某企业国际项目管理手册The Project Manager’s Manual

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1、The Project Managers ManualThe Project Managers ManualPREFACEProject Management consists of planning, organizing, directing, monitoring and controllingthe activities for the design, procurement, construction and start up of a production facility.Project Management is a team effort with all project a

2、ctivities under the direct leadership ofthe Project Manager for the duration of the project.This manual includes a number of guides, checklists and forms to assist the Project Manager inrunning a successful project and should be read and used in conjunction with standardCompany Procedures and Depart

3、mental Procedures.The guidelines and principles herein are applicable to all projects. They are intended to beflexible enough to service all elements of sound project management in a continuingcompetitive environment.TABLE OF CONTENTSPREFACERECORD OF REV ISIONSDISTRIBUTION LISTTABLE OF CONTENTSSECTI

4、ON 1 - GUIDELINES1 - THE PROJECT MANAGER 1 - 1Role of the Project Manager 1 - 2Qualities of the Ideal Candidate 1 - 3Assignment to a New Project 1 - 4Client Relations 1 - 5The Contract 1 - 6The Project Team 1 - 7Getting Started 1 - 8In Production 1 - 9Reports1 -10Communications 1-11On Completion 1-1

5、22 - PROJECT ORGANIZATION 2 -1Project Initiation 2 - 2Planning2 - 3Estimating 2 - 4Cost Control 2 - 5Project Accounting 2 - 6Engineering 2 - 7Procurement 2 - 8Subcontracts 2 - 9Coordination and Reviews 2-10Quality Assurance 2-11Quality Control, Inspection Construction 2 -12Precommissioning and Commi

6、ssioning 2-13Project Closeout and CompletionIndividual Responsibilities 2 -14Project Manager 2-15Planning Coordinator 2-16Cost Engineer 2 -16Project Engineering Manager 2 -16Project Engineers 2-17Lead Engineers 2-17Project Procurement Manager 2-17Project Buyer 2-17Document Controller 2-18Quality Ass

7、urance Engineer 2-18Construction Department Representative 2 -18Construction Manager 2 -18Project Accountant 2 -183 - PROJECT PRACTICES 3 -1Project Staffing 3 - 2Assignment to the Project 3 - 2Publicity 3 - 2Security and Secrecy 3 - 3Working Week 3 - 3Overtime Working 3 - 3Project Procedures 3 - 4Ti

8、me Sheets 3 - 4Code of Accounts 3 - 4Annual V acation 3 - 4Business Travel 3 - 5Expense Claims 3 - 5Correspondence to the Client 3 - 5Correspondence from the Client 3 - 6Client Instructions 3 - 6Correspondence with Licensor and Third Parties 3 - 7Correspondence with V endors, Subcontractors 3 - 7Mee

9、tings with the Client, Third Parties, Others 3 - 7Conversations and the Telephone 3 - 8Inter-Office Memos 3 - 8Drawing Forms, Checking and Signature 3 - 8Document Distribution 3 - 9Filing System 3 -104 - PROPOSAL PREPARATION 4 -1Proposal Notification 4 - 2Bid, No Bid Meeting 4 - 3ResponsibilitiesThe

10、 Proposal ManagerThe Proposal StrategyProposal Kick-off MeetingApproach to the EstimateMan-hour EstimateThe ProposalTransmittal LetterExecutive SummaryProject Plan of ApproachProject Organization ChartField Organization ChartProposed Project SchedulePreliminary Engineering ScheduleManpower Histogram

11、Scope of ServicesScope of SupplyProject DescriptionEquipment ListSite Plan or Overall LayoutDrawing ListClarificationsSubsequent Presentations5 - PROJECT INITIATIONGeneralRole of the Project ManagerNew Contract AwardContract ScopeProject DescriptionScope of ServicesScope of SupplyProject Plan of App

12、roachOffices and Facilities0001122344455667845678911111111111111111-444444444444444444444441223344556-5555555555Job InstructionsJob BulletinsDesign BasisKick-off Meeting with ClientProject OrganizationProject Organization and Key PersonnelProject StaffingProject Schedule and MilestonesProject Kick-O

13、ffInternal Kick-off MeetingProject Review MeetingsProject ControlsCost CodingEstimatingEngineeringProcurementConstructionProject AccountsNumbering SystemsProject Administration & Procedures011233455677878889991111111111111-555555555555555555556 - PROJECT MEETINGSReview Meetings in GeneralEngineering

14、 and Design ReviewProcurement ReviewPlanning and Cost ReviewConstruction ReviewManagement ReviewProject Managers Report12345672-66666666SECTION 11 - CHECKLISTS1 - PROPOSAL PREPARATIONProposal Preparation ChecklistClients InquiryCommercial AspectsApproach to EstimateThe ProposalExecutive SummaryProje

15、ct Plan of ApproachProposal IndexTechnical DescriptionProcess Design By OthersProposal Schedule and Control Engineering, GeneralPlant SiteComputer StrategyFee StructurePayment Schedule2 - SCOPE OF SERV ICES CHECKLISTSProject ManagementEstimatingPlanningCost ControlProcess DesignProcess Control and I

16、nstrumentationPipelinesSub SeaOffshore Structures, JacketsOffshore Structures, TopsidesWeight ControlMechanical EquipmentHV ACFire ProtectionFabrication Equipment, V essels & Heat ExchangersMaterialsInsulations and Painting, Piping and V esselsSafetyCivil, Structural, ArchitecturalElectricalPiping E

17、ngineering and DesignComputer Aided Design (CAD)Quality AssuranceQuality ControlPurchasing, Expediting, ShippingMaterial ControlSite Material ControlConstruction SubcontractsConstruction, Home OfficeConstruction Management at SiteScope of Work By ClientScope of Supply3 - JOB INSTRUCTIONS CHECKLISTPr

18、oject DescriptionOrganization and PersonnelClient Addresses and Key PersonnelClient Representatives in John Brown OfficeABB LUMMUS Addresses and Key PersonnelProject Organization ChartCorrespondenceTo Client from ABB LUMMUSFrom client to ABB LUMMUSWith other PartiesProject AdministrationDocument Dis

19、tribution ScheduleClient ApprovalsProgress Reports to ClientCost Control and Project AccountingProject CloseoutProject CoordinationGeneral EngineeringProcess DesignDesign and Operating ManualsAs-Built DrawingsPlanningProcurementMaterial ControlConstruction SiteContract DetailsContract with the Clien

20、tBilling ArrangementsInsurance RequirementsProject ScheduleProject Overview4 - DESIGN BASISEngineering - GeneralCodes and SpecificationsProcess DesignSafetySite DetailsPlant LayoutsBattery Limit ConditionsFuel SystemsLiquid FuelsUtility SystemsCondensateWater SystemsWater AnalysisAir SystemsElectric

21、alRange of KilowattsInstruments and ControlsClimatic ConditionsCivil and StructuralSewers and Waste DisposalOffshore Structures5 - PROJECT MANAGEMENT AUDITContractProgressCostsPaymentInsurance and BondsProfit and ContingencyProject CoordinationJob Kick-OffProject ControlProject AdministrationCost Co

22、ntrolProcurementConstructionProject CloseoutSECTION III - STANDARD FORMS1 - STANDARD FORMSPROJECT REPORT FORMSECTION 1GUIDELINES1 - THE PROJECT MANAGERSCOPEThis guide establishes a broad framework for the role of the Project Manager within ABBLummus.INTRODUCTIONEach Client is different. Each individ

23、ual is different. Each project is different. There is onlyone hard and fast rule in approaching a new job - The Project Manager is responsible forleading the project to meet the Client and ABB Lummus objectives.This guide provides a perspective and overview of the Project Managers assignment, role,a

24、nd function within ABB Lummus. This Section discusses the qualities and strategies theProject Manager should seek to impose and encourage in the pursuit of a successful project.ROLE OF THE PROJECT MANAGERThe Project Manager represents ABB Lummus to the Client. At the same time the ProjectManager rep

25、resents the Client within ABB Lummus.A Project Manager is designated for each project undertaken by ABB Lummus, howeverlarge or small, and regardless of location or duration. The Project Manager has theresponsibility to serve both ABB Lummus and the Client.For ABB Lummus the responsibility is to del

26、iver the Project accordance with the terms of theContract, the targeted profit and to establish a relationship with the Client that will ensurefavorable consideration for follow-on work.For the Client the Project Manager must ensure that the project gets its fair share of ABBLummus resources and tha

27、t our performance is such as to complete the Clients work onschedule and within budget. The Project Manager will also keep the Client advised ofunavoidable deviations, and aim to create a sense of trust between our two firms that will leadto new work.The Project Manager must have the personal standi

28、ng to ensure these goals are achieved.With a minimum of constraints, the Project Manager represents ABB Lummus on the project.The Project Manager must be the most informed about the specific objectives of the job, haveknowledge of the principal obstacles to be overcome, motivate the project team to

29、resolvethem, and accomplish all this in a cooperative spirit with the Client.The successful Project Manager is one who instills in the project team a strong sense ofTEAMWORK, URGENCY, and ENTHUSIASM.QUALITIES OF THE IDEAL CANDIDATEIn selecting Project Managers and measuring their performance, we loo

30、k for personal skillsand capabilities in the following areas:LeadershipCan he give independent and consistent direction? Does he leadfrom in front and set a follow me example?AttitudeFew problems totally defy solution. The most important first stepIs to adopt a positive and willing attitude.Strength

31、fiber?Does he have the personality to lead the project team, moralAnd tenacity as well as technical experience?PerspectiveCan he keep his eye on the target: to design and build a plant,And avoid peripheral distractions?Sets ObjectivesThe first move on any job is to identify clearly what has to beDon

32、e. Can he distinguish the main thrust from the less essential?Makes the PlanSuccessful work generally doesnt just happen. The successfulProject Manager prepares a plan, gets team commitment andWorks it through.Organizes StaffA successful team is stronger than the sum of its individual stars.Does the

33、 Project Manager organize the staff to get the most out?Of the team?Delegates WorkHow does the successful Project Manager free himself of routineActivities and still maintain effective control of his project?ResponsibilityThe buck stops at the desk of the Project Manager. H must thinkThrough problem

34、s and state his position clearly. AcceptUpper-level management decisions a support them.one?Tough, Resilientfew projects precede without problems. The Project ManagerMust be confident in his judgments and stick by them. SometimesDecisions will not be in his favor. He must accept this, reboundAnd res

35、ume control.ResourcefulThere is more than one-way to skin a cat. Be imaginative inSolving problems when ordinary methods fail.CandorDoes he place his cards squarely on the table? Most problemsCan be solved if caught at an early stage. He must first recognizeA problem threatens, and is willing to tal

36、k about it.Client RelationsThe Client is why we are in business. Never criticize openly. WorkClosely to understand his position and to ensure that heUnderstands yours.Construction RelationsThe Quality of Engineering has a direct impact on the productivityOf the construction effort. Does the Project

37、Manager understand?The importance of bringing construction into the team on dayASSIGNMENT TO A NEW PROJECTHaving determined the qualities found in the ideal candidate, it is then necessary to look atthe individuals specific experience. The size, nature, and location of the work, priorassociation wit

38、h the Client, and other pertinent factors will feature largely in the selection ofthe individual to handle a given project.The first action of the Project Manager is to accept his role with genuine enthusiasm. Take oneach project or assignment with the knowledge that it is going to be designed and b

39、uilt onlyonce. Do it with a sense of pride in the expected results.The desire to do a top-notch job is contagious. It permeates the whole project team. It beginsat the top and it must be set on the first day of the job.Once appointed to the job, the new Project Manager will find the following sectio

40、ns a usefulguide in setting up his project and managing it to a successful conclusion.CLIENT RELATIONSThe relationship between the project manager and the client is a key factor in the success ofany project. This relationship should be founded on mutual trust and respect and becommitted to teamwork,

41、 innovation, flexibility, and continuous improvement. This is therelationship that will provide leadership for the project and commitment to do things right thefirst time, every time. Through a commitment to Total Quality Management, the project teamwill focus at an early stage in the project on est

42、ablishing key result areas to satisfy thecustomer and define the roles and responsibilities of each member of the project team.Through continuous good communication, no hidden agendas and a Client/ABB Lummusteam whose company identity is virtually indistinguishable, success will be measured by thesa

43、tisfaction of the ultimate customer.In most cases, troubled projects result both from a lack of understanding of the objectivesand from the objectives not being properly prioritized. ABB Lummus has developed, analignment and team-building program to ensure that the clients objectives are clearlyunde

44、rstood, communicated and followed throughout the project. The program provides amechanism for the identification, monitoring and control of project objectives. To assure thatthe clients Project Management, Central Engineering, Plant Management and other involvedgroups agree with the projects objecti

45、ves, it is essential that these groups participate in thealignment and team-building program at project inception.In serving your clients needs, it is important to recognize that his perception of ABB Lummusis largely that obtained in his relationship with the project, and not with ABB Lummuscorpora

46、te, marketing or executive management. As the single point of contact with the clientit is particularly important that you make your client easy in his relations with you and that heis comfortable with you in a personal relationship. He will look for high standards ofperformance from the project and

47、 from you in particular. Pay attention to the small things aswell as the wider project issues, without getting involved in detail. Adopt a can do positiveattitude and make it easy for the client to adopt that attitude.But remember that it is not only the senior client representative that needs to be

48、 recognized,and encourage other senior staff on your project to relate to their opposite number in theclient organization in a similar manner.This relational area is hard to quantify but is nevertheless extremely tangible. Some aspectsof this subtle area are discussed in the paragraphs below:Quality

49、 of WorkAlways ensure documents going to the Client are thoroughly checked for spelling andgrammatical errors and they are technically consistent with the basis of design (if notthe reason why not should be highlighted).Meetin。Client Staffina NeedsWhen the Client requests additional work to be under

50、taken or staff mobilized you mustreadily agree and make the departments concerned perform when it comes toresorting within your required time scale.Project StaffAs Project Manager you are master of all you survey. No staff are to be moved off yourproject without your agreement; incompetent staff sho

51、uld be sent back to thedepartment as you need good quality staff who are capable of taking full responsibilityfor the work they undertake. Do not be frightened of tackling the problem of poor staff,it will only get worse.Problem SolvinaDo not present the Client or ABB lummus Management with problems

52、 withoutincluding your recommended solution.。 什ice FacilitiesEnsure the Clients office facilities are clean, in good condition and any concernsvoiced at any level on the project (i.e., secretary to secretary) are given the highestpriority by Building Services.Team SpiritYou should look on the Client

53、 and our staff as one team but each with his own role toplay. You are encouraged to organize events (subject to management approval),which bring Clients and our staff together through social/sporting activities.Client EntertainmentYou should establish a good relationship with your Client, both in an

54、d out of the office. Properentertaining of Clients is encouraged. Other Representatives should not be overlooked andyou or senior staff should ensure none of the Client Senior Staff are forgotten.If considered appropriate corporate management should be invited but ABB Lummus staffmust not outnumber

55、guests.The level of expenditure on Client entertainment should be cleared with management inadvance.THE CONTRACTRead it. Understand it. If serving as the Proposal Manager, take an active role in developingthe Project Strategy, Schedule and Contract Scope.Read the inquiry document, our proposal, and

56、all records developed during the precontractand negotiation stages of the job. Consult with the Project Sponsor, the Sales Manager,Estimating and Legal Departments on any and all doubtful matters. Dont count on othermembers of your team or the Department Managers supporting your project to give equa

57、lattention to researching the records and understanding the contract and its background.For each discipline, extract the pertinent contract sections defining ABB Lummuscommitments, and place those extracts in the hand of the responsible managers and keymembers of your project team. These should cove

58、r our warranties and guarantees, Clientsstandards, design criteria, and procedures, procurement and logistics practices, reportingrequirements, billing procedures, field instructions and the like.Emphasize the importance of all disciplines to review sections of the contract concerningconstruction an

59、d field activities. These sections include requirements that affect theengineering approach to the project.Invite questions to assure that all concerned have a full understanding of the requirements.Be sure that late assignees to your project are brought up to date.The contract itself is a living do

60、cument, subject to change by bilateral agreement. Be surethat Change Orders to the contract, particularly those affecting cost and schedule, aremaintained current and that your staff are kept informed.THE PROJECT TEAMThe typical project organization is well known, but it is no more standard than pro

61、jects arestandard. Each must be tailored to fit the unique requirements of the job. Your organizationwill grow, change composition, and contract.Determine for your project the individuals you require at the various stages of the job.Discuss in specific detail with the Department Managers the Qualifi

62、cations needed to fill yourkey project positions, and the timing and duration of each assignment. Department Managersare required to allocate their personnel resources proportionately among all projects, andmutual agreements should be sought in filling the key project positions.Write up a brief desc

63、ription of the plant to be designed and built. Distribute copies (perhapswith a sketch and flow diagram) to your project staff at all levels so that they have the feelingof participating in building a valuable facility and are not simply drawing lines and puttingwords on paper.Personally interview a

64、nd discuss the assignment with the key members of your project team.Get their commitment to your job from the start. On projects involving construction theConstruction Department is to participate in the plot development, scheduling, estimating,sizing of temporary facilities, selection of erection e

65、quipment, tools and sequencing, reviewfor constructability and the optimum packaging of the subcontract work, throughout theproject.There is no float to handle a bad job if it results from anything less than 110% dedication andeffort.GETTING STARTEDMake your office requirements known at the outset.

