement Field ODC's
Construction and
Construction by area Manpower deployment schedule System (BPS) Top-ups + Misc Purchases
Primevera
Commissioning Costs
Sub-Cont.1 Schedule
Construction Pre-Commissioning by sys Eqpt deployment schedule Construction Contracts

Sub-Cont.2 Schedule
Commissioning by sys Quantity based progress rpt Progress Computation

eSub
Sub-Cont.3 Schedule
S Curves Other Costs

(Contingency, Client Costs
Start-up etc)
Commitments
Adjust Schedules to include schedule impact of Trends / Changes
Level 4 / 5 schedules
Sub-Contractor Progress Approve Sub-Contractor Oracle 11i (Accounts
Computation / Invoices Progress Invoices Payable and General Ledger)
Commitments
Actual Costs
Scheduling deliverables
Sub-Contractor
Project Risk Register ePCWorks COCO Module Financial Asset Register

Tracking of Budgets, Commitments and Incurred Costs (Project Completion)
Validation of Installed quantities
Teamworks
Piping / Mech Qtys
Schedule Impact Project Trend Program
Reporting Trend Baseline
Civil / Structural Qtys
Setroute - Electrical /
Instrumentation Qty Trend development
InTools Scope Changes incl

Tagged Instruments Qty schedule impact
Trend Approval Contract Trend Notice

(Client) to Client
Schedule Impact approved by Client (Change Orders) Trends approved by Client (Change Orders)
Doc. No 25795-G01-JG000-1002 Rev 2 Page 112 of 129

J3 Program
Project Controls Integration with other System Input/ Outputs
Work Process/ Inputs from other Systems/ Input Data Interchange/ Outputs to other Systems/ Output Data Interchange/
System/ Application
Task Applications Frequency / Remarks Applications Frequency/ Remarks
Progress Engineering Progress Level 3 Primavera schedules The Level 3 Primavera Updated Forecast dates in Forecast dates and
Measurement ePCWorks (EPP Module) provide the date envelopes schedule dates are used as EPPR provide input to intermediate milestone
for different deliverables in a guideline by Planning Planning Engineers for earnings in EPPR are
EPPR calculates physical the EPPR (Level 4) Engineers and Discipline updating Level 3 Primavera updated bi-weekly based on
progress for each of the Leads to set the baseline schedules hard-copy mark-ups by
deliverables according to a set of forecast dates for Discipline Leads and
weighted values allocated to each deliverables. transferred manually to
deliverable based on level of EPPR by EPPR
effort (man-hours). The actual Coordinators on a bi-weekly
progress of deliverables is basis.
determined by assessing the
present complete of each InfoWorks Actual issue Weekly Data transferred Export data to Excel for
deliverable in terms of earned status and dates for manually. development of progress
value against pre-determined deliverables used for curves etc.
control points. updating actual progress of
deliverables in the earned
value measurement system
Procurement Progress BPS Planned and Actual Weekly / Monthly Data can
dates against pre- be transferred electronically
Procurement progress is determined control points in for progress computation.
determined by using the detailed the life cycle of a Material Occasional manual
schedule information supplied by Requisition / Purchase Order intervention required for
the Bechtel Procurement System for Tagged items or Bulk checking and correction of
(BPS). commodities. MR / PO number mismatch
etc.

Cost Reporting FEED / EP CM Services Man- Approved Issue of EPPR/ Frequency of Timesheet Actual Man-hour expended Man-hour data is
hours and Costs CTRs will form the original systems typically coincide data by location / function / summarised and reported
budget for the reporting of with the payroll systems discipline for Engineering on a bi-weekly basis. Actual
man-hours and costs. depending on the country of performance computation in man-hours expended are
assignment. ePCWorks (EPP Module). loaded into ePCWorks EPP
module via an Excel batch
file.

