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Initial design work for the expansion.

When two teams come together for the benefit of our client, we can do amazing things. Whats even more
amazing? When the two teams are more than 9,000 kilometers or 5,650 miles apart!

Early last year, the piping team from Krakows Global Design Production Center joined forces with
employees in our Houston office to design stage four modifications (detailed design) at our client Lubrizols
specialty chemicals site in Pasadena, Texas.

The planned work called for implementing a continuous process to increase unit capacity for 0406.X
products by more than 100 percent. The initial estimate of GDPC involvement (7,000 work hours) nearly
tripled during the course of the contract due to increasing scope and a number of changes the client needed,
increasing the value the Polish team brought to the contract.

Prior to starting the project, teams from both offices reviewed the draft workshare execution plan, which was
prepared in advance by the Houston Project Manager, to ensure clear understanding of the scope of work.

To split the efforts between offices the team further developed the workshare plan with office definitions and
task lists based on standard ranges of hours per deliverable, enabling the disciplines to select metrics
based on task complexity. The recommended solution to define the level of effort was to leverage the local
office client knowledge by having the Houston team provide a draft estimate for review and agreement with
the GDPC leads. Using the WEP template and defining discipline-specific deliverable lists were key factors in
setting up the workshare component correctly.

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Monthly and bi-weekly staffing forecasts were helpful in managing staff for the assignment, allowing the
Houston team to monitor work hours and revenue at the discipline and office level. It also was necessary for
the GDPC management team to add regular updates in the Resource Planning Tool. During the course of
the project the team moved away from maintaining separate discipline forecasts and introduced overall
project staffing forecasts, which were then updated by all discipline leads.

Two of the major lessons learnt on this project were the impact of leads visits between both offices and
spending time to understand Polish requirements for working overtime, says one of the team Project
Managers. Having the piping leads get to know the teams in each office contributed to more efficient
collaboration throughout the project, especially in crucial moments for the project, like near-completion of key
project milestones. Therefore, it is important to build such trips into the pricing model. Additionally, overtime
regulations in Poland are less flexible than in the U.S., which is why it should be included in the execution
strategy at the onset of the project for schedule-driven jobs.

Looking back at the experience, one key theme was repeated in several areas: The importance of having
GDPC coordinator who acts as a single point of contact responsible for channeling task lists, tracking
changes, entering comments, transferring mark-ups in scans and coordinating any tasks that require inputs
from multiple disciplines or task owners.

Another key to effective delivery was daily communication and attention to written communication to ensure
clear understanding of intentions. A first-of-its-kind use of automation and controls and moving away from a
batch processgenerated many changes during the detailed design.However, it stretched limits with the
master mark-up methods to keep the entire team working on the same client redlines in Project Wise. In
addition to getting all the P&ID/equipment redlines to the whole team, the inter-office communication went
very well proving CH2M's values of collaboration and respect transcend borders.

This is a tremendous achievement for our team and our first retrofit/revamp project using the Poland GDPC
to design most of the piping tie-ins with LFM, our laser scan software, says Houston Operations Lead and
Manager of Projects Gordon McCoy. I am proud to see collaboration among the teams bring such great
results!

Thanks to implementing best practices from this project and involving both teams in the subsequent LZ 121
Project, also delivered for Lubrizol, the client gave CH2M excellent client scorecard ratings (4s and 5s out of
a maximum score of 5) in all categories.
Updated May 16, 2017 12:58 PM (MT)

https://www.int.ch2m.com/VO/MyNews?cat=1069&id=4047 5/17/2017