66、Include plans for peak loading so thatyour team will encounter less risk of repeated physical moves during the course of the job.From the beginning establish very clearly a sense of urgency on the project.Bring personnel on to the project as you need them and release them back to their homedepartmen

67、ts when no longer fully required. Keep a sharp eye on efficiency and productivity.Set a tone throughout the job of accomplishing as much each day as is possible. Have eachmember of your team productively employed and carrying his full share of the load. Promptlyweed out the marginal performers and t

68、hose whose presence is disruptive to team effort.Plan and schedule your project from Day One. While the manual work may be done by thePlanning Engineer, make it your schedule and impose tight discipline on all concerned -internal and external to the project. Here is the occasion to be tough.Ensure y

69、our job has a budget from Day One. This will be adjusted from time to time to reflectscope and schedule changes, but all financial references should be tied to the budget currentat the time. This covers above and below target projections of home office man-hours in thevarious disciplines, deviations

70、 in quantities and costs of equipment and materials, and fieldcost trends at variance with the budget estimates. The Cost Engineer may perform theevaluations and plot the trends, but it is the responsibility of the Project Manager to control allcosts and initiate remedial actions to correct adverse

71、trends.When a schedule slippage or cost overrun is inevitable, advise the Client promptly and inwriting of the circumstances so that by neglect or misunderstanding he is not faced with aneleventh-hour surprise that he cannot handle. Keep him informed. Draw him into solutions.IN PRODUCTIONMANAGE the

72、work. This means managing, directing, and supervising the key project staff towhich you have assigned responsibilities. There is no relief from responsibility if you delegateand forget. Monitor their understanding and performance. Do not tolerate those whorepeatedly under perform.For the main stream

73、 of work withLI the project i.e., process, engineering, procurement, andconstruction the Project Manager should hold a weekly coordination meeting with the leaddiscipline personnel, at which time the milestones scheduled for completion in the currentand following week are reviewed in detail and spec

74、ial action is directed toward the recoveryof any items delinquent at the time.On larger projects doesnt be the project engineer. One or more of your subordinates isassigned that responsibility. Devote as much attention to field productivity as to engineering;as much to material-control as to cost co

75、ntrol and scheduling. You have the responsibility ofensuring that supporting managers of Personnel, Building Services, Computer Systems,Reproduction, Public Relations and Sales fulfill their responsibility on behalf of your project.Check on them.Your overall responsibility extends to the field. In a

76、ddition to the functions listed above, youmust assure that those responsible for safety, industrial relations, local purchasing etc, areperforming their duties properly.Avoid the temptation to start construction activities prematurely. Wait until there is anabundance of released drawings, equipment,

77、 and materials on the site before mobilizing thefield effort to assure continuity of work. Nothing is more demoralizing and costly than to losemomentum awaiting release of drawings and receipt of supplies in the field.Look out for the interests of ABB Lummus. Equally protect the interests of your Cl

78、ient. Wearthe two hats evenly. Give visibility to this dual responsibility so that both parties view theproject as a success.Insist that Department Managers periodically monitor and audit the performance of theirpersonnel assigned to your project, both in the office and in the field. Schedule status

79、 reviewmeetings with them. Keep them personally involved. Review with them the replacement ofpersonnel who fail to meet the project needs and your standards.Keep on top of Change Orders. Price each change in scope and owner responsible delay.Report the cost and schedule impact to the Client immediat

80、ely. Dont wait until preciseevaluations have been developed before reporting the probable. Effect of changes directedby the Client. In costing the full impact of changes, include the ripple effect of engineeringchanges upon other related activities in procurement and construction. Look at the downti

81、meawaiting decisions, the consequences of remove and replace, loss of momentum,inefficiency resulting from out-of-sequence operations, abortive work, etc.Project instructions and procedures describing the unique requirements pertaining to eachproject should be issued promptly at the start of the job

82、. The contents must becomprehensive and expressed in clear and precise terms.ABB Lummus has standard Company Procedures (CPs) and methods for most activities.These procedures must be workable and responsive to Client needs on your particular job.The Project Manager must recognize these circumstances

83、 and the need to adapt ourstandard procedures. In all case, adaptations must be worked out jointly with the responsibleDepartment Manager, and they must be recorded and published as part of the projectprocedures.Dont let your job go sour. When you detect a problem beyond your means to correct, repor

84、tthis promptly and fully to top management. Any problem can be solved if caught in an earlystage. Division and Departmental Managers are there to help, but dont present them with alost cause.REPORTSThe purpose of reports is to inform, and this is an important function of the Project Manager.Demonstr

85、ate your knowledge and control of the job by personally authoring the project statusreports. Unimaginative or uninteresting reports are not read and hence do not inform.Technical and progress reports are passed up the line within the Clients organization. Theirsenior management judges ABB Lummus qua

86、lifications for the next job in part fromimpressions created by your reports.Adopt the following guidelines:At the outset of your job, report on organization and staffing progress, setting of procedures,establishment of a budget and schedule, process decisions, etc.As it gets under way, report on pr

87、ogress in engineering and procurement, technical problemsthreats to budget and schedule, specific milestones achieved, and preparations for fieldoperations.On problems, explain their source, what is being done to resolve them, any assistancerequired from the Client, and a statement of their probable

88、 impact on cost and schedule.Dont harp on the negative, just be factual.On achievements, avoid listing dry statistics such as the number of drawings released,purchase orders placed, tonnage of steel erected, etc unless the information is coupled withtargeted performance. Graphs are a better means of

89、 showing this informationNearing completion, it is better to report work to do rather than progress to date. Emphasizeproblems and solutions. Focus on completion dates and final costs. Clean up the ChangeOrders. Focus on potential claims from vendors or subcontractors. Check the contract againfor wa

90、rranties and guarantees. Discuss turnover and startup schedules with the Client.COMMUNICATIONSProject coordination is chiefly about communications and style. This function is so importantas to merit a separate section.Plan meetings to be productive. Restrict the attendees to those who have a contrib

91、ution tomake or an assignment to fulfill.Communication covering project performance includes formal letters, interoffice memos,project notes, a profusion of working-level reports and tracking logs, telexes, telephoneconversations, meetings, and oral discussions. Who should be informed, and how? TheP

92、roject Manager should determine this after some critical study. .Personally review and update the Document Distribution Schedule. It seems fairly obviouswho should be included in most cases, but often others are added or retained on distributionlists unnecessarily. Interest and involvement change du

93、ring different phases of the project.Recipients who receive unneeded correspondence and reports waste their time that could begainfully used on more pertinent matters. The Project Manager should screen the projectdistribution lists regularly.Before releasing a letter, memo or report, the writer shou

94、ld read it through the eyes of therecipient. Does it clearly and concisely state the facts or phrase the request so that it leavesno question as to what is required of whom, and when?These and other facets of project communications come under the control of the ProjectManager. His awareness and styl

95、e will set the tone of this important element of projectcontrol.ON COMPLETIONWrite a meaningful completion report on your job. As with other reports, set it aside in draftform and then come back and review it through the eyes of the reader. Does it fully andaccurately record the important events of

96、the project in an objective fashion? When well done,it should provide a valuable addition to the library of lessons learned, good and bad. Thinkback over the course of the job and give recognition to those who contributed significantly toits success, and acknowledge this in notes of appreciation to

97、their supervisors.Keep in touch with the Client well after the job is completed and accepted. Dont let him havethe feeling of being alone and forgotten. Offer advice or assistance if problems areencountered. Feed these comments back for reference on future jobs.Give the Client every reason to think

98、of ABB Lummus for his next project.ABB Lummus Procedure, Job Close-Out Procedure, shall be used in preparing completionreport.2 - PROJECT ORGANIZATIONSCOPEThis guide outlines the general principles of Project Management, the organization andresponsibilities of the project team.INTRODUCTIONAll ABB Lu

99、mmus contracts are managed on a project basis. This means that a singleindividual is charged with the responsibility of carrying out all aspects of the companys work,liaison with the Client and other outside parties, and management of detail execution of ABBLummus activities. This nominated individu

100、al is the Project Manager.A team of individual specialists who assist him in their various roles supports him. They aredrawn from the disciplines within ABB Lummus, or from outside. This group, the ProjectTeam is selected to meet the needs of the project. Its size and complexity will depend on thena

101、ture, scope and timing of the work involved. The project team will ideally be positioned in asingle task force location to provide a focus of attention, quick response to changing priorities,development of team spirit and to minimize communication difficulties.The Project Organization is structured

102、in a manner to meet the needs of the work, and toregularize the interfaces between the different disciplines. Management of interfacesinternally and externally is one of the major challenges of the project team. The ProjectOrganization will be hierarchical, led by the Project Manager.On larger proje

103、cts there may be differing phases of the project, or differing locations of thework. These w川 be reflected in separate sub-divisions of the project structure.PROJECT INITIATIONThe Project Organization is normally defined in our Proposal to the Client. The ProjectManager designate has ideally been in

104、volved in preparation of the proposal and subsequentnegotiations with the Client.On award of a new Project, the team led by a Project Manager is most commonly organizedon a dedicated task force basis. The task force is located in a selected area of ABB Lummusoffices. Key members of the team remain i

105、n the task force until their individual work scopeshave been completed.Suitable office space, secretarial assistance and office facilities are provided for residentClient personnel as required by the Contract.At the start of the work, the Project Manager prepares the Job Instructions, which includes

106、communications with the Client, definition of the scope of work, design basis and applicablestandards, timing and method of execution together with any other essential information.PLANNINGThe various activities to be carried out are scheduled within the framework of the OverallProject Schedule and M

107、ilestone Dates established with the Client. The Overall ProjectSchedule is presented as a time related bar chart, which includes the milestone events.The required level of planning is determined during the proposal stage and is reflected in theJob Instructions. The Overall Project Schedule will be r

108、eviewed, amplified and developed asthe Project Baseline Schedule in a format appropriate to the scope. From this the criticalpaths are determined and priorities set.The Planning Engineer develops the Project Baseline Schedule, with input from otherspecialists. Standardized networks are produced as n

109、ecessary for detail control by discipline.On Fast-Track Projects or in cases where a project starts on several fronts, such as adetail-engineering contract with some equipment already ordered, an Early Work Schedulecovering the first 8 to 12 weeks is developed. This allows immediate control of the d

110、iverseactivities across the disciplines, while the Baseline Schedule is being produced.For day-to-day progress reporting and planning, discipline schedules are supported by barcharts, resource histograms and man-hour budgets, as appropriate.ESTIMATINGDepending on the scope of work the Estimating eff

111、ort may be quite large or more limited inscope.During conceptual design, Estimating will be heavily involved in determining the capital costsof the various options being considered. Cost trends will be established as the conceptualdesign progresses.Estimating determines the contingencies to be allow

112、ed against the various cost accountsarising from quality of engineering, design and take-off, and pricing method. Riskassessment will be made and overall total installed cost established.Once the scope of the project is finalized, the estimate is established and issued as theControl Estimate. This i

113、s then used and further developed by the Cost Engineer againstwhich he monitors and controls the detail costs.Prior to award of a detailed engineering and construction project, Estimating may be involvedin preparing a Definitive Estimate of the equipment, material and construction costs, whichcompri

114、se the total installed cost of the facility.Estimating will also price Change Orders as requested by the Project team.COST CONTROLThe Cost Engineer, in conjunction with the Project Manager, establishes with the Client whatformat is required for the Project Cost Report, and the Code of Accounts to be

115、 utilized if otherthan ABB Lummus standard. The Project Manager is encouraged to convince the Client ABBLummus standards should be used. At the project completion conversion reports can bemade.Formal Cost Control begins with an established budget for the work, the Control Estimate.The Cost Engineer

116、ensures appropriate coding of all activity and materials charges againstthe budget. Where non-budgeted expenditure will be incurred he informs the ProjectManager accordingly. Cost Control entails the continuous evaluation of commitments.He prepares Cost Trend Reports to highlight areas deviating fro

117、m budget, man-hour costs,and lack of productivity, increased expenditures, additional equipment or materials. Thesereports will cover both reimbursable and fixed price elements of the work. Charts will bedeveloped showing cost trends against calendar time.Where budgets are already established for eq

118、uipment and materials, sampling of drawingsand take-offs is undertaken at an early stage to project costs for the overall job.The Cost Engineer manages the Change Order Procedure to ensure that changes in theScope of Work or delays are highlighted and costed for presentation to the Client. Thiscover

119、s all phases of the work, engineering design, procurement, equipment and materialcosts, subcontract performance and construction effort. The impact of small changes ordelays in engineering can have a dramatic effect on downstream activities and costs to ABBLummus. Estimating or the Cost Engineer dep

120、ending on the complexity of the change carriesout pricing of Change OrdersThe Cost Engineer develops the Cash Flow Forecast for the project, and keeps this updatedas the job proceeds. Cash flow is not only important to the Client; it is very significant for ABBLummus operations.PROJECT ACCOUNTINGAn

121、important aspect of every project is the impact on ABB Lummuss financial position.Advance funding requests and invoices must be presented on time. Backup for our invoicesmust be correct to prevent rejection by the Client. The Cost Engineer, Project Accountant andProject Manager will ensure this aspe

122、ct of the contract gets their full attention.Where a Client fails to pay on time, advise him politely and in writing that he is failing in hiscontract commitments.ENGINEERINGDiscipline personnel assigned to the project task force carry out Engineering and design. TheProject Engineering Manager or Le

123、ad Project Engineer manages this part of the project. Hecoordinates and manages the engineering effort on the job.Depending on the size of the job a number of Project Engineers may be assigned to the teamto manage different aspects of the work.The discipline engineers are drawn from the specialist g