J3 Program
System/ Application
Actual man-hours expended

are tracked in Bechtels
gBETR system on a bi-
weekly / monthly basis.
Costs can be captured by
WBS / CTR etc. depending
on an agreed structure for
man-hour / cost reporting.
Actual man-hours loaded
electronically to the payroll
systems / financial systems.
Actual salary data from
payroll along with agreed
percentages / rates for
payroll burdens, overheads
etc.
TIC Costs (excluding Cost of
FEED / EP CM Services) The approved estimate from Estimate from BETK can be Trend Programme / Change Trends identified on an on-
BETK in terms of quantities extracted and then loaded Management System: The going basis.
ePCWorks Cost and Commitment
and costs (by Code of electronically in to original budget in terms of
(COCO) Module will be used to
Accounts) will form the ePCWorks COCO via Excel quantities, man-hours and
track and report the budgets,
original budget. batch load file at the start of costs for the Trend Baseline.
commitments, actuals and
the project. Any changes from this
forecast costs by Code of
baseline are trended via the
Accounts
Trend Programme.
BPS provides commitments BPS/ eSUB data is typically Commitment and Actual Currency cash flow typically
for purchase orders split by extracted and loaded into payment data by currency updated monthly.
Code of Accounts. Contains ePCWorks COCO via an from the COCO system forms Commitment and Actual paid
currency information. Excel batch load file. the basis for updating the data can be extracted from
eSUB provides commitments currency cash flow ePCWorks COCO via Excel
for subcontractors. spreadsheet.
Actual invoiced to-date or For Bechtel placed orders,

Actual paid to-date this data can be extracted
information is extracted from electronically from the
the Accounts payable Accounts payable system
system (Oracle) for Bechtel and loaded into ePCWorks
placed orders. COCO module by means of
a batch load spreadsheet.

J3 Program
System/ Application
Scheduling Level 0, Level 1, Level 2 , Level

3 and Level 4 schedules Schedule Hierarchy Each Level 4 schedules are Project Risk Register
successive levels of the typically updated weekly or Schedule Impact Report
Level 2/ 3 schedules are typically
schedules provide summary bi-weekly while Levels 0-3 detailing the impact of
maintained in Primavera and
data for the schedule are typically updated on a various changes / potential
provide the logical sequencing of
immediately above it in the monthly basis. changes on the project
project activities and provide the
hierarchy. critical path and mitigation
critical path through the network
Different functions / Data is rolled up manually by plans
disciplines provide status Planning Engineers for Level 4 schedules The
update for the level 3 updating the schedules. Level 3 schedules provide
schedule which in turn is the date envelopes for
used to roll up progress to different deliverables / tasks
higher level schedules. in the level 4 schedules.
Different modules within Status from BPS is rolled up
BPS provide the status of manually by Planning
procurement activities Engineers for updating the
including placement of schedules.
orders, manufacturing and
sub-ordering and delivery to
site.
Sub-Contractor schedules / Data from sub-contractor
Implementation contractor / schedules is rolled up to
vendor schedules provide input to higher level
schedules. In some cases,
sub-contractor or vendor
schedules could be imported
into the master schedule and
linked to the master
schedule via critical interface
milestones.

J3 Program
System/ Application
Performance Engineering performance

Measurement measurement (ePCWorks EPP Actual Man-hours expended Data can be uploaded from
Module) by location / function / timesheet systems via an
discipline from Financial Excel batch load file on a bi-
The ePCWorks EPP system
Systems / Timesheet system weekly basis.
measures Engineering
Performance Factor as a ratio of
Actual Expended man-hours
divided by Actual Earned Man-
hours (derived from the physical
progress measurement described
above)

J3 Program

Bechtel maintains a comprehensive Lessons Learned database as well as a Six
Sigma process improvement database. On completion of a project lessons learned/
Six Sigma data is captured and entered into such databases for use on new projects.
During the start-up of a new project each discipline will review such databases and
implement lessons learned/ Six Sigma improvements processes where appropriate.

A project controls quality assessment is a comprehensive review of a projects
compliance to the Project Controls Department Procedures (PCDP), which will be
conducted at various stages throughout the life of the project. During this
assessment, the projects cost, trend and scheduling operations will be systematically
assessed to determine if the programme components have been implemented as
described in the PCDPs and the Project Controls Plan. As a result of the
assessment, an action plan will be developed for the project to become compliant in
any areas that are found to be noncompliant and/ or ineffective. This action plan
should contain not only the fixes required and the timing of their implementation, but
should also provide a plan for monitoring and post-implementation assessment. The
timing of the audits will follow the schedule as determined by the OG&C GBU Project
Controls Department.
9.12 On Project Reporting/ Reviews