124、roups in the Engineering Department.A Lead Engineer leads each discipline within the team. He is responsible for the performanceof the work, schedule, cost and quality. The engineering and design is carried out inaccordance with established Company and Departmental Procedures.Engineering begins with

125、 the validation of the Clients design data. This is formalized andissued as the Design Basis, which includes: Agreed design specification Agreed design standards National codes and standardsAll engineering deliverables, Specifications, Requisitions and Drawings are identified andscheduled. This allo

126、ws other downstream activities to be scheduled and determinesappropriate strategies through Procurement, Subcontracts, Material Control andConstruction phases.Each Lead Engineer will review his Scope of Work in detail to have a full understanding of theContract requirements. A separate checklist is

127、available for each discipline. This may also beused for clarifying the Scope with the Client as appropriate.Against the list of deliverables, the Engineering Man-hour Estimate is finalized, providing fordetail Cost Control of the engineering effort. .The Project team pays special attention to the ne

128、ed for V endor Data from the varioussuppliers. The requirements for vendor data, for engineering and design purposes, for testcertificates, for maintenance instructions and spare parts, for lubrication schedules, foroperating instructions are an integral part of the procurement activity. The requisi

129、tioningengineer for each individual inquiry and order must establish in extent and in quantity theseneeds.The Document Controller expedites the information from the suppliers in accordance with theexpected dates. He logs the receipt of vendor data, and distributes the appropriate drawings,documents,

130、 manuals and certificates within ABB Lummus and to the Client. He expedites theindividuals concerned, and ensures prompt return of comments/approved documents to thesuppliers.PROCUREMENTProcurement activities cover purchasing of equipment and materials, expediting,coordination of inspection, materia

131、l control, traffic and sub-contracts. These come under thecontrol of the Procurement Supervisor, or, on larger projects, the Project ProcurementManager.At the beginning of the project, we need to establish with the Client how the procurementactivities will be carried out. Procurement procedures are,

132、 agreed, which cover such aspectsas: Approved Bidders List Inquiry and Purchase Order format Authorized signatories General Conditions of Purchase, use ABB Lummus wherever possible General Conditions of Contract, use ABB Lummus wherever possible Special Conditions of Contract, to suit the project Pa

133、yment terms, currency and conversion rate, progress payments, liquidateddamages etc Performance bonds, insurances to be provided Sealed bid requirements Point of delivery Bid analysis procedure and presentation each of the above aspects w川 be establishedbefore the first inquiry is issued.The procure

134、ment activities are carried out against a detailed procurement plan, whichincludes: Procurement Schedule Materials and equipment identification V endor screening Preparation of bid inquiries Bid evaluation and negotiations Award Expediting V endor data control Inspection co-ordination Shipping/movem

135、ents Close outRegular reviews are instituted by the Project Manager to ensure that the ProcurementProcedures are implemented, and that the work is carried out in accordance with theschedule.SUBCONTRACTSPreparation of Subcontracts requires the input of a number of individuals. The SubcontractAdminist

136、rator establishes with the Project Manager the Subcontract Strategy. He preparesthe Special Conditions of Contract for the project, and the Bid Format for each subcontract.The Bid Format will depend on the Subcontract Strategy and pricing philosophy.The Construction Department prepares details of th

137、e temporary facilities, warehousing,fencing, letdown areas etc, the Site Safety Regulations and requirements for IndustrialRelations.The Lead Engineer prepares the Scope of Work for the activities on site, together with aMaterial Summary/ Bill of Materials as appropriate. The Scope of Work will depe

138、nd on thebreakdown of activity foreseen in the subcontract strategy, number of subcontractors, whichmaterials will be supplied by the subcontractor, and location of his facilities and the site. TheConstruction Department reviews the scope of work on the basis of Constructability.Note: in all cases t

139、he assigned Procurement representative will sign Purchase Orders andSubcontracts, after approval of the Project Manager.COORDINATION and REVIEWSThe Project Manager will institute regular project coordination meetings covering all phasesof the work. Internal meetings should be held once a week, or at

140、 most every two weeks.Longer periods allow for problems to build up undetected.In addition he will institute regular reviews with the Client. These meetings should be formallydocumented in conference notes.He w川 prepare the Project Progress Report for internal management briefing each monthand atten

141、d the internal review meeting as requested.He will carry out regular internal Project Management Audits to insure that no significantitems are overlooked during development of his project.TOTAL QUALITY MANAGEMENTTotal Quality Management plays a major role on all projects. Its purpose is to insure th

142、atappropriate systems and procedures are in place, and being followed by the project team.The ABB Lummus Total Quality Management System includes:Quality AssuranceQuality ControlQuality ImprovementIn accordance with the ISO 9001 Standard, and has ISO 9001 certification registered byLloyds Register Q

143、uality Assurance (LRQA).There is an on-going Quality Improvement process, which is required by and complies withISO 9001. Successful implementation of the ABB Lummus Quality Program involvesmanagement commitment to the development and effective monitoring of activities.The primary goals for establis

144、hing and delivering a successful completion of the project is: Clear definition of customer needs Customer satisfaction consistent with professional standards and ethics Preventive actions that avoid the occurrence of problems or adverse effects Continuous review of customer and project requirements

145、 Identification of opportunities for continuous improvement of servicesThe QA/QC and Quality Improvement activities are primarily concentrated in the project taskforce. Both programs are administered and facilitated by the Quality Assurance Managerassigned to the project team.The Project Manager is

146、responsible for overall project Quality, while each engineeringdiscipline manager is responsible for Quality within his or her respective functional activities. Quality AssuranceProject design work is carried out in accordance with ABB Lummus Company (CP) andDepartmental (DP) Procedures. The Job may

147、 modify such proceduresInstructions developed for the project, and approved by the Client. The QA Manager w川Monitor such compliance using an internal auditing program.A detailed Quality Plan will be developed at the onset of work. Such plan will be theResponsibility of the QA Manager and will be rev

148、iewed with the Client. The plan willComply with the requirements of the ISO 9001 standard and will focus on the followingActivities.-P lanning/Scheduling Procedures- Development of Project Design Basis and Job Instructions- Quality Training- Manpower Resorting- QA Audit Methods/Compliance Monitoring

149、- Corrective Action Procedures/Reporting-P rocurement Practices- Constructability- Construction QA- V endor QA Reviews-I nspection Practices-D ocument ControlQUALITY ASSURANCE - ENGINEERING AND DESIGN CONTROLThe ABB Lummus Quality Assurance program provides for the identification of Client/projectne

150、eds and engineering activities necessary to ensure that appropriate, facilities and technicalsupports are available to achieve project objectives.ABB Lummus ensures that all personnel assigned to the project are aware of theirresponsibilities including the following: Design Planning - Planning, sche

151、duling activities. Design Input - Identification and preparation of all project instructions, specificationsand design development input to comply with agreed customer requirements takinginto account all safety, industry and government regulatory guidelines. Design Output Verifications - Engineering

152、/Design verification activities,documented and assigned to qualified personnel in order to verify that design outputmeets the design input requirements by means of design control measures such as:- Holding and documenting design reviews or- Carrying out alternative calculations or- Comparing and ana

153、lyzing the design with a similar proven and acceptedDesign. Document Control - All quality documentation will be controlled, reviewed andapproved by authorized personnel prior to issue. The control of data and documentssuch as specifications, standards, procedures, drawings etc. is essential to prec

154、ludethe use of unauthorized documents (i.e. outdated issues of drawings, standards orproject instructions).QUALITY ASSURANCE - PROCUREMENTThe ABB Lummus Quality Assurance program ensures that all purchased equipment,materials and services conform to the requirements clearly defined and included with

155、inProject Specifications, Equipment and Material Requisitions, Purchase Orders andSubcontract documents.V endors, sub-contractors and suppliers of equipment and services are selected on the basisof their ability to meet the specified technical, Quality, commercial and schedulerequirements.Assessment

156、 Of V endors/SubcontractorsThe ABB Lummus Quality Assurance Program involves the maintenance of an approvedvendors/subcontractor list. This list provides an up-to-date assessment of supplierperformance. The QA system and facilities of new suppliers will be assessed, audited andevaluated to ensure co

157、nformance to project expectations.Purchasing! DocumentationABB Lummus QA/QC programs ensure that all procurement documents, such asspecifications, requisitions, purchase orders and attachments (i.e. drawings, standards,procedures, etc.) clearly describe the equipment, materials or services required

158、and areinterfaced with all pertinent design disciplines. An Engineering Analysis and QuotationAnalysis (EA/QA) are performed and the Quality of each bid is established by the bidtabulation where all aspects of the requisitions (technical, commercial, delivery etc.), areverified to insure conformance

159、 to requirements.Authorized personnel prior to issue must approve the purchasing documentation.Product Identification and TractabilityThe ABB Lummus QA/QC program ensures that prior to initiating engineering and designdevelopment, procurement, and construction activities, an appropriate system ofide

160、ntification and tractability is established and maintained during all stages of design andconstruction. Equipment numbers, tag numbers, line numbers etc. are assigned for a properidentification and reference to relevant drawings, specifications and other documentation. Quality ControlInspection and

161、TestinaABB Lummus QA/QC programs ensure that equipment and construction materials requiredfor the completion of the project are inspected and tested in accordance with applicablecodes, regulation and industry standards.An Inspection Plan is developed for individual purchase orders at an early stage

162、of the project.The Inspection Plan, coordinated with the various engineering disciplines and in accordancewith Client requirements and approval, will indicate planning, scheduling of inspection andtesting activities required to confirm the acceptability of equipment and material indicated bytechnica

163、l documentation.Inspection and testing verification may be referenced as: Pre-inspection phase In process fabrication Witnessed testing Final inspection/documentation reviewInspection and Testina RecordsInspection and testing records for equipment and materials are maintained in accordancewith the p

164、urchase order. Status of inspection and testing records will identify the authorityand/or the individual responsible for verifying conformance to specifications at whateverphase of design or constructions the inspection or testing take place.Control of Non-Conforminq ItemsThe QA/QC program will ensu

165、re that all deviations, modifications, rejections and allcorrective actions have been closed-out prior to release of the equipment or materials fordelivery to the construction site.Records of all interfaces between V endors, Subcontractors, Fabricators, Home OfficeEngineering, Construction and the C

166、lient are maintained to form a good measure of theeffectiveness of the ABB Lummus QA/QC system.Inspection. Measuring! and Test EquipmentABB Lummus QA/QC programs establish, by procurement or technical specification, that thecalibration and maintenance of inspection, surveying, measuring and test equ

167、ipment used foractivities affecting quality are controlled, and at a specified periods, calibrated and adjustedto maintain accuracy within necessary limits. Quality ImprovementCorrective ActionsThe ABB Lummus QA/QC program maintains procedures to promptly identify conditionsadverse to Quality, insti

168、tute a corrective action as soon as practical. Investigation todetermine the root cause of the non-conformance is performed and corrective actionimmediately established in order to prevent and preclude recurrence.Internal Reviews, V endor/Subcontractors Inspection Reports, Client and Constructionfee

169、dback, Engineering Audit Reports are documented, records are maintained, and reportedto the appropriate level of management for follow-up to ensure that controls, and correctiveactions are taken and are effective.Quality Assurance AucHtinaQuality Assurance Audits (or Internal Quality Audits) are pla

170、nned and scheduled on a regularbasis to verify compliance with project and ABB Lummus QA/QC requirements.The Quality Assurance Manager assigned to the project who will ensure that the QualitySystem, procedures and instructions are being followed will perform the Internal QualityAudits. The relevant

171、discipline manager will ensure the technical correctness of the design,procurement and construction activities.Quality Audit reports will be prepared, issued and follow-up action will be taken asappropriate.A typical Quality Assurance Audit program will include:, Contract Review , Inspection and Tes

172、ting, Project Management , Soft and Computer V alidation, Project Job Instruction , Design Change Control, Design Control/V erification /Interface, Document Control , Control of Non-Conformance, Purchasing , Construction Audits, V endor/Subcontractor , Training/QualificationsAssessment/AuditQuality

173、Improvement ProaramThe Project Quality Improvement Program will have the following major components:AlignmentKey members of the ABB Lummus and Client project teams w川 meet at the onset of work toreview overall issues critical to project success.These will include:Client RequirementsProject Mission a

174、nd PrioritiesCritical Success FactorsRoles and ResponsibilitiesImpedimentsStrategic PlanTeam BuildingOne client - ABB Lummus team with a win-win environment.Value Improvement ProgramProject based Quality Improvement inter-disciplinary team to identify, evaluate, analyze andimplement ideas to enhance

175、 project operation.MeasurementProject performance evaluation by measuring significant areas affecting productivity.P.E.A.Fl.Project Evaluation and Review Bimonthly - discussion and evaluation of ABB Lummusperformance; with corrective action as determined necessary.CONSTRUCTIONThe Resident Constructi

176、on Manager is responsible for all activity at the construction site. Hereports directly to the Project Manager.The Resident Construction Manager himself is responsible for Safety, Quality and IndustrialRelations. On larger projects a Safety Supervisor and QA/QC Manager as appropriate willassist him.

177、 However despite this appointment he does not delegate his responsibility withregard to these aspects.The Site Organization is seen as four separate arms, providing different functions: Field engineering Construction supervision Contract administration Office managementField engineering covers the t

178、echnical aspects. This involves preparation of miscellaneousdrawings, scope of work, technical inquires, document control, certification and mark-up ofas-built details. It includes approval of weld procedures and weld x-rays as part of the siteQA/QC function. It also includes the preparation of shor

179、t-term work schedules, materialtakeoff and requirements for special erection equipment. The Field Engineers carry outspecial inspections and tests on the site.Construction Supervision covers site supervision, availability of personnel, materials andmachines, drawings and access, and routine inspecti

180、on. The main role of the FieldSupervisors and Field Inspectors is safety, quality and to keep production up and the jobrolling. They solve the daily problems at the working level. Their effectiveness directly reflectsin the site productivity.Contract administration handles the commercial aspects of

181、the construction subcontracts.Where a multi-subcontract approach is used, it is most appropriate that the Planning andCost functions work with the Subcontract Administrator, providing a coherent approach tovarying changes and priorities on the site.The Chief Field Engineer handles all Change Orders

182、and Claims received from the varioussubcontractors.Office management covers the administration of the personnel and the site offices. Itprovides support services as necessary for local accounting, site petty cash, purchasing ofminor miscellaneous materials, site offices, first aid, canteen, print ro

183、om, temporary facilities,secretaries, laborers, craftsman and local hires.The Resident Construction Manager is responsible for total installation of the facility includingensuring a proper handover of the facility to the Client. He must ensure that adequate recordsare maintained of all tests, and th

184、at these have been witnessed as appropriate. He sees thatthe Mechanical Completion Certificate is compiled and signed off by the Client. He ensuresall parties as established in the contract sign the Certificate of Acceptance.In the final stages of the job he ensures that a final Punch List is establ

185、ished and agreed withthe Subcontractors and the Client. He ensures that all remaining materials are listed andhanded over, claims from subcontractors are settled, and final bills are paid.For additional details refer to the ABB Lummus Construction Manual.PRECOMMISSIONING and COMMISSIONINGMechanical

186、Completion interfaces closely with all precommissioning activities. It is standardpractice that the ABB Lummus Scope of Work covers the period up to MechanicalCompletion, but not Plant Operations. Therefore it is most important to establish theresponsibilities for Mechanical Completion and Precommis

187、sioning and when the plant hasreached this stage.Precommissioning consists of a series of activities, which demonstrate that the plant isconstructed properly, and that the equipment will function as designed. This includes flushingout all lines, calibrating instrumentation, running motors and utilit

188、y plant, and may includecirculating water instead of process fluids. Individual Plant Mechanical CompletionCertificates for each item will be collated to show that all necessary tests have been carriedout and are satisfactory.Both parties sign a Certificate of Acceptance and the plant is then handed

189、 over to the Clientfor care, custody and control.Start Up is the stage when process fluids are introduced into the plant, and it is brought intooperation. Commissioning then takes the plant through a number of preliminary proceduresand tests, leading to a Performance Test over a specified duration.

190、Special considerationsare given to the methods of measurement, accuracy of instruments used, and interpretationof results obtained from the Performance Test.ABB Lummus may be involved in all stages of Precommissioning, Commissioning and inrunning the Performance Test. The extent of our activity will

191、 be detailed in the Contract. TheProject Manager, Lead Process Engineer, Resident Construction Manager andCommissioning Engineer need to be fully aware of these requirements and implicationsduring precommissioning and handover.PROJECT CLOSE-OUT and COMPLETIONThe Project Manager prepares a Close-Out

192、Report which provides full details of the project,major engineering data, statistics on man-hours, costs and schedule, details of theperformance through engineering, procurement and construction together with lessonslearned as feedback for improvement on future projects.He gathers all documents prod

193、uced on the project and arranges for these to be archived inaccordance with standard ABB Lummus procedures. He ensures that any specialrequirements of the contract are implemented in this regard.The Project Manager is responsible for obtaining Final Acceptance of the completed projectfrom the Client

194、, and that this is filed with the original contract. He attaches a memorandum tothe Final Acceptance stating the dates: Any Maintenance/Guarantee periods expire Any performance Bonds should be released by the Client Any retention moneys should be paid by the ClientINDIVIDUAL RESPONSIBILITIESIn gener

195、al, the responsibilities of each member of the Project Team are as noted below.Refer to the Company Procedures Manual for a more explicit definition of the responsibilitiesof each departmental group.The PROJECT MANAGER is responsible to the Senior V ice President of Operations for thesuccessful exec

196、ution of the work and achievement of the project objectives of cost, time andquality. He is the ABB Lummus representative on all project matters, and is responsible forthe maintenance of good Client relationships.He promptly brings to the attention of the appropriate ABB Lummus manager any majortech

197、nical problems or areas of concern for resolution and support in achieving the projectobjectives. He keeps the Senior V ice President of Operations fully informed of contractualproblems, any adverse trend in cash flow, project costs, schedule, quality, and Clientconcerns.He prepares the Job Instruct

198、ions and sets the basic guidelines for execution of the work. Hedirects, supervises and motivates the project team. He adjusts the numbers and organizationstructure as necessary to adequately cover the various phases of the work.He prepares regular monthly status reports to the Client. These include

199、: Summary Status of all activities, highlighting progress vs. milestones Areas of concern Significant objectives for the following month Financial status including commitments, forecasts and trends Material delivery status Change orders, issued, pending and approved Construction progress photographs

200、 where appropriateThe PLANNING COORDINATOR is responsible for planning, and progress calculations. Hemonitors all activities on the project and highlights all adverse trends to the Project Manager.The Planning Coordinator provides all planning input to the project. He develops plans inconjunction wi

201、th the various engineers and other specialists. He calculates the critical pathand float on various activities. He prepares and updates the schedules, and activity lists.He prepares bar charts, resource histograms, and progress curves both overall and bydiscipline to allow control of separate aspect

202、s of the project. He monitors progress againstthe schedule, and develops trend curves where necessary. He summarizes man-hourforecasts, adds the percentage completion, man-hours used and calculates their variancewith the man-hour budget. From this productivity figures are calculated for each discipl

203、ine.The COST ENGINEER is responsible for the cost aspects on the project.Together with the Project Manager he establishes the format of the Cost Report at a detaillevel for control, and at an overall level for reporting. He establishes the Chart of Accounts tobe used if other than ABB Lummus Standar

204、d and the needs of the Client in development ofthe Cost Report. He publishes the Control Estimate so that members of the project team areaware of their individual budgets.He collects and collates all commitments and all expenses incurred on the project. He reportsall costs, man-hours, equipment, mat

205、erials, sub-contracts and ancillary items, noting anydeviations or omissions from the budget. He highlights adverse forecasts and trendsrequiring corrective action. Each month significant trends are reported in narrative form.He establishes and updates any Cash Flow Forecasts that may be required by

206、 the Client orby ABB Lummus.He develops Change Orders in conjunction with members of the project team, PlanningCoordinator and Estimating, and manages the Change Order Procedure.The PROJECT ENGINEERING MANAGER and PROJECT ENGINEERS are responsible forensuring the timely production of specifications,

207、 requisitions and drawings and theirintegration with the requirements of engineering, procurement, construction, regulatorybodies and the Client.The Project Engineering Manager establishes the Basis Design Criteria together with theClient. He is responsible for setting the engineering priorities, en

208、suring that interfaceprocedures are implemented and authorizing the formal issue of all engineering documents.He obtains Client approval on engineering and design decisions as appropriate. Where anexternal authority is involved he ensures that their approval is obtained.The Project Engineering Manag

209、er and the Lead Engineers report and control engineeringman-hours, CAD drafting man-hour and computer costs against established budgets. Theyreport progress against the schedule and initiate Design Change Requests for work that isout of scope, or for changes or delays.The Project Engineering Manager

210、 develops and maintains the Document Distribution List.This matrix chart indicates the documents, type, quantity, and stage, which are required bythe various individuals on the project. He maintains records of all engineering documents anddrawings received from the Client and licensors. He maintains

211、 a register and expeditescopies of outstanding transmittals not returned.Each LEAD ENGINEER is responsible for understanding or establishing the scope of workfor his discipline, and interfaces with others in the project team. He controls and supervisesassigned personnel, allocation of work and its c

212、ompletion on time and within budget. Heensures that engineering; design and checking procedures are implemented in accordancewith established Company and Departmental Procedures.Each Lead Engineer is responsible for recording the issue and arranging transmittal of allengineering documents and drawin

213、gs prepared by their discipline.The PROJECT PROCUREMENT MANAGER or PROJECT BUYER is responsible for allprocurement activities. He controls and supervises assigned personnel, allocation of work.And its completion on time and within budget. He ensures that all procurement activities areimplemented in

214、accordance with established Company and Departmental Procedures.Following authorization by the Project Manager, he signs Purchase Orders within his limit ofcorporate authority.The DOCUMENT CONTROLLER is responsible for recording the receipt of all drawings anddocuments received from V endors and Sub

215、contractors. He arranges distribution andtransmittal of these internally and to the Client.He expedites the V endors and Subcontractors in accordance with the V endor DataRequirements Form attached to each order. He also expedites the return of comments fromthe various disciplines. He maintains a re

216、gister of documents. Overdue from the V endors,and comments overdue from the discipline engineers. He reviews the status on all vendordrawings regularly with the Project Engineering Manager and Project Engineers.The QUALITY ASSURANCE ENGINEER prepares the Quality Plan. He implementsCompany Quality A

217、ssurance procedures, carries out regular audits in the office and atvendors works and provides independent reports on project performance and adherence toestablished procedures. He is not involved in normal interdisciplinary checks.In the design office the CONSTRUCTION DEPARTMENT REPRESENTATIV E ens

218、ures theconstructability of the plant. He prepares and reviews the construction programs and costestimates. He establishes the need for temporary facilities at the site and makesarrangements accordingly and in good time.He participates in qualifying and selection of construction sub-contractors, dev

219、eloping theirScopes of Work and detail construction schedules. Together with the Client andSubcontracts Administrator he prepares the Site Regulations and Safety Procedures to beincluded with the Construction Subcontracts.At site the CONSTRUCTION MANAGER is responsible for field engineering, site su

220、pervision,control of subcontractors, construction planning and the management of all field staff. He isresponsible for adherence to project schedule, control estimate and quality standardsthroughout the construction phase. He is personally responsible for Safety, Quality and forIndustrial Relations

221、on the site.The PROJECT ACCOUNTANT provides bookkeeping facilities and controls for the ProjectManager. He also satisfies the requirements of the central Finance Division.He receives all incoming invoices. He maintains the Accounts Payable Ledger in which allinvoices are logged. He obtains approvals

222、 in accordance with standard Finance Departmentprocedures. He arranges for payment by ABB Lummus or by the Client in accordance withthe Job Instructions. He determines the format of ABB Lummus invoices to the Clientdetailing the contract number and description, Client address for invoices, number of

223、 copies,Qualifying or payment certificate, and on an overseas project any consular documentation,export license etc that may be necessary in support.He prepares invoices to the Client and others in accordance with the contract for allpayments, including down payment, and advance funding. He ensures

224、these are correct andattaches all necessary supporting documents. He ensures that the latest payment date andABB Lummus bank account is noted on each invoice. He logs all outgoing invoices andincoming payments and maintains the Accounts Receivable Ledger.He reviews each invoice with the Project Mana

225、ger before submission. He promptly highlightspayments overdue from the Client to the Project Manager, so that the Project Manager mayexpedite payment.3 - PROJECT PRACTICESSCOPEThis guide establishes standard office practices for a new project.INTRODUCTIONWhen a new project team is formed, the member

226、s will come from a variety of previousprojects. Those earlier projects may have been structured and managed in completelydifferent manners.It is essential that the rules for the current project be clearly laid down so that administrationof the work is smooth and efficient. Each member of the project

227、 team will follow these ProjectPractices.In case of any apparent difficulties please review the practices specific to a particular projectwith the Project Manager.PROJECT STAFFINGAssignment to the ProjectTheir Departmental Manager will assign personnel to the job.On joining the team you should repor

228、t first to your Lead Engineer, Project Engineer orrespective supervisor. He will give you a brief description of the work and your firstassignment. He will also give you details of the Job Number and required Work Codes forcompletion of your time sheet.Where the Contract requires that Client Approva

229、l have to be obtained for your charging timeto the project, the Project Engineer should already have received this. Please check whethersuch approval is required and has been received.PublicityABB Lummus is required to keep confidential and not make public any information providedby the Client on ex

230、isting facilities or their new plans. All members of the project team shouldrespect this requirement.Only ABB Lummus Public Relations who are responsible for clearing the Press Releasethrough the Client will make any announcements to the press or media. Be sure to clear anylecture or paper you wish

231、to present in the same manner.Security and SecrecyPlease remember that you have signed the standard Company Secrecy Agreement. Inaddition you may be required to sign an individual Clients Secrecy Agreement. Details will begiven to you on assignment. Please sign the original and return it directly to

232、 the ProjectManager, keeping a copy for you.Be sure to understand your obligations. In case of doubt please review with the ProjectManager or your Departmental Manager. .Workina WeekCompany Procedure establishes the standard working week within each office location.Hours of work each day including s

233、tarting and quitting times are fixed and should beobserved by the employees. Working through the Lunch break is not permitted in lieu ofthese fixed working hours.Overtime WorkinaYou may be expected to work overtime in accordance with the needs of the project onoccasion.All overtime is subject to pri

234、or written approval of the Project Manager and in many casesauthorization of the Client. Where overtime is worked without such approval then it will bedisallowed.The Lead Engineer or other key member of the project team must supervise overtimeworking. Unsupervised overtime is not permitted.Where the

235、 schedule demands or the project is fast track, then regular scheduled overtimemay be necessary. In this case the complete project team will work the extended hours. Thehours of work the Project Manager will establish each day.PROJECT PROCEDURESTime SheetsYou are required to complete a standard ABB

236、Lummus Time sheet, for submission eachweek to the your Department Manager. The Time Sheet should be completed in accordancewith established policy for your office location.When you are planning to be absent for the following week on vacation, ensure that yousubmit your Time Sheet(s) in advance for s

237、uch period of absence. This applies also in thecase of Agency Personnel.In case of Agency Personnel, submit your Agency Time sheet (in duplicate) together with therequired ABB Lummus Time sheet for validation.Code of AccountsThe Code of Accounts is included as Appendix to the Job Instructions. Detai

238、ls of the WorkCodes are also included where appropriate.Annual V acationSubmit your plans for Annual V acation to the Project Manager and your Departmentalmanager well in advance. Your plans will normally be respected. However it is necessary toprovide continuous cover in all disciplines, and we nee

239、d to be sure that project MilestoneDates are met.The Project Secretary will maintain a register of V acation Plans for all key personnel on theproject.Business TravelTravel outside the office requires prior Project approval irrespective of the mode of transport.A Travel Authorization Form must be su

240、bmitted in accordance with the requirements ofCompany Procedure.Travel tickets, hotel and car rental will be arranged through the Company designated travelagent.Travel Advances may be obtained for each trip, in accordance with Company Procedure.While on travel status, hours in excess of the project

241、workweek may not be charged, unlessthe Project Manager has given special consideration in advance.Expense ClaimsExpense Claims should be submitted to the Project Manager immediately after returningfrom a trip. The format and reporting requirements should be in accordance with CompanyProcedure.Claims

242、 for accommodation, meals and travel should be reasonable and justifiable. All claimsw川 be supported with valid and original receipts. Claims for entertainment, gifts, and dailytravel to place of work and other unusual expense will not be accepted unless authorized inadvance.Correspondence to the Cl

243、ient, Letters, Telex, FaxAll correspondence will be addressed to the Clients Project Manager. The ABB LummusProject Manager or his designee will sign it.Each letter, telex or fax will be limited to a single subject. It will be serially referenced inaccordance with the established project numbering s

244、ystem. The Project Secretary, listing thesequence number, date and subject matter, will maintain the registers.It will be headed with Clients Contract Reference, ABB Lummus Project Number, ProjectTitle and Subject as appropriate.The Project Secretary in accordance with the Project Document Distribut

245、ion Schedule willdistribute correspondence. In case of any doubt refer to the Project Manager. The mastercopy will be filed in the appropriate project correspondence file.Correspondence From The ClientAll correspondence should be addressed to the ABB Lummus Project Manager and signedby the Clients P

246、roject Manager. It will be serially referenced in accordance with theestablished project numbering system.Registers of incoming correspondence will be maintained by the Project Secretary, listing thenumber, date, subject matter and need for reply. The Project Secretary will ensure that allcorrespond

247、ence is received in sequence and highlight any omissions to the Project Manager.The Project Secretary in accordance with instructions from the Project Manager will distributecorrespondence from the Client. Originals will be filed in the appropriate projectcorrespondence file.Client InstructionsBe su

248、re to document in writing any significant requests or instructions made directly to you byrepresentatives of the Client. These may be outside his authority or outside the scope of ABBLummus work.Refer immediately to the Project Manager who will review whether there is any significantimpact on ABB Lu

249、mmus costs or schedule, leading to a Change Order.Generally do not implement significant requests before the Client approves a formal ChangeOrder or authorization to proceed is received from the Project Manager.Correspondence with Licensor and Third PartiesThe Project Manager w川 sign all corresponde

250、nce with Licensor and third parties. Distributionand filing procedures similar to those instituted with the Client will be followed.Correspondence with V endors and SubcontractorsThe appropriate Buyer or Subcontract Administrator will sign all correspondence withV endors and Subcontractors. Distribu