Weekly (if applicable) and monthly reports will be prepared and issued to provide
succinct information to Bechtel and Client project management for decision making
and keep off-project senior management informed of project status. A project
reporting calendar (schedule of reporting cut-off and report issue dates) will be
established and agreed with the Client at the beginning of the project. The reporting
calendar, inter alia, will show:
The different reports/ deliverables required to be produced as per the contract
The reporting frequency and publishing dates desired by the Client
The agreed cut-off dates for each location to support the final publishing date
allowing for adequate review of data for consistency and accuracy (taking into
account the individual working weeks, weekends, public holidays at different
locations etc.). This will ensure consistency in reporting across all work
locations.
The key to set up of a robust reporting system would be, as far as is practicable, to
utilise enterprise reporting systems wherein different work locations input their data
into a centrally located database thereby significantly cutting data consolidation effort
and time for overall reporting.
Bechtel will employ this approach for engineering progress, procurement progress,
overall schedules etc. as detailed above. All work locations would be required to
complete their input by the agreed time on the agreed cut-off date. The data will then
be consolidated and summarised in a single location.
Where the use of an enterprise wide solution is not practicable (or applicable), the
project would develop standardised reporting templates. Again, all work locations
would be required to provide their data electronically by the agreed cut-off time.
Bechtel will flow down the requirements of the project reporting calendar to 3rd party

J3 Program
vendors and construction sub-contractors so that latest data is available for overall
reporting.
10 Information and Systems Technology (IS&T)
10.1 IS&T Organisation

IS&T provides the strategic capability and resources (technology, systems, expertise, and
support) that support Bechtel projects. IS&T provides this services capability via the
development, management, maintenance and support of an integrated network of computing
resources in order to provide the management of data and information processing services to
its authorised users, the organisation, and the projects being executed.
IS&T implements its established Bechtel policies and procedures on each project ensuing
consistency of execution which include lessons learned from previous projects and
application of best practices.
Project IT - Bechtel has a specific team of IS&T professionals, called Project IT, that work
directly on projects that provide a central point of contact to address the specific automation
and information management requirements throughout the project lifecycle working with
corporate IS&T services, interfacing with customers, the project management team, sub-
contractors and suppliers.
The Project IT Manager (PITM) is responsible for the following through the phases of the
project:
Planning and managing the timely delivery of the appropriate IS&T goods and
services from the IS&T portfolio.
Identifying project automation opportunities and risks.
Defining and managing the strategies to realise or mitigate the project's contractual
obligations.
Facilitating the EPC data validation, integration, and handover as defined by the
project's contract.
10.2 Project IT Manager within the Project Organisation

The following chart shows the how the Project IT manager would operate on a project,
coordinating the BSAP Support and IT/ IS Service delivery.
Project Manager
Project IT Procurment Engineering Project Controls

BSAP Support provided Etc
Manager Manager Manager Manager
by the functions
IS&T Project IT Manager

Infrastructure / Voice / Coordinates Automation
Data / LAN / WAN and IT service delivery to
EPC Corporate the project
Services

J3 Program
Tabled below is a summary of support DOR between various IS&T functions, EPC Systems,
Home Office (HO) and Global Execution Centre (GEC) and functional super users.
Project Super-user/
Local Deployment
GBU Super-User/
CAD Coordinator
Project IT Lead
Global Support
Project IT / IM
Manager (HO)
Organisation
Operations
Support
(GEC )
UPM
Description
Deliver / Fix Hardware Bechtel C C R A A A

Standard
Deliver BSAPs (Local) C C R A A A
Deliver BSAPs (PSN) C C A R A A
Configure GBU BSAPs C C A R A
Define project use of BSAPs A R A
Support Office Automation C/A C/A R
Support BSAPS / EPC Systems R R A A
Client Automation R/C C A
Project Security R/C C
R - Responsible Responsible groups will deliver the services they are responsible for.
This will include helping to define the best solution for the project,
agreeing how and when it will be delivered.
C - Co-ordinate People who coordinate are responsible for identifying the requirements
and managing delivery of the services to the project. This includes
reporting and escalation of progress and issues.
A - Assist People who assist provide direction on requirements and actively support
the support and delivery groups.
10.3 Project Services Network (PSN)

Bechtel has developed a new global infrastructure, called the Project Services Network
(PSN), combining the best technology available to provide fast, secure access to applications
and allowing them to be deployed quickly and globally.
Through the PSN Portal, project participants have secure access to what they need to
accomplish their work. Data is maintained within the PSN environment and the policy-based
security model offers easier access and minimised risk to intellectual property.
Global availability will be provided via the PSN, which has the following features:
It is a high bandwidth global resilient network, which allows for unforeseen network
connectivity outages.
Local access points allowing access onto the PSN backbone for local or remote
offices via internet portals or direct connections.
Performance is enhanced using application and data compression as well as
engineered internet routing.
Bechtel servers have consolidated into regional data centers with virtual server
farms.