251、tion and filing procedures will be established inappropriate Procurement Procedures.Meetings with the Client, Third Parties and OthersNormally meetings will be held in ABB Lummus offices to minimize time and cost to theproject. All proposed visits to vendors facilities are subject to prior approval

252、of the ProjectManager.The Project Manager who will establish the agenda, time and place will arrange meetingswith the Client or third parties. The schedule for regular review meetings will be establishedby the Project Manager and maintained by the Project Secretary.Where meetings are arranged on a s

253、pecialist topic, be sure that the Project Manager, andappropriate Project Engineer are aware of the time and location of the meeting. In the case ofad-hoc meetings with vendors, subcontractors etc please are sure to notify the ProjectSecretary who will inform the Project Manager of the meeting.All m

254、eetings will be reported in the form of concise Conference Notes detailing: Date/time of meeting List of attendees, name, position, company Agreements reached Actions outstanding, by name and by what dateThe note taker in standard format serially numbered and approved by the Project Managerwill prep

255、are conference Notes. They will be issued within 3 working days of the meeting anddistributed in accordance with the Document Distribution Schedule. Copies of all minutes willbe sent to the Project Manager and Project Engineer whether or not they attended themeeting.Refer to Company Procedure for ad

256、ditional details and the standard format for ConferenceNotes.Conversations and the TelephoneNever written, never said. limit the use of the telephone. Not only is it expensive, but alsothe individual you are calling may have more pressing matters and overlook your request.If you are asking for or se

257、nding information, then a written note is more satisfactory. Sendinga telex or fax to third parties ensures a proper record in case of later delay, omission or error.However, check the copy of what has actually been transmitted to ensure no transcriptionmistakes, and the correct address.Inter-Office

258、 MemosWhenever possible hand write memos for transfer of information internally. If information is tobe used to substantiate a letter to the Client, discuss it with the Project Engineer first.Limit internal typewritten memos.Drawing Forms. Checking and SignatureUnless specified by the Client, use AB

259、B Lummus standard forms for calculations, sketches,specifications, data sheets, drawings etc.The originator will ensure the Job number; document number, revision number and pagenumber appear on each document he prepares. He wilt initials the document and arrange forits checking in accordance with De

260、partmental Procedures. After checking, it w川 be releasedby the Lead Engineer to the Project Engineer for issue and appropriate distribution.Where drawings have already been issued Approved then any subsequent change maycause severe problems in design, fabrication works or-on site. Before revising an

261、yApproved drawing discuss with the Project Engineer for clarification and to ensureminimum impact on others. .Changes should be clearly indicated for the reader. Where drawings have been revised, besure to indicate the latest revision in a revision cloud with revision number inside a triangle.Origin

262、als will be marked on the reverse so that clouds can be removed and later changessimilarly indicated.Similarly indicate all changes on data sheets or specifications by a Rev Note in the margin.The language on all drawings and documents will be English. Where the contract requires asecond language, b

263、e sure to leave adequate space on drawings and sketches to allow fortranslations to be added.Document DistributionWhen data and drawings are issued, ensure that the correct Distribution Code is shown andthe recipients understand the status of each drawing. Rubber stamps are normally used toindicate

264、the status of each drawing, typically:PRELIMINARYFOR COMMENTFOR SQUAD CHECKFOR APPROV ALISSUED FOR DESIGNISSUED FOR ENQUIRY PURCHASEISSUED FOR FABRICATIONISSUED FOR CONSTRUCTIONDrawings Issued for Fabrication or Issued for Construction should be substantially freefrom Holds. All Holds will be detail

265、ed on the drawing.The Project Engineering Manager in accordance with the Document Distribution Schedulew川 release data and drawings undercover of a Transmittal. The Project EngineeringManager will decide when to release drawings with major Holds.FILING SYSTEMThe Standard Project Filing System is des

266、cribed in Company Procedure. The ProjectManager is responsible for adapting it as appropriate to each specific project.The Project Manager or Project Engineer will be responsible for coding those totems for filingwhere this is not readily apparent. New files should not be opened without their approv

267、al.Additional files necessary for the project will be identified by number and subject, and addedunder the appropriate section. The Project Secretary w川 maintain the Filing System.In all cases filing systems should be lockable. The Project Secretary should have two sets ofkeys. Where standard four-d

268、rawer filing cabinets are used, be sure not to open two drawersat once and unbalance the cabinet. Do not put pot plants, kettles or other items containingliquids on top of the filing cabinet, since an accident could cause the filing contents to besoaked and ruined.An Index to the Filing System will

269、be prepared and located at the start of the filing system.Documents will normally be held in standard manila files with filing clips, date order upward.The associated register may be filed on the inside left cover. Files should be retired whenthey become unwieldy or clutter the existing system. Janu

270、ary 1st is a good day to start asecond file! Place a closing notice This file closed on (date), refer to later file on top ofretired file and locate it in a separate part of the system, typically the bottom section of thecabinet.4 - PROPOSAL PREPARATIONSCOPEThis procedure is intended as a guide for

271、the Proposal Manager and his team in thepreparation of a proposal.INTRODUCTIONEach inquiry from a Client is different.ABB Lummus needs to respond in detail to the questions raised in the Clients Inquiry, and insimilar manner. Accordingly there are few hard and fast rules to the preparation of a give

272、nproposal.This procedure provides an overall approach.Refer to the Check List For Proposal Preparation in Section 11 of this Manual for an aid inorganizing the proposal effort.PROPOSAL NOTIFICATIONOn all requests for sales assistance, other than those which can be handled in one day orless, the V ic

273、e President of Sales requests the Manager of Proposals to issue the ProposalNotification Form.The V ice President of Sales will obtain Senior Management approval to bid in accordancewith procedure.BID, NO BID MEETINGCorporate approval may involve a formal Bid/No Bid meeting where Senior Management w

274、illconsider the inquiry details, and its impact on current plans or strategic direction.For this meeting the Manager of Proposals will review and distribute the Inquiry, salientpoints, and listing of guarantees and liabilities. The latter could significantly reduce theprobability of success, yet ABB

275、 Lummus remain committed to presenting a proposal.Accordingly the effort we put into the proposal should be carefully defined in order to limit theoverall cost of preparing the proposal.Once work on a proposal has been approved, a Project Manager or other senior manager willbe assigned as the Propos

276、al Manager.RESPONSIBILITIESThe Manager of Proposals w川 be responsible for sending a copy of the Inquiry to the LegalSection for their review and comment.The Manager of Proposals, the V ice President and the Proposal Manager will. Beresponsible for the preparation of the contents of the Commercial Pr

277、oposal In addition theywill ensure that all drafts of material to be included in the Commercial Proposal are reviewedby Legal Section, Estimating and Finance before being finalized, i.e., Commercial letter,Pricing, Guarantees, Liabilities, Insurance etc.The Manager of Proposals will provide the nece

278、ssary logistic support throughword-processing, checking, collating and publishing the final Proposal to the Client. He/Shealso provides standard literature and boilerplate to be incorporated.The Proposal Manager in accordance with practices established will be responsible inentirety for the preparat

279、ion of the Technical Proposal.The Proposal Manager will handle the proposal effort in all respects as for the execution of aproject. He/She is responsible for controlling and ensuring that man-hour budgets and targetdates are achieved. He/She will review the various activities on a continuing basis

280、and directsuch overtime as may be necessary to achieve interim target dates.THE PROPOSAL MANAGEREach proposal is a project in miniature. The Proposal Manager must accept the assignmentin the knowledge that only the best efforts will win the work. He must dedicate himself to thetask, and set aside ot

281、her commitments and distractions.The Proposal Manager himself must have a complete understanding of the Clients Inquiry.He will read all sections of the document diligently to ensure that there are no loose ends,which remain, uncovered or unanswered. He will not rely on others.Most importantly he w川

282、 direct development of the Overall Project Plan and the Project Planof Approach. The plan will be his plan, and in such detail so that he is able to defend it in latercontract discussions with the Client.On larger projects the Proposal Manager will need to develop a Risk Analysis for the project.For

283、 this he w川 need to understand the pricing accuracy, take-off accuracy, escalation,foreign currency and general trading risks inherent in the Contract Conditions.The quality and success of our proposal depends on the efforts put in by a few personsduring a limited period. He will insist that those b

284、est able to contribute give of their best.ABB Lummus is looking for the most appropriate and very best response to the ClientsInquiry. This is met by ensuring that Departmental managers and Chief Engineers preparethe various excerpts and contributions. This aspect should not be delegated or assigned

285、 toless experienced or less able individuals.The Proposal Manager will edit all contributions to ensure that the ABB Lummus proposal isbalanced and that the various sections do not conflict.THE PROPOSAL STRATEGYThe extent of the proposal activity will depend largely on the detail and type of contrac

286、t calledfor by the Clients Inquiry. The Proposal Manager, V ice President of Sales and V ice Presidentof Operations will develop and agree on the Proposal Strategy. This establishes how ABBLummus will respond to the Clients Inquiry, noting any exceptions to be taken to the inquiry,or assumptions to

287、be made if the inquiry is incomplete. The Proposal Strategy will includeThe Table of Contents for our proposal, Proposal Schedule and Proposal Budget.TABLE OF CONTENTS. The V ice President of Sales establishes the Table of Contents forthe Proposal and agrees this with the Proposal Manager. Refer to

288、the section of the Clientsinquiry, Information to be supplied with the Bid. We will normally follow the same order andformat to allow for ease of reference.PROPOSAL SCHEDULE. The Proposal Manager establishes a timetable for the overallproposal activity in bar-chart form. This will include milestone

289、dates: Definition of overall scope of activity and services Briefing meeting for all proposal team Preparation of preliminary drafts for review Preparation of man-hour estimate and review Preparation of Overall Project Plan, manpower histograms. Conditions of Contract Pricing and mark-up meeting wit

290、h Management Management comments to be incorporated Final drafts for collating and bindingThe Proposal Schedule will be in such detail to allow daily control of the work.PROPOSAL BUDGET. The Proposal Manager establishes the effort required from eachdiscipline and the appropriate man-hour budget by d

291、iscipline. He obtains corporate approvalof the Proposal Budget.PROPOSAL KICK-OFF MEETINGThe Proposal Manager prepares an information package for the proposal team. This willinclude the following information: The Proposal Schedule and Proposal Budget Appropriate sections of the Inquiry documents Anno

292、tated highlights of the Clients Inquiry The Scope of Services to be provided ABB Lummus general approach to the project How the Estimate will be prepared, accuracy Who will handle various aspects of the work, and howRefer to the Checklist For Proposal Preparation in Section 11 of this Manual, which

293、should beused to facilitate this effort.The Proposal Manager then calls a Proposal Kick-Off meeting with the proposal team. Hedistributes a copy of the information package to those invited. The V ice President of Sales,V ice President of Operations, Manager of Estimating and those Department Manager

294、s ortheir representatives contributing to the proposal effort, will attend the meeting.The Table of Contents for the Commercial and for the Technical Proposals is reviewed. Heapportions responsibility by individual for preparation of each section, and establishes firmtarget dates for completion. He

295、ensures each individual is fully aware of the proposalschedule and budget restraints.APPROACH TO THE ESTIMATEA clear approach to the Estimate is necessary to ensure a sound and well-balancedestimating effort. There are two main objectives: To prepare information for inclusion in the proposal To esta

296、blish a firm and defined basis for the cost estimateBoth aspects are essential to ABB Lummus obtaining the work. We cannot afford to neglecteither aspect. The Proposal Manager and Manager of Estimating will agree what activitiesare necessary in substantiation of the Cost Estimate. Perhaps prices hav

297、e to be obtained forspecialist equipment, or unit rates for various subcontracts.Where external prices w川 be obtained, then data sheets, specifications, or drawings andquantities must be issued early. Best pricing is obtained where vendors are given as long aspossible to quote. Bidding periods of le

298、ss than three weeks are not realistic and can only leadto erroneous pricing with high levels of contingency in the quotations received. ABB Lummuseffort must be directed to issuing the necessary inquiries as early as possible.Where material takeoff is necessary, then the emphasis will be on determin

299、ing appropriatespecifications and descriptions together with typical drawings and approximate quantities forinquiry purposes. While the vendors are preparing their bids it is possible to refine the take-offto be used within the ABB Lummus cost estimate.To determine the dates when inquiries must be i

300、ssued calculate backwards from thesubmission date of our proposal. Work overtime as necessary to achieve these inquiry dates.Note that late bids from vendors are of no use whatsoever.MANHOUR ESTIMATEIn finalizing an estimate the biggest danger is unintentionally to omit costs, which will beincurred

301、by ABB Lummus.The Department Manager and follow standard review procedures should prepare allestimates. Man-hour estimates and castings are not covered in detail here; this sectionhowever provides general information for the Proposal Manager.The Man-hour Estimate for a new proposal may be developed

302、in a number of ways. This willdepend on the definition included within the Clients Inquiry, and form of contract envisaged.Clearly a fixed price proposal w川 require more exact estimating techniques than areimbursable contract, while a proposal for evergreen services may not require anyman-hour estim

303、ate at all.Three different techniques may be used depending on the circumstances:ANALYTICAL ESTIMATE. Each discipline breaks their work content down to a document ordeliverable level. Standard man-hours are applied for each differing deliverable to arrive ata total man hours for the discipline invol

304、vement. Subsequently the hours for the variousdisciplines are reviewed and normalized against percentages typical for the type and scopeof work involved.TIME-PHASED ESTIMATE. Where management or supervisory activity is known to span aperiod of the project, then a bar chart listing each individual an

305、d duration is prepared. Thetotal hours of assignment to the project are calculated from the assignment periods. Be sureto allow for the appropriate working week and any planned need for overtime. However alsoallow in the calculation for downtime for holidays, sickness and vacation. FACTORED ESTIMATE

306、. A factored estimate will be used where the man-hour cost isindicative, or only a small part of the overall scope. Typically such an estimate would beincluded in a Study, or Total Installed Cost Estimate.The factored estimate may be arrived at by scaling from previous jobs, from work of the sametyp

307、e, from an overall equipment or drawing count, or scaling up from only one or twodiscipline estimates to arrive at a total man-hours for the work. Factored estimates will becarried out by Estimating Department.In general a mixture of all three techniques are used to prepare, check and review a real-

308、lifeestimate.In costing the estimate pay particular attention to: Hours per working week, productive hours per year. Planned overtime Mix of permanent/agency staff Escalation formula, and timing of pay reviews Other office costs included within the Selling PricesTHE PROPOSALThe Proposal Index lists

309、a number of sections or documents, which will be included in theProposal.Other documents may be required to substantiate ABB Lummus pricing, but will not beincluded in the Proposal.A brief outline on each section follows.Transmittal LetterThe Transmittal Letter from ABB Lummus should not be longer t

310、han two pages. Theappropriate V ice President of Sales signs it. It allows us the opportunity of highlighting anyspecial experience; efforts or pricing that should be emphasized in support of the proposal.Together with the Executive Summary it is the 3D-second sell.Executive SummaryThe Executive Sum

311、mary is generally written after the other sections are drafted. It pulls allthe separate aspects, some of which may be standard boilerplate, together in one section. Itshould reflect the special needs of the Client and his new project. The Proposal Managershould prepare a draft early on, and then re

312、view whether special emphasis is necessary inany of the subsequent sections.The Executive Summary should be three to five pages long. However do not pad out withdetailed information contained elsewhere.Where the proposal extends to a Commercial V olume, and a separate Technical V olume,ensure the Ex