J3 Program
Applications are delivered using Web or Citrix technology.

Access to applications can be from within the Bechtel network or externally from
suppliers, contractors, JV partners or client.
PSN technology is supported 24/7 by the Global Helpdesk and Network Operations
Centre.
10.4 Project Phases

J3 Program
10.4.1 Project Award Phase

The PITM is assigned to the project once the project is awarded and project
management team is assembled. The award phase is considered the basis for
establishing the IT execution strategy which may or may not have been fully
formulated during the proposal phase prior to award. The IT Strategy must be
consistent with Bechtels contractual obligations. Efforts in this phase minimise
problems during the execution and closeout phase.
The PITM shall:
Request the copy of the contract documents and addendums (the commercial
copy is preferable). Deliverables - a list of Client requirements as per the
contract.
Review the JV/ Partnering contract (if applicable). Deliverables - a list of JV /
partnering requirement including work sharing, hardware and software
requirements
Identify any Sub-Contract requirements, such as provision of data, data
formats or use of Bechtel systems, and work with Contracts and
Procurement to implement
Review the IT proposal automation plan for:
IT Deliverables - a list of the proposed IT solutions that form the basis
for the IT prices in the contract.
Project Deliverables - Customers typically issue functional specifications
for handover of EPC deliverables. The functional specifications can
make binding contractual obligations on Bechtel for both the formats of
the data and documents as well as the level of detail and degree to
which data and documents are integrated. Such functional
specifications may also specify software licenses that must be provided
at the time of turnover. It is the responsibility of the Project IT Manager
to read all functional specifications and inform other members of the
project management team of requirements that are inconsistent with the
project execution approach and approved budgets.
Agree the Project Execution strategy with the Project Management Team.
ORRT - The PITM will hold a functional review via the ORRT (Operational Readiness
Review Team) of the project immediately after the project kick-off:
The intent of the ORRTs is to offer the project, sponsoring GBU and identified
PITM a timely, technical assessment of the viability of leveraging the PSN
environment based on first-hand information provided. Preliminary project
execution scenarios and contractual requirements such as schedules,
potential J/V partnering, work sharing, location staffing, BSAP usage will be
analyzed from a PSN perspective, identified gaps will be communicated with
the TAT (Technical Advisory Team) to ensure readiness.
Review of ORRT on a project should be done at each significant phase of the
project.
10.4.2 Project Development Phase

The Development Phase is a major phase for completing the IT deliverables on the
project.

J3 Program
The PITM shall create the following plans and documents as applicable for the type
of contract.
The Project Execution Plan (PEP). A summarized version of the
automation plan is an integral part of the PEP Volume 1. Not all details in the
automation plan are included in the project execution plan.
The Project Automation Plan: The main IT deliverable on the project that
incorporates the IT solutions and methodologies and the lists the deliverables
on the project. The Project Automation Plan is expected to be issued within
two months of the project award.
Discipline staffing plans and IT execution schedule It is important to
maintain an updated staffing plan at all times. Project staffing plan helps
PITM estimate the IT costs and helps IS&T schedule resources. The PITM
shall requests updated staffing plan from the Project Controls every quarter.
The PITM shall updated staffing plan in the IT current forecast or projection
budget.
IT Milestone/ implementation schedule The PITM shall develop and
maintain an updated project IT milestones plan. The IT milestones plan is the
IT commitment to deliver IT solution on the project.
Special Software requirements (Specialist Simulation, Client requested,
etc.) The PITM shall ensure that these are identified and documented as
appropriate.
Client access and security policy
Joint Venture Access and security policy In case the GEC is a JV or
subcontractor to Bechtel, a JV access and security policy is developed to
identify the access and security limitations to the JV personnel and JV office.
Information Management
Information Management (IM) is defined as the collection, validation,
packaging and transfer of all data and documents generated on an OG&C
project. This includes but is not limited to data, databases and documents
that are transferred internally between disciplines and functions as well as
data, databases and documents transferred between the EPC contractor,
partners, suppliers, subcontractors and clients.
If there is a requirement for IM on a project then a Project Information
Manager will be appointed to create an Information Automation Plan to
manage the Information Management component on the project.
The Project Information Manager is a member on the Project Management
Team and ensures engagement from all functions and disciplines as well as
to highlight issues and opportunities which can materially impact the
execution of the project.
Project Logs
CHANGE Log. The PITM will create an IT Change Control log at the start of
the project, and maintain it through the life of the project. This will be used to
manage the impact on cost to changes to the as sold contract
Risk Log. The PITM will create an IT Risk log at the start of the project, and
maintain it through the life of the project.
ISSUE Log. The PITM will create an IT Issue log at the start of the project,
and maintain it through the life of the project to track open issues to be