313、ecutive Summary is contained. In both volumes. It may be that the Client hasdifferent teams reviewing the separate volumes.Project Plan of ApproachIn the Plan of Approach or Project Strategy we tell the Client how ABB Lummus intends tohandle his project. Where will the work be done, who will do it,

314、what arrangements are madefor working with others, Joint V enture, subcontract arrangement etc?In this section we nominate the Project Manager, and any key members of his team withspecial expertise or experience. We will also highlight what we consider to be the keyfeatures of the project, or the cr

315、itical path and what steps we intend taking to minimize theirimpact on the Clients project.Project Orcianization ChartHaving developed our approach to the project, the appropriate Project Organization Chart isthen developed. The Project Organization Chart shows the hierarchical structure to beestabl

316、ished for the Clients project, and should reflect his needs.The ABB Lummus Project Manager will report directly to the Clients Project Manager. Whereit is known that the Client favors the Project Sponsor approach then the Project Sponsor willbe positioned adjacent to the ABB Lummus Project Manager.T

317、he organization will be based on Project Breakdown Structure and time phasing of the work.For phasing, work from left to right typically starting with early Process Design on the left side,and finishing with the later Construction/Commissioning on the right.Ensure that each individual has a single s

318、uperior and does not receive conflicting instructions.Do not show matrix-reporting lines to Departmental Managers.Where the chart needs to be developed in further detail, show just the Senior Manager, withan indication of his separate organization. This is typically the case for the constructionphas

319、e.Field Oraanization ChartThe Field Organization Chart is required where the work includes explicit field activity.For a reimbursable contract a typical organization may be included. However for a fixed pricethe General Manager, Construction, must develop contract a detailed organization. Thischart

320、will show the levels of staff, numbers of local hires, and must be time phased.Man-hours for construction supervision are established from the Field Organization Chart, soit must be elaborated carefully and developed in conjunction with the Construction Schedule.Proposed Project ScheduleThe Proposal

321、 Manager himself will take the key role in establishing and monitoringpreparation of the Proposed Project Schedule. The Planning Engineer as necessary willassist him.From the Clients Inquiry determine how much pre-planning is required, the key project dates,and what detail is required to be included

322、 with our proposal.ABB Lummus standard approach is to include a time-scaled linked bar chart, showing logicaldevelopment through the project period. The detail should follow the Work BreakdownStructure, and show completion of major activities, typically: Information from the Client Issue of process

323、flow-sheets Inquiry, order, fabrication, delivery dates for equipment, indicating long-lead itemsseparately Receipt of vendor prints. Issue of structural drawings, piping drawings etc Issue of material takeoffs Major subcontracts: inquiry, award, mobilization, completion Start of construction Founda

324、tions, structures, equipment, piping, E and I installation Precommissioning, handoverReview the schedule, ensure major constraints are shown and determine the critical path.Note that vendor prints are critical to the progress of engineering design. Issue of detaildrawings are critical to the progres

325、s of fabrication and construction. Delivery dates ofequipment and bulk material are critical to the erection sequence. The subcontract strategyfor fabrication and installation can affect the whole design approach. These interrelationshipsshould be t indicated on the schedule. Accordingly the impact

326、of delays, in the ordering ofequipment as an example, can later be shown to cascade through the design, procurementand construction phases.Prepare a narrative on the philosophy and project strategy driving the schedule, the criticalactivities, any assumptions made, and special steps to be taken by A

327、BB Lummus or by theClient to ensure the Key Dates are achieved.Early Work ScheduleSome projects require an immediate start on a number of activities. An example would betaking over the Detail Design from another contractor, or preparing engineering and designdrawings for revamp work. In such cases i

328、t is appropriate to show how the early stages of thework will be implemented and controlled on a weekly basis.The main purpose of the Early Work Schedule is to demonstrate to the Client our detailedunderstanding of the work and our ability to make a flying start. It also provides for control ofthe p

329、roject immediately after award.The Early Work Schedule shows the first 12 weeks in bar-chart form listing the main activities,their interrelationships and any hold points. The Project Engineer should prepare a briefnarrative to accompany this schedule.The Proposal Manager will determine if an Early

330、Work Schedule will be prepared as analternative or additional to the overall Proposed Project Schedule.Manpower HistoaramWhere required by the Client, ABB Lummus will include a Manpower Histogram in requesteddetail. This may be integrated with our current workload chart for the office to emphasize o

331、urcapacity to handle the new project.The Planning Engineer will develop the Manpower Histogram by applying the Man-hourEstimate to the Proposed Project Schedule.Note: Ensure the buildup of personnel at the beginning of the project is not unduly rapid inorder to prevent later Client criticism of slow

332、 project mobilization.Scope of ServicesThe Scope of Services will be determined from the Clients Inquiry. This may require furtherdefinition or clarification.Note that ABB Lummus does not accept responsibility for interpretation of Soils Reports, orfor other environmental design data.Where ABB Lummu

333、s activities include Construction Management ensure there is a cleardefinition for Mechanical Completion included in our Proposal.Scope of SupplyOn a turnkey project we will need to include a definition and listing of equipment, materials,installation and testing included within our scope. Insure th

334、at applicable Codes,Specifications and Standards are clearly listed.Specific exclusions and clarifications are often found necessary.Project DescriptionIn order to quantify the Scope of Work we need to know the extent of the plant or facilities, theProject Description.Normally a Project Description

335、will be included with the Clients Inquiry.,Where it is not available then the Proposal Manager must prepare it in sufficient detail toallow others to estimate the work content. It may then be included in our proposal to outlineABB Lummus understanding of the work and as the basis of our offer.Eauipm

336、ent ListThe Equipment List is central to the definition of the work. Later changes or additions to theEquipment List will form the basis for contract Change Orders or delay claims.The appointed Project Engineer with the Process Engineer will prepare the Equipment Listand Tie-in points in a standard

337、and consistent format for each proposal. Each discipline usesthis information to assess their man-hours, resources etc. The Proposal Manager willapprove the Equipment list.Each item of equipment will be listed. Listing should preferably be one item per line for clarity.Material of construction, dime

338、nsions, duty or horsepower should be stated. Not only mainprocess items, but also utility equipment should be included.Site Plan or Overall LayoutThe Site Plan includes the complete facility.It is not usual that ABB Lummus designs or supplies the complete scope of works. BatteryLimits for ABB Lummus

339、 activity should be clearly indicated on a markup of the Site Plan.Show all tie-in points.Drawina ListFor better definition and to clarify our understanding of the Scope of Services it is oftenappropriate to prepare a Drawing List.The Drawing List will also be used for determining the Engineering Ma

340、n-hour Estimate.Engineering man-hours should be related to deliverables to arrive at the total estimatedman-hours per discipline. Other engineering activities such as specifications, data sheets,requisitions, general activities, etc will be priced in a similar manner. CLARIFICATIONSClarifications ar

341、e an important part of our proposal to the Client.During development of our proposal a number of questions will arise that may affect our priceor Plan of Approach to the work.Where there is a clear conflict of instructions or information from the Client, then these arebest resolved straightaway.On t

342、he other hand, where there is an opportunity for us to interpret the Clients inquiry in acertain way in order to quote a lower price, then we will generally not want to raise this duringthe bidding period. The reason being that the Client may well advise the other Bidders andany advantage is lost.Ac

343、cordingly, unless the V P of Sales wants an opportunity to contact the Client for otherreasons we should proceed with preparation of the Proposal and the Proposal Managershould list all potential Clarifications for inclusion in it.In editing the Clarification Section the Proposal Manager should ensu

344、re that we address onlythose major topics or assumptions ABB Lummus has made in the preparation of our proposal,those items which affect our costs or the Proposed Schedule. Screen out minor topics ortechnical niceties, which have little or no bearing on the price or the Plan of Approach. Makethe sta

345、tements clear and positive.If there are a several topics where the responsibility is not clear, then prepare an entirelyseparate section Work by Owner. This is a crisper and more positive list than having anumber of clarifications.As you review the final list to be included in the Proposal be sure t

346、here are a minimum ofnegative statements. Knock out the NOTs.SUBSEQUENT PRESENTATIONSOnce the proposal is submitted the Proposal Manager must consider the next step ofrehearsing his team for presentation to the Client.Firstly establish the Agenda and location of the meeting.The Proposal Manager shou

347、ld brief the various individuals on what is required from each ofthem, the time allotted for each presentation, topics to be covered, and sequence. He willthen review the presentation material with each contributor and ensure the slides areconsistent in approach and format, and that there is no need

348、less repetition or inconsistencies.Only then is it appropriate to hold the first rehearsal.On any major presentation, he should make sure that the overhead slides and other mediaare ready in due time (at least 5 days before). Check that all overhead slides look the same,with similar typeface and siz

349、e.Rehearse each individual, and repeat, until the individual is happy with the content and story.Prune each presentation to highlight the important and interesting facts. In planning theactual day assume each presentation will overrun by 25 percent.Do not rely on projectors, computers, theater etc.,

350、 being ready and working on the morning ofthe presentation. Equipment may not function, bulbs may have blown. The evening beforecheck that all projectors, display material and props are ready and functioning.5 - PRJECT INITIATIONSCOPEThis Guide covers the steps to be taken at the start of a new proj

351、ect. It is intended as a guideto the Project Manager and his team so that the work begins- -in an orderly and consistentmanner.It is written in chronological order reflecting the way a typical EPC project develops,In completing the Job Instructions, Scope of Work and Design Basis the Project Manager

352、 canharness members of his team. This initial task is a good basis for integrating the personneland establishing a single project environment.GENERALRole of The Project ManaaerABB Lummus will appoint a Project Manager to be responsible for all aspects of the Workrequired under our contract with the

353、Client. He reports directly to the Director, Operations.The Project Manager determines the overall objectives to be achieved: WHAT has to be done. Scope of Services, Scope of Supply HOW it w川 be achieved. Project Plan of Approach WHAT PERSONNEL. Project Organization and Histograms WHEN it has to be

354、done. Project Schedule and Milestones HOW MUCH it will cost. Project BudgetThese objectives are established in the JOB INSTRUCTIONS prepared by the ProjectManager. JOB BULLETINS are issued to supplement the Job Instructions as the workproceeds.The Departmental Managers and Lead Engineers assist him

355、in the above activities. They areresponsible for providing: HOW the work is done WHO will be assignedProcedures and PracticesProject Discipline StaffProject Engineers will support the Project Manager, and other staff assigned from the variousdepartments in the company. The size and structure of the

356、project team will be appropriate tothe scope of the work.He may delegate some of the project initiation tasks to members of his team.New Contract AwardClear instructions to proceed should have been obtained in writing from the Client.The Project Manager will complete the Project Information Form and

357、 provide all othernecessary information to register the new contract as an active Project Number.Once the Project Information Form has been approved, the Project Manager will assume fullresponsibility for the contract and will control all aspects of ABB Lummus work.Where a Project Sponsor is appoint

358、ed, the Project Manager should review the client-specificstrategy with him, also those areas of activity in which the Sponsor has a special interest oradvice.Contract ScopeThe first task of the Project Manager is to confirm the CONTRACT SCOPE with the Client.Where the Project Manager has not been in

359、volved in detail with preparation of the ABBLummus proposal, then he should thoroughly brief himself with regard to scope and pricing ofthe work. He will review with the appropriate V ice President of Sales all points of specialemphasis or preference, which the Client believes important. He will als

360、o review the projectpricing, and makeup.For fixed price work, ideally the Contract Scope will be defined in detail in the Contract and itsAppendices.However that will seldom be the case. The Contract Scope at award may nave changed fromthe original Client Inquiry documents. The Proposal from ABB Lum

361、mus may have beenrevised during negotiations leading up to award. The ABB Lummus proposal to the Clientmay itself have offered various scope alternatives, and it is important to establish which ofthese alternatives the Client wants incorporated.The Contract document forms the basis for all Change Or

362、ders. During job developmentchanges will occur as the design becomes firmer. Not all changes will give rise to ChangeOrders; others may indeed involve an Amendment to the Contract.Normally all pre-contract documents; are superseded by the Contract. However pre-contractdocuments may usefully be refer

363、enced where the Contract does not address a specificmatter and it was mentioned in prior correspondence.The Project Manager himself will check through all proposal documentation, tender bulletins,letters, telex/fax and meeting notes leading up to award. He will ensure that he has acomplete record, c

364、ollate and assemble this for his own files.The Project Manager will ensure that he is fully briefed within THREE days of the start ofcontract work.Project DescriptionFrom this data the Project Manager will prepare a clear definition of the PROJECTDESCRIPTION. The Project Description is the physical

365、definition of the project whencomplete.Be very clear on the extent of the facility. Battery limits must be defined, also the process andphysical conditions at the battery limits. The checklist DESIGN BASIS in Section 11 of thisManual will assist in this task.Scope of ServicesThe SCOPE OF SERV ICES l

366、ists those activities ABB Lummus provides under the contract.These will be segregated by discipline for further clarity. Some activities may be performedagainst a fixed price, others against unit rates, or reimbursable.Review in detail, which ABB Lummus, engineering design, specialist consultancy wi

367、llsubcontract SERV ICES, local agency arrangements etc. Be sure that activities of others,such as Expediting, Inspection, Third party approvals and Client, which may affect ABBLummus performance, are clearly listed.See also The Check List, SCOPE OF SERV ICES in Section 11 of this Manual.Scope of Suu

368、MThe SCOPE OF SUPPLY lists the equipment or materials, which ABB Lummus w川 deliverunder the contract. Generally the precontract documents will include a clear listing.Where ABB Lummus provides only services to the Client, and then this section may beomitted. However to include the Equipment List doe

369、s provide a better understanding of thenature and extent of the job.Project Plan of ApproachThe second task for the Project Manager is to determine how the project will be carried out.There may be a section in the Proposal to the Client, which outlines our early views on theapproach to the work. He

370、will need to consider whether these remain appropriate, andwhether any modifications are necessary. He will develop the Project Plan of Approach.The Plan of Approach will cover among other items: Project organization, and key personnel Overall project schedule Labor histogram, hours of work and over

371、time effort Location of offices and task force area Facilities to be provided for the Client Extent of computerization Split of activities Involvement of joint ventures partners or design subcontractors. Need for overseas/out of office assignments, durationsFrom this, the first priority will be to e

372、stablish his project team.Offices and FacilitiesConfirm the Project Organization, peak manning requirements and timing. Determine theneed for offices and other facilities for the Client.Contact and agree with Building Services the requirements for office space, furniture, andtelephones etc for immed

373、iate needs. Also consider needs for expansion of the project taskforce in the future. Determine detailed office layout with Building Services and move-in dates.Office space and conditions are very important to the Client. Agree location of offices with theClient in good time. Pay particular attentio

374、n to the quality of his furniture, condition of carpet,curtains, and wall coverings. Make arrangements to have these properly cleaned or repaired,before the Client moves in.Determine what other facilities are required for the project, computers, software etc. Ensureany new equipment to be purchased

375、is requisitioned immediately.Expedite the responsible departments regularly to ensure there are no difficulties and thattarget dates will be met.JOB INSTRUCTIONSThe third main task for the Project Manager is to prepare the Job Instructions.Job Instructions are mandatory documents issued by the Proje

376、ct Manager to inform andco-ordinate the activities of all Departments, the Client and third parties. They are written toidentify contractual obligations, set up Co-ordination and. Job Procedures and to defineindividual responsibilities, in order to establish efficient management on a given project.R

377、efer to the Check List, JOB INSTRUCTIONS, in Section 11 of this Manual for assistance inpreparing this document.They are normally issued within 30 days of award to all Departments. They will be issued inloose-leaf form. Hard backed covers are recommended for sizeable Job Instructions.Sections may be