J3 Program
reviewed with the Project Manager on a weekly basis. This allows urgent
issues to be tracked and escalated.
Bechtel Standard Application (BSAP)
OG&C Bechtel Standard Applications Programs (latest versions). The
GBU implements a standard set of application tools across the world and
deviations from this standard must be approved by GBU senior management.
Bechtel will use its standard portfolio of integrated Bechtel standard
applications to support its standard work processes.
Implementation of these tools shall be reviewed and confirmed prior to use,
for example they may be subject to intellectual property restrictions when
used in partner/ 3rd party execution centres.
The PITM shall maintain a list of all BSAP applications and version used on
the project. The list is maintained either in the automation plan. The PITM
will ensure that any deviations will need to be approved and documented in
the project Automation plan.
Establish and create a BSAP Implementation Plan and Schedule. The
PITM will create a Project IT milestones plan which shall include a BSAP
implementation plan to estimate when each BSAP application will be
deployed on the project along with a list of BSAP super users and support
contacts.
Software Application Release Management/ Document
The PITM will ensure that the project will control and manage any changes to
the software portfolio to be used on the project. Software applications shall
not be deployed for production use in the OG&C GBU without first obtaining
the necessary approvals.
Management of Non-Standard Software
The PITM will ensure that the project complies with IDP Management of Non-
Standard Software. This procedure defines the management steps to be
followed for requisition, approval, acquisition, installation, retrieval, storage,
and reuse of non-standard software in the London Execution Unit.
OG&C PSN BSAP Certification Process
The PITM will ensure that the project complies with the OG&C PSN BSAP
Certification Process. The purpose of this document is to describe a standard
OG&C process for certification and approval of applications listed in the
OG&C application portfolio before they are deployed in PSN for OG&C
projects. The certification process consists of testing by the OG&C BSAP or
application owner to ensure that the application and its dependencies will
work in the PSN environment for OG&C.
Procedure for OG&C Data Integration
BSAP Integration diagrams (level 1, 2 and 3) The BSAP Integration
diagrams are developed in cooperation with PITM and discipline leads. The
integration diagrams are included as attachment in the automation plan or in
the Project Data Integration Plan.
Applications will be integrated in line with the standard OG&C integration
diagrams:
Level 1 Cross Functional
Level 2 Function/ Discipline

J3 Program
Level 3 Attribute
During the preparation of the automation plan, the PITM will develop of the
BSAP integration diagrams, by meeting with each discipline to discuss the
work process and integration with other disciplines.
Infrastructure (Voice and Data)
LAN/ WAN Network diagrams The PITM will develop an overall
telecommunication diagram to depict the LAN/WAN at each execution
location. The diagram is maintained in the automation plan.
10.4.3 Project Execution Phase

Vacation Schedule and coverage plans Where assigned dedicated
Project IT staff is required, the PITM will maintain and updated vacation plan
for all the IT staff on the project including Jobsite and GECs.
Bi-weekly Project Automation Progress Report On bi-weekly basis, the
PITM will issue a project IT report for the status of the project using the bi-
weekly project template. Three areas are to be considered; the work
completed in the previous two weeks, the planned work on the upcoming two
weeks, and any issues that require Project Management attention. The bi-
weekly report is also the vehicle to raise concerns (if any) that may requires
IS&T management intervention and support.
Participation in KASE and Project Reviews The OG&C GBU emphasises
the execution of KASE Charts on all future projects. The KASE charts are
separated into two distinct phases, the FEED Phase and the detailed
execution of EPC Phase. Within each phase, there are a number of quality
gates identified which serve as management review checkpoints. Each PITM
should review the KASE chart at each stage of the project and review the IT
role at this stage.
Project Staff meetings The PITM shall attend the weekly project staff
meeting. Automation issues and concerns are highlighter on the meeting.
The staff meeting is also an opportunity for the PITM to understand how the
project is progressing and identify threats, concerns and opportunities.
Review/ development of Technical sections for Sub-contracts pertinent
to IS&T. This is particularly important when establishing a WAN connectivity
through subcontractor. It is also important when using subcontractor to lay
down fiber cables and LAN cabling for jobsite and JV offices.
Auditing and change management around user and group access - The
PITM will review on regular basis the users/ groups accessing project shares
and advise the file share owners and/ or folder designees of the folder
permissions. The PITM will arrange for or make modification as necessary to
the folder structure and/ or access rights. The tools for monitoring are either
Active Directory or FSMT.
Monitoring - The PITM will ensure that monitoring of the project IT resources
is in place.
10.4.4 Project Turnover and Closeout Phase

Functional Specification Requirements (Customer specific handover
requirements) - The PITM shall review the contract for specific handover

J3 Program
requirements (data warehousing, handover on website, etc.) and agree with

the client on the final handover deliverables, phases and timing of Turnover.
Project Closeout Procedures - At the early stages of the project, the PITM
shall develop closeout project plan.
Document Control Centre (DCC) plan and procedures - (all sites)
contributor - Each jobsite shall include a DCC. Careful consideration is given
to the design of the DCC as it is considered critical for documentation
workflow on the project.
Automation and media requirements These requirements can be
specified in the Contract. Typical media are CD ROM/ DVD or similar
backup. It may also be acceptable to deliver the turnover on an external hard
disk.
Client knowledge transfer requirements - The PITM should read the
contract for any knowledge transfer requirements related to the IT and
develop and plan for implementation. The plan has to be approved by the
client.
10.5 Procedures
The IT Manager will deploy and ensure compliance with the applicable IS&T
procedures.
10.5.1 Security
The PITM will refer to the ISO 27001 Information Security Management System
(ISMS) Procedures.
10.5.2 Project Procedures

Any specific project procedures will be created on a project as necessary.
Quality Plan - The Project IT Manager will develop the Project IT Services
Quality procedure for the project.
IT Safety Plan - Bechtel targets zero accidents. This requires careful
consideration on safety in every aspect of the project execution. IT is no
exception.
11 Project Administration Plan
11.1 General
Project Administration controls and disseminates information throughout the project.
This includes implementing the records management system (ROMS) for controlling,
maintaining, and retaining all project information, records, correspondence, and
documentation.
Project specific procedures have been prepared and will be implemented to create a
communication route that supports timely communication and also an accessible and
reliable records storage and recovery process.

J3 Program
11.2 Communication
Communication will be project specific and described in Volume 1 of the PEP which
includes:
The preferred communication modes available to the project team members
(both on and off project).
The necessity of contract adherence in operations and procedures and the
importance of confidentiality in project business matters.
Direction on letterhead usage, correspondence numbering, handling of
meeting notes, phone calls, e-mail, and the project master distribution
schedule.
The focal point for establishing and maintaining the electronic, hard copy, and
verbal interfaces developed to ensure effective and consistent record and
information sharing among project groups and with the customer.
Specify that Project Administration performs the official distribution of all
project information in accordance with established interfaces and lines of
communication protocol as outlined in the communication procedure.
Standards for using and controlling e-mail and the normal modes of contact
between parties.
Consideration to who can send what to outside contacts and what types of
information and commitments must be followed up with formal project
documentation.
State the means of transmitting written communications when urgent.
12 Project Closeout Plan
12.1 General
It is important to address project closeout at the beginning of the project. Customer
requirements must be established and communicated at the beginning of the project
to ensure proper planning and budget allocation to permit efficient and timely
closeout.
This section contains the OG&C GBU standard approach to job closeout.
To close a project, the following are examples of activities that must be completed:
Complete all work within scope.
Close all purchase orders and (sub)contracts (settle all claims/disputes)
Complete final billings
Receive and record all as-built information
Compile and transmit project history
Prepare and archive Bechtel-retained files
Prepare and transmit customer files
Prepare property asset records
Turn over as-built drawings to customer
Turn over customer training records
Transmit calculations to customer (if required)