378、 issued separately with updates as data becomes available. SeparateSections and Appendices will carry their own issue number, date and page numberingsystem so that updates may be issued without affecting the other Sections. The format andcontent of the Job Instructions should be as defined in Compan

379、y Procedure.ABB Lummus Company Procedures and Methods are to be followed unless specificallysuperseded by the requirements of the Contract. In that case, draft Job Procedures are to bereviewed to the appropriate Departmental Managers for possible impact on normaloperations, schedule and cost prior t

380、o authorization by the Project Manager.The Project Coordination Procedure identifies the responsibilities between Company and theClient or any other third party. On major projects a Project Coordination Procedure may beincluded as part of the contract. However, such a Coordination Procedure w川 gener

381、ally notbe all embracing. Review this and supplement it where appropriate.Job BulletinsDuring the progress of a job it will be necessary to issue information, or other specialprocedures and practices in addition to the Job Instructions. This is achieved through a seriesof Job Bulletins.The Job Bulle

382、tin is an ad-hoc notice covering a single subject or group of related subjects.Each Job Bulletin will be serially numbered and issued with the same distribution as the JobInstructions in order to ensure all recipients have a complete set of project notices.Desian BasisOn engineering projects a key d

383、ocument is the Design Basis. This establishes the base linefor ABB Lummus engineering and design activity.This should be developed and finalized as a first step before engineering activity starts.Process conditions, raw material and product analyses, battery limit conditions, existing utilitysystems

384、, and electricity supply should all be clearly established. Topographical and soilssurveys, and exact location of the facilities must be determined.Later changes in the Design Basis may involve redoing engineering calculations and otherdesigns from scratch, causing extra work and delays to the engin

385、eering schedule.See the Check List, DESIGN BASIS in Section 11 of this Manual for details of the information,which should be included in this document.Kick-Off Meetina w让h ClientBy this stage it will become clear that several items need to be clarified with the Client.Review which information is out

386、standing and prepare an agenda for the Kick-Off Meetingwith the Client. The Kick-Off meeting with the client will be held as soon as possible afterContract Award.This meeting will be arranged and chaired by the Project Manager. The objective is to ensurethat there is a complete understanding on the

387、project requirements and overall co-ordinationof the work.Establish with the Client that all communications and instructions will be addressed to ABBLummus Project Manager, and vice-versa. Be sure that the Client understands that otherinstructions are invalid and will not be acted upon. The Job Inst

388、ructions will specify this.Utilize Company Procedure Change Control to establish the procedure for Change OrderControl and the period for Client approval. Be sure the Client understands that ChangeOrders will not be implemented before such approval is given.Establish the timing and content of ABB Lu

389、mmus reports to the Client, usually on a monthlybasis after the Cost Reports are available.Where items are left outstanding then agree the specific list of actions, by name and date. Asthis is an important meeting, summarize all points before departing. Prepare detailedConference Notes of the meetin

390、g afterwards and have these signed as a correct record byboth parties. Include a listing of all documents exchanged, together with revision number ordate.PROJECT ORGANIZATIONProject Oraanization and Key PersonnelThe proposed project organization and key staff will have been stated in our proposal to

391、 theClient.On Contract Award some changes may be necessary. The Project Manager will reviewnominations for Lead Personnel with the appropriate Departmental Managers, together withassignment dates. He will establish the overall Project Organization and mobilize the coreteam.Before mobilizing staff, t

392、he Project Manager will obtain client approval where required by theContract.During the life of the Project, the organization structure will change to meet the developmentof the project. The Project Manager needs to remain aware of these changes and modify thestaffing requirements accordingly.Projec

393、t StaminaAs the project develops the Project Manager needs to balance the need for disciplineengineers and other staff against the availability of information. He liaises with theDepartmental Managers to ensure that sufficient and adequate personnel are assigned to hisproject. He monitors this situa

394、tion on a weekly basis with his Project and Lead DisciplineEngineers.The Project Manager determines whether overtime is necessary to meet projectcommitments.Where required by the contract the Project Manager obtains Client approval for theassignment of staff to the project and for working overtime h

395、ours.Project Schedule and MilestonesThe Proposed Project Schedule is normally contained in the ABB Lummus proposal. TheProject Manager will review this schedule with the Client and establish all key dates,including receipt of data from Client and other third parties, and the approval cycle.The sched

396、ule will be updated and issued as the Overall Project Schedule, with Milestone orKey Dates highlighted. The Overall Project Schedule is normally presented as a bar chart orlinked bar chart.On the basis of the Overall Project Schedule, the Project Manager and his team will developthe Project Baseline

397、 Schedule, which shows the detail of all activities in a logical CPM (criticalpath method) or PDM (precedence diagramming method) network. Key dates from theOverall Project Schedule will be reflected in the Project Baseline Schedule.However it may be a number of weeks before the overall definition o

398、f the activities is clear,analyzed and agreed with the Client.Accordingly the first task of the Planning Engineer is to develop the Early Work Schedulecovering the first 90 days of project activity. This lists the early tasks by discipline in bar-chartform. It provides for control and monitoring of

399、the project from week one. No engineeringwork should be started without such an agreed program.By analyzing the schedule requirements and estimated man-hours by discipline, thenumbers of staff by discipline, start date and duration is determined. This provides the basisfor project staffing and repor

400、ting of job progress.PROJECT KICK-OFFInternal Kick-Off Meeting)To launch his project successfully it is clear that the Project Manager must assemble a largeamount of data as soon as possible. He must aim to- issue major sections of the JobInstructions and other data prior to the Internal Kick-Off Me

401、eting. The Internal Kick-Off Meeting will normally be held during the week after contract award. Thepurpose of this meeting is to ensure that lead engineers and their corporate managers areproperly briefed as to the needs and organization of the project. Attendees will include keyproject staff and l

402、ead discipline engineers. Chief engineers and Departmental Managers willbe invited in their managerial roles. The Project Manager will establish the appropriateagenda.The following topics should be covered: Project background and description Key points raised during pre-award negotiations Scope of s

403、ervices, and type of contract Client requirements and approvals Cost and schedule targets, change order control Project plan of approach, preliminary project schedule. Organization and individual responsibilities Manpower and staffing Job instructions, basic design criteria Extent of computerization

404、 Use of ABBLummus standards Project number and area breakdown Third party/subcontract relationships Quality assurance involvement Safety requirements The need for design auditsProject Review MeetinasOnce the project team is assembled and work has started, the task of the Project Manager isto direct,

405、 monitor and control the performance of his project team.He will call regular Project Review meetings to review progress against the schedule, costsagainst budget, any technical or manning problems and to generate commitment from hisproject team.He will establish a regular schedule of such meetings

406、on a bi-weekly or weekly basisdepending on the overall duration of the work. The timing of such meetings should coincidewith the production of labor reports; project cost reports and client review meetings. Typicallythese meetings might be structured as follows: Highlights for the Week -1/2 hour, ea

407、ch MondayProject Manager, key project staff Project progress -1 hour, alternating TuesdaysProject Manager, Project Engineers, Planning EngineerEach Lead Engineer in turn (+ Chief Engineer if real difficulty)Followed by:Project Procurement Manager, Cost Engineer, Construction Manager, Cost Review -1

408、hour, alternating TuesdaysProject Manager, Project Engineers, Cost EngineerAs appropriate Estimator, Project Accountant Monthly Progress Review at site - 2 hours, third WednesdayProject Manager, Site Manager, Field PlannerAs appropriate Project Planning Engineer, others Monthly Review with Client -

409、2 hours, third ThursdayMeetings should be regularly scheduled and held whether or not all attendees are available.The Project Manager should ensure that brief notes of the meetings are issued highlightingactions, names and agreed dates. Formal Conference Notes of internal meetings are notnecessary.N

410、ote: Conference Notes of all regular review meetings with the Client are essential.Project ControlsThe essence of project management is to provide good project controls. This includesPlanning, Cost Control, Estimating, Quality Assurance, Document Control and V endor Prints.Refer to appropriate stand

411、ard Procedures. Standard Procedures should ideally beimplemented without change. For any special clarification or deviation required on the projectrefer to the appropriate Departmental Manager.Cost CodinaWhether one single job number is sufficient for coding all costs depends on the nature of thecon

412、tract.Sub-job numbers are used to differentiate the contract payment terms as requested by theClient. These may reflect reimbursable versus non-reimbursable costs, or different areas ofthe work, man-hours versus materials etc.Wherever possible use ABB Lummus Code of Accounts. Where the Client reques

413、ts furtherdivision of the work, either on a geographic or schedule basis, keeps any new system assimple as possible.Where the Client insists that his Code of Accounts is used, then the corporate DepartmentalManagers, Estimating and Project Controls, to ensure a one-to-one compatibility and toensure

414、no conflict with corporate control systems, must review this structure.It is preferable to use ABB Lummus Code of Accounts for the duration of the project, and thenconvert the various costs to Clients format on completion of .the work.Review or establish budgets for ABB Lummus Services and Scope of

415、Supply, payingparticular attention to fixed price and non-reimbursable elements and project contingencies.EstimatinaOur work may involve preparing Budget, Control, or Definitive Estimates for the Client.Determine the level of definition planned for each stage, and the effort required in checkingreal

416、istic prices and unit rates in the market. The Client may have views on the accuracyrequired at each stage. For guidance the following are standard terms.ESTIMATE TYPES & ACCURACIESESTIMATE TYPEACCURACYPURPOSEGENERAL REQUIREMENTS FOR ESTIMATEOrder ofMagnitudeEstimate (O.O.M)%30%Rapid estimate of cap

417、italCosts for:(1) Internal ABB LummusAppreciation ofMagnitude of project.(2) Guidance onEngineering man-hourCosts for checking ofFixed price engineeringBidder/ or advice toClient on engineeringCost of reimbursableContract.(3) Advice to Client onCost of facilitiesDetermined byFeasibility Study.A prel

418、iminary cost of estimate may beEvaluated at. An early stage to degrees ofAccuracy dependent upon the amount ofInformation obtainable and the time availableFor any engineering development. TheEssential requirement is for the -process to beDefined and the equipment specificationsSufficiently developed

419、 to enable costs to beEstablished from in-house data. BulkMaterials and construction costs may then inThe simplest instance. Be evaluated on aFactorial basis and added to the majorEquipment costs.Budget Estimate%20%Advice to Client on Cost ofFacilities when bidding forReimbursable contract.Advice to

420、 Client on cost ofFacilities determined byFeasibility Study.For a budget estimate some engineeringDevelopment is required to establish theDesign concept. One-line Specifications areRequired for equipment to establish the overallMajor equipment cost. Quotations should beObtained for selected key item

421、s. OtherMaterial and construction costs should beEvaluated from in-house data based upon allIn rates for weight, linear, area or cubicV alues established from plant layouts andSketches. Or quality. Rates based on moreLimited knowledge of the main items.Definitive Estimate%6to 10%Project Control Esti

422、mate forABB Lummus Cost Control.Advice to Client duringProject.Estimate normally made when the project is inThe early stages of design (, 0-20%Completed). Final MTO is required from allTechnologies and approved quotations areRequired on all equipment and materials.Fabrication/construction conditions

423、 areMethods established.Risk analysis can be performed at each stage in order to determine the project contingencyarising from lack of definition and pricing.EnaineerinaAt early as possible insure that the DESIGN BASIS is agreed with the Client.In addition clarify, establish or develop: National/Loc

424、al Standards and Codes of Practice Clients standards and specifications Dimensions and units of measurement Soils report, topographical survey Planning permission, Environmental approvals Liaison with authorities Client approvals Document distribution matrix CAE/CAD systems to be used Calculation me

425、thods Index of ABB Lummus specifications and standards. Index of material requisitions, by discipline Preliminary document register, by discipline Equipment list, with preliminary data if known Project numbering systemsProcurementABB Lummus has comprehensive Purchasing and Subcontract Procedures. Th

426、ese shouldbe implemented as standard to minimize conflicts between the content of requisitions,specifications, standard forms and purchasing conditions.Where the Contract is Fixed Price, then the extent of Client involvement will be limitedaccordingly. However most of the following activities will n

427、eed to be interfaced with theClients operations and activities.As early as possible agree with the Client how Procurement is to be handled: Purchasing Procedures Inquiry Format Purchase Order Format General Conditions of Purchase, Special Conditions. Procurement cycle Number of competitive bids Proc

428、urement Schedule Approved Bidders Lists Prequalification of bidders Bid Analysis Client Approvals V endor prints Expediting Level of Inspection and third party approval Packing, shipping, invoicing procedures Site Material Control Payment of vendors, progress payments, funding Payment of Subcontract

429、ors, Progress Payments, Funding. Subcontract strategy Insurances carried by Client vs. subcontractorsConstructionDevelop the Construction Strategy depending on the nature, size and timing of the siteactivity. Agree Industrial Relations strategy and incorporate appropriate requirements intoConstructi

430、on Subcontracts as appropriate.Review and develop the Subcontract Strategy with emphasis on construction sequence.Determine lead times for preparation of subcontract packages, inquiry and award, andintegration of such into the engineering and overall project schedule.Determine with the Clients Const

431、ruction Manager how site activities will be handled withparticular emphasis on Temporary Facilities, Site Safety and Industrial Relations.Obtain a copy of Site Regulations to be included in Construction Subcontracts.Determine the requirements for Mechanical Acceptance for turnover to the Client. Rev

432、iew thedivision of work responsibilities.Review and agree on the specific turnover sequence and turnover package contents.Review and agree on the Quality Control procedures and Safety program.Project AccountsEstablish with the client the format of ABB Lummus invoices, and required substantiatingdocu

433、ments. Determine number of copies required； approval procedure and mailing address.Also does the client have a closing date each month for receipt of ABB Lummus invoices?Where the Client needs to approve man-hours weekly, this should always be done throughhis approval of the weekly Project Labor Rep

434、ort and not individual timesheets. Delays inapproval of timesheets cannot be tolerated.Where advanced funding or draw down arrangements is agreed with the client, determinewhat notice period the client requires, and how adjustments to the banking arrangements areto be made.Where funds are to be draw

435、n down from a Bank, check what documents, format, andsignatures are required by the Bank in order for them to release the monies. Establish exactprocedure to be used, and signatures well before any application for payment.Establish invoice numbering and initiate register of invoices, invoice date, a

436、nd paymentsreceived. Be sure to expedite client for any payment overdue by more than 30 days.Establish cash flow requirements for the project, and review what can be done to minimizecash outgoings for ABB Lummus. Interest paid or received may well exceed the net projectprofit.Insure the Cost Report

437、is prepared at the end of the first month. Be sure to understand allentries in the Cost Report before signing and issue. No Cost Report should be issued withoutthe Project Managers approval.Numberina SystemsEach Project will have a requirement for a range of numbering systems.Items that need to be c

438、onsidered are: Correspondence, telex, fax with client Standards, specifications, procedures Reports Data sheets, ABB Lummus drawings, vendors drawings. Equipment numbering including standby. Material control/identification/coding Module/site references Requisitions, Purchase Orders, Subcontracts Shi

439、pments and packing cases Cost coding, asset register Change orders Area numbersThis is most important where the Client has existing facilities. Or where the new plant is partof a major development and the Client has already established general numbering systemsfor the overall project.Note: Several A

440、BB Lummus procedures are based on pre-established numbering systems.However ABB Lummus will generally use Clients own numbering and identification systemswhere these do not impact ABB Lummus normal operations or computer software. Reviewand agree any changes with the appropriate Departmental Manager

441、 before implementation.-Should you ever need to develop a numbering system from scratch, keep it simple. The newsystem should help the user identify or segregate data.Project Administration and ProceduresThe Project Manager will need to establish the project filing system, correspondence register,an

442、d other office routines.The Project Manager and his team may also need to develop ad-hoc procedures dependingon the requirements of the contract. Before preparing any new system or procedure, checkwith the appropriate Departmental Manager to ensure corporate policy is correctlyimplemented.6 - PROJEC

443、T MEETINGSSCOPEThis Guide defines the format of regular Project Review and Coordination Meetings chairedby the Project Manager, or in his absence his designee. .INTRODUCTJONOnce the Project Team is assembled and work has started, the task of the Project Manager isto direct, monitor and control the p

444、erformance of his project team.He will call regular Project Review meetings to review progress against the schedule, costsagainst budget, any technical or manning problems and to generate commitment from hisProject Team.REVIEW MEETINGS IN GENERALThe Project Manager will hold regular and formal Coord

445、ination Meetings with members of hisproject team, to direct and control the performance of the work.These regular meetings are mandatory. During the Engineering, Phase the meetings willnormally be held on a two-weekly cycle. A weekly cycle is more appropriate on projects witha short timeframe.The pu

446、rpose of the meeting is to: Review current status with the project staff Ensure activities continue satisfactorily Minimize effect of hold ups or delays Determine contingent action Establish new priorities Ensure lead personnel are aware of immediate objectives. Coordinate and update project plannin

447、gThe control document is the Coordination Meeting Notes. This is prepared in legiblehandwritten form by the respective members of the team, updated during the meeting andissued for action at the close of the meeting. Other standard ad-hoc reports and punch-listsmay be used in support.Each meeting sh

448、ould be timed not to exceed 60 minutes. It is not the forum to makeengineering or design decisions, or to debate major topics. The appropriate personneloutside the meeting should handle these.The review meetings may be considered in four parts: Engineering and Design Review. Procurement Review Plann

449、ing and Cost Review Construction ReviewThe Planning and Cost Control review will be held on a 2-weekly basis, it may be held onweeks alternating with the Engineering/ Procurement review.During the later Construction Phase, the Construction Review meeting will be held monthly atsite.In addition to th

450、e above meetings, a monthly Management Review Meeting Will is held.ENGINEERING AND DESIGN REVIEWPresent:Project ManagerProject Engineering ManagerProject Engineer(s)Planning Engineer(Project Procurement Manager)(Construction Manager)Action:Each lead engineer will attend in turn, starting with Proces

451、s. Where some overlap betweendisciplines is necessary to discuss a common topic then arrange for attendance accordingly.It is not sensible for more than 7 or 8 persons to be present for any length of time.Review each major activity in turn to establish the current status. The Planning Engineer willn

452、ote for his own information the status on outstanding activities and for any updating ofschedules or network that may be necessary.The Lead Engineer himself will note what actions are necessary by him, his team ordepartment. As the departments representative, he will refer any departmental concerns

453、tohis Departmental Manager for resolution.Departmental Managers or Chief Engineers should be encouraged to attend the meeting onoccasion, and especially where there appears to be a departmental problem of continuingsignificance.Agenda:Activities achieved in last two weeksPlanned activities NOT achie

454、vedWhat information is outstanding?From whom, whenWhen outstanding activity will be completeContingent actionGeneral progress versus plannedMan-hours to date versus budgetWhether sufficient personnel are available, overtime requirementsPROCUREMENT REVIEWPresent:Project ManagerProject Procurement Man

455、agerProject Engineering ManagerProject Engineer(s)Planning EngineerCost EngineerConstruction ManagerAction:Review status on each requisition in turn. The Planning Engineer will note for his ownInformation the status on outstanding activities and for any updating of schedules or networkthat may be ne

456、cessary.The Project Engineer(s) and Project Procurement Manager will note what actions arenecessary by them or the project team.Depending on the nature of the project it may be appropriate for the Cost Engineer to attend.Agenda:Requisition StatusRequisitions due for InquiryI inquiry and Bid Analysis

457、 StatusRequisitions due for PurchasePurchase Order StatusV endor Print StatusMaterial StatusShipping StatusSubcontractsGeneral progress versus plannedMan-hours to date versus budgetWhether sufficient, personnel are available, overtime requirementsPLANNING AND COST REVIEWPresent:Project ManagerProjec

458、t Engineering Manager(Project Procurement Manager)(Construction Manager)Manager of Cost. ControlPlanning Engineer(s)Cost EngineerAction:The main purpose of this meeting is to review significant trends and variances on the project,and determine what improvements and contingent actions are necessary.

459、The ProjectManager will note what action has to be taken, and ensure follow-up through key members ofhis team, or Departmental Managers as appropriate.Agenda:Planning Review:General project progress versus plannedProductivity and general trendsActivities achieved in last two weeksPlanned activities

460、NOT achieved, significance, trendsCorrective action taken, promisedContingent plansAny changes in prioritiesAny changes in network logic requiredCost Review:Review of cost report, by cost center, by code of accountsMan-hour expenditure by discipline, trendsAverage rates being experienced versus esti

461、mate, trendsExplanation of non-reimbursable expenditure, trendsProject recovery per man-hour, trendsProject contingencyChange Order Status, pending changesStatus on any Estimating ActivityInvoice Status, payments receivedCONSTRUCTION REVIEWPresent:Project ManagerConstruction ManagerConstruction Supe

462、rintendentChief Field EngineerField Controls ManagerField Subcontracts AdministratorField Planning Engineer(s)Field Cost EngineerAction:The purpose of the Construction Review Meeting is to determine the status of projectActivity on site. The agenda and attendees are determined by the actual phase of

463、 the work,and involvement of ABB Lummus.The Construction Review Meeting will be held on a monthly basis, preferably just before thedue-date for the Project Managers Report to the Client. The meeting may last 3 or 4 hours,with members attending for part of the time only.Agenda:Field EngineeringStatus

464、, general concernsQuality assurance plans, actionsField changesTesting, completion check listsField ActivitiesConstruction progressDelays and holdups, contingent actionWork force, laborIndustrial RelationsSafety concerns, accident reportsClaims from subcontractorsField PurchasingGoods and materials

465、received, trendsShortages or damagesWarehousing problemsField purchases, field subcontractsField PlanningProgress versus plannedProductivity and general trendsActivities achieved in last monthPlanned activities NOT achieved, significance, trendsCorrective action taken, contingent plansAny changes in

466、 prioritiesAny changes in network logic requiredField CostsReview of cost report, by cost center, by code of accountsMan-hour expenditure by discipline, trendsExplanation of non-reimbursable expenditure, trendsField Change of Order Status, pending changesInvoice Status, payments receivedMANAGEMENT R

467、EVIEW MEETINGSManagement Review Meetings provide a forum for each Project Manager to present hisconcerns on the project and to enlist the assistance of Senior Management. They alsoprovide Management an indication of general concerns and problem areas across theprojects so that priorities may be esta

468、blished and contingent action taken.The meetings are held on a regular basis to ensure that the concerns are dealt withexpeditiously and are not left unresolved.Each project is reviewed monthly. The Senior V ice President of Operations prepares thedates, timing and agenda for the Project Review Meet

469、ings. Dates are established to coincidewith the issue of the monthly Cost Report. Prior to each meeting the Project Manager sendshis Project Managers Report to the Senior V ice President of Operations who arrangesdistribution to the attendees as appropriate.In addition to the Project Managers who at

470、tend in turn, attendees comprise:Sr. V ice President of Operations Managers, EngineeringV ice President of Engineering Manager, ProcurementHead of Project Accounts Manager, ConstructionManager, Project ControlsEach Project Manager is allocated 10 minutes to present his report, and for discussion on

471、themajor points. The Cost Report is reviewed monthly. Fixed price elements, contingency, profitand job growth are discussed.The Project Managers Monthly Report is in the form of a Check List, see attached. Thereport is to be completed by the Project Manager and handwritten comments are sufficient.Yo

472、ur concerns should be highlighted for discussion at the meeting, and to ensure correctiveaction is taken.The final page is a short up-to-date narrative regarding progress and other developments onthe project. This narrative is included in the monthly Board Report. Of particular interest areany point

473、s relating to growth of the project, increased profit, or other financial improvement orconcern.PROJECT MANAGERS REPORTSheet 1 of 3ClientDateProject Manager Project No.SCHEDULE AND MANPOWER REPORTS No El YesAre we achieving the overall schedule?IS No El YesAny slippage/apparent delays since last rep

474、ort? Action taken区I No 区1 YesDo you have sufficient manpower? Action taken?PROBLEM AREAS四No囚YesAre there major Engineering or Design problems? If so, what?Bl No IS YesAre their major Procurement or Construction problems? If so, what?SAFETY MAITEREl No El Yesis there e Safety Procedure? Has it been f

475、ully implemented?区No囚Yesis their any outstanding 8ctions arising from eudit8 or any other 80urce?ABB Lummus COSTS区 No ISI YesAre there any cost overruns reported or predicted?IS No El Yesany forecast changes in costs since last report? Explain.四No囚YesHave any Contingent Funds been used since last re

476、port? Explain.区No区I YesWhat Contingency remains? When will it be revaluated?PROJECT MANAGERS REPORTDateProject No.Sheet 2 Have 3TOT AL INSTALLED COST (PROJECT COST)13 No El YesAre there any cost overruns reported or predicted?区No区1 YesAny forecast changes in costs since last report? Action taken?区1

477、No因YesDo you have a cost trend report? Are cost trends within contingency?区No区YesHave any Contingent Funds been used since last report? Explain.What Contingency remains?_When will it be reevaluated?_CHANGE OF ORDERS AND CLAIMSIS No El YesHave all Change of Orders been presented to Client? Explain.区1

478、 No 区1 YesAre any pending more than 14 days? Explain.区No区YesAre there any Claims from the Client? Action taken?BILLINGS AND FUNDING区No区I YesAre ABB Lummus billings to the Client up to date? Action taken?区1 No 因 Yes are any payments outstanding for longer than the contract payment period?OTHER SIGNIF

479、ICANT AREAS OF CONCERN困 No 区I Yes Are any improvements in ABB Lummus performance necessary? Explain.京 No El Yesany complaints from the Client since last report? Action taken?区No区I Yesany other comments?PROJECT MANAGERS REPORTDate_Project No. _Sheet 2 Of 3PROJECT STATUS (BRIEF NARRATIV E)This part of

480、 your report will be incorporated in Operations Division status to the Board. Emphasis should be onthose items affecting progress, schedule, job costs and profit.Include pertinent comments only, limited to 250 words total.Significant events over the past four weeks:Progress versus planned:Project sc

481、hedule and milestone datesStaffing or other problemsJob Costs, variations and growthBillings and paymentsFour week look ahead, significant eventsOther comment.SECTION 11CHECKLISTS1 - PROPOSAL PREPARATIONSCOPEThe Proposal Preparation Check List has been developed to assist in kicking off the proposal

482、effort.INTRODUCTIONThe Proposal Manager should read the Bid Documents received from the Client. He shouldthen complete this Check List to ensure that all information is available, or determine whatdata or decisions remain outstanding.At that stage he is ready to hold a kick-off meeting for the propo

483、sal effort and brief his team.PROPOSAL PREPARATION CHECKLISTClient Date of Inquiry- Bid Due Date -Proposal Manage Proposal NumberProposal Coordinator Proposal Budget HoursSite Location_Type of facility _Scope:Payment terms:Engineering StudyFixed price, lump sumFront end/Conceptual designGuaranteed m

484、aximum priceDetail designFixed man-hour ratesProcurementSalary times multiplierConstruction SupervisionCost plus Fixed FeeStartup/Commissioning0OtherProject Management ServicesOtherGive Details:Contract Liabilities:Payment Terms:CLIENTS INQUIRYHas ABB Lummus acknowledged receipt of Clients inquiry?D

485、oes the Client require a visit to site?Yes ISI NoEiYes ISI No区IWhich of the following are available?Clients inquiry documentsDraft Contract ConditionsTerms of PaymentClients specifications and standardsPlan of existing site, including topographyTie-in locationsSoils reportAlso refer to Check List, D

486、esign BasisOther items:Yes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区Iyes ISI NolSIYes ISI No区Iyes ISI NolSIYes ISI No区ICOMMERCIAL ASPECTSIs there a Draft Contract included? Yes 区 No区Has a copy been sent to legal? Yes 囚 No区Do the liabilities and size of the contract mean that?The TH Modifiable Bid

487、Procedure must be followed? Yes 凶 NoElDevelop necessary report by:-Does the Client require any bonds? Yes 凶 NoElSend format of required bonds to V P of FinanceAre required payment terms such that substantialNegative cash flow or lockup will occur? Yes El NoBIGive details-Is there any exchange risk a

488、rising from contract?Payments in foreign currency? Yes 凶 NoElGive detailsAPPROACH TO THE ESTIMATEWhat approach is to be taken in the preparation of the estimate to be included within the ABBLummus proposal?Required accuracy? 30% 囚 20%囚 10%因Engineering man-hours will be based on?Factored from previou

489、s projectEquipment countsEquipment data sheetPlot plan and drawing countDeveloped P and I diagramsIs material take-off required for?Civil/structural quantitiesPiping quantitiesElectrical quantities, equipment, bulksInstrument quantities, equipment, bulksOtherYes ISI No区IYes ISI No区IYes ISI No区IYes I

490、SI No区IYes 凶 NoElyes 区 NoElyes 区 NoEiYes ISI No区IYes ISI No区IAre competitive bids required for?Major equipmentSteelwork, fabrication and erectionSwitchgear, transformers, MCGInstrument panels, DCS etc.Piping materialsElectrical and instrument bulksInsulation, liningsField subcontractsOther-Yes 凶 NoE

491、lyes 区 NoEiYes 凶 NoElYes区No区Iyes 区 NoElYes区No区Iyes 区 NoElYes区No区ITHE PROPOSALThis section contains a preliminary approach to the project activity. It will be refined duringthe development of the proposal.EXECUTIVE SUMMARYWhat is the Client looking for in ABB Lummus proposal? What are the key points,

492、 which willsell the job?What strengths does ABB Lummus bring to the work? What relevant experience, within theUSA within ABB Lummus worldwide, within TRAFALGAR HOUSE?What history do we have with this Client? Who was the ABB Lummus Project Manager?What other features of the Clients Inquiry need to be

493、 highlighted and given special attentionin our proposal?Other strategic issues:Project Plan of ApproachWill the project be based in JOHN BROWN local office?Will ABB Lummus carry out ALL Engineering/detail design?Will ABB Lummus carry out ALL Procurement activities?Will ABB Lummus provide Constructio

494、n Supervision?When will work in the office start in earnest? What will be the peak?Manning in the office? When?What is the approach to letting construction subcontracts? How willThis affects the extent of our Engineering and Procurement activities?Are Joint V enture partners or nominated subcontract

495、ors envisaged?Is the division of the work between Joint V enture partners clear?Is there a Bidding Agreement with the Joint V enture or subcontractors?If in Joint V enture, how will proposal be prepared? How will it be priced?Consider items such as staff classifications, other office costs, travelPo

496、licy, exchange rates.Yes ISI NoEiYes ISI No区IYes ISI No区IYes ISI No区IYes 凶 NoElYes 凶 NoElYes区No区IYes 凶