J3 Program
Prepare project historical report

Turn over electronic data to customer (if required)
Document best practices/lessons learned
Prepare PC hardware and software release schedule
Release CADD terminals and software licenses; remove on-line storage
Remove telephones, phone cards, faxes, etc.
Close all work releases
Provide project best practices/ lessons learned to the department best
practices/lessons learned processes
The following sections should provide the standard activities/approach required to
complete the project.
12.2 Engineering Project Closeout Plan

The Engineering close out of the project will be addressed in the early stages to
ensure that customer and project requirements are incorporated in the production of
deliverables and set-up of project systems and procedures from the early days of the
project. It is vital to ensure that specific close-out requirements are so addressed in
order to avoid re-work during the later stages of the project.
Engineering shall prepare a project procedure related to project close out.
The procedure shall address specific aspects of project close out as it relates to
engineering and specific deliverables prepared during the life cycle of the project.
The procedure shall incorporate any requirements which are set out in the contract
and the following specific areas.
Roles and responsibilities for each team member as it related to project close out.
DOR covering close activities.
Project documentation turnover specifically:
Format of drawings and documentation
Format of electronic data bases
As built documentation specifically:
The receipt and recording of as built information
The documentation which is required to be provided incorporating as built
data/ information. A specific list of deliverables shall be agreed with the client
as included in the contract.
Final coding of vendor documentation.
Final coding of MRBs and OMMs.
12.3 Procurement Project Closeout Plan

At the conclusion of a Project, Purchase Order files will be retained and archived in
accordance with Project Procedures and Records Management Instruction G3I-
000M-00001 titled Records Retention and Disposition. The Records Management
Instruction defines the requirements for retention and disposition of records
generated or received by the Project in the conduct of its business including the
minimum required retention period.

J3 Program
Early in the EP phase of a project, at the same time the other Procurement
Procedures are being developed, the Procurement Project Close Out Plan shall also
be issued. The procedure details the process and procedures for closing out
Procurement activities and documents on the project. It is critical for this procedure
to be issued early so all Procurement team members are aware of the requirements
and can begin closeout with the issuance of the first RFQs and Purchase Orders by
filing the required documents in the correct format and correct location.
A sample checklist is included in the Corporate Purchasing Manual that aids in file
closeout. Due to the unique nature of many Bechtel Projects, the checklist should be
reviewed and tailored for the specific Project this project shall be no exception.
The checklist should become an integral part of the Procurement file as evidence that
the audit was performed. This activity should be completed on each file when Project
Procurement actions are over and the equipment is delivered and received without
exception.
Items typically covered in the Procurement Project Closeout Procedure include:
General topics:
Document retention requirements:

Bechtel standard requirements
Customer requirements
Purchasing:
Approved Bidders list and/or sole source justification in InfoWorks
Confidentiality Agreement, if applicable, in InfoWorks
Restricted parties screening in InfoWorks
Purchase Memorandums in InfoWorks
RFQ / bid request letter in InfoWorks
Approved commercial bid tab in InfoWorks
Successful bid in InfoWorks
Credit review (if required) of successful bidder in InfoWorks
Approved technical bid tab in InfoWorks
Key Electronic Pre/Post-Award and internal correspondence in InfoWorks
Letter Of Award, Purchase Order, Purchase Order Revisions including Terms
and Conditions in InfoWorks
Signed acknowledgements of LOAs, P.O.s, P.O. Revs in InfoWorks
P.O. releases and supplier acknowledgments in InfoWorks
All ECARS complete, signed and in InfoWorks
Verify that last P.O. value matches the commitment value on BPS
Verify that outstanding P.O. Balances are reconciled and closed out properly
Verify that purchasing supplier performance is entered into BPS
Warranty Information and contacts have been communicated to jobsite
representatives.

J3 Program
Verify that any LDs, LOCs, or Performance Bonds are entered in the Project
Log
Confirm Purchasing Section of PO Closeout Checklist is complete and signed
Expediting:
Verify that all material has been received at the jobsite and MRR
Verify that all Data, Drawings & Documentation are completed
Verify that all invoices paid in full
Verify that all U,O,S & D's have been closed
Verify that all LOCs have been closed
Verify that a Release and Certificate of Final Payment has been issued and
received
Verify that all back charges have been implemented and closed
Verify that expediting Supplier performance is entered into BPS
Verify that all AEX reports are logged into InfoWorks
Verify that the BPS expediting module is clean and complete
Verify the SPD Database is updated for each PO
Supplier Quality:
Verify that all SQ reports are in InfoWorks
Verify that the SPD database is complete
Traffic & Logistics:

For T&L Commitments - Same documentation as required for Purchase
Orders (See Purchasing above)
12.4 Contracts
In the closing stages of the project Bechtels Contract Manager will initiate a Contract
Closeout Checklist and provide notification to Reliance that the work is complete and
ready for inspection.
12.5 Final Acceptance

When all items on the Contract Closeout Checklist are checked as complete Bechtel
will send a formal notification to Reliance who shall complete and issue a Certificate
of Final Acceptance to Bechtel.

J3 Program Jamnagar, India: Document Title: Project Execution Plan Volume 2 of 2

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

J3 Program Jamnagar, India: Document Title: Project Execution Plan Volume 2 of 2

Uploaded by

Copyright:

Available Formats

J3 PROGRAM

PROJECT EXECUTION PLAN

Client: Reliance Industries Limited

Location: Jamnagar, India

Reliance Job No.: 10015

Bechtel Job No.: 25795

2 24 Jul 2013 Re-issued for Implementation DJM DM/MR MA

1 4 Jan 2013 Issued for Implementation DJM SW MA

All previous issues are hereby superseded and are to be destroyed.

Rev. Date Revision Details

1 4 Jan 2013 Issued for Implementation

2 24 July 2013 Re-issued for Implementation with the following changes:

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 2 of 129

Confidential 2013 Bechtel Limited. All rights reserved

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 3 of 129

Confidential 2013 Bechtel Limited. All rights reserved

4.23 Document Management ...................................................................................................... 70

Confidential 2013 Bechtel Limited. All rights reserved

10.2 Project IT Manager within the Project Organisation .......................................................... 118

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 5 of 129

Confidential 2013 Bechtel Limited. All rights reserved

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 6 of 129

Confidential 2013 Bechtel Limited. All rights reserved

ES&H Environmental, Safety & Health

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 7 of 129

Confidential 2013 Bechtel Limited. All rights reserved

O&M Operations & Maintenance

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 8 of 129

Confidential 2013 Bechtel Limited. All rights reserved

WAN Wide Area Network

2. Environmental, Safety and Health (ES&H) Plan

2.1 Overview / Work Plan

2.2 Policy 111: Environmental, Safety & Health

2.3 ES&H Management System

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 9 of 129

Confidential 2013 Bechtel Limited. All rights reserved

The ES&H Management System programme addresses the core elements of

2.3.1 Element 1 Leadership and Commitment

Top-down Senior management demonstrates visible

2.3.2 Element 2 Strategies and Objectives

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 10 of 129

Confidential 2013 Bechtel Limited. All rights reserved

or as otherwise appropriate). When appropriate, objectives and/ or targets are

Clearly stated The ES&H policy is communicated, updated and

2.3.3 Element 3 Organisation and Resources

People, resources and ES&H roles and responsibilities are defined,

2.3.4 Element 4 ES&H Risk Management

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 11 of 129

Confidential 2013 Bechtel Limited. All rights reserved

During detail engineering Bechtel will conduct constructability reviews, incorporate

Identification of System(s) exists to identify ES&H hazards and

2.3.5 Element 5 Planning

Proper planning is the Plans to achieve ES&H objectives are developed

Confidential 2013 Bechtel Limited. All rights reserved

foundation for and maintained.

2.3.6 Element 6 Employee Competency and Management of Behaviour

Selection, placement, ES&H competency programs and procedures are

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 13 of 129

Confidential 2013 Bechtel Limited. All rights reserved

2.3.7 Element 7 Working with Customers

Customers are Conduct alignment of ES&H cultures, programs,

2.3.8 Element 8 Working with Contractors and Others

Doc. No. 10015-G01-JG0000-1002 Rev 2 Page 14 of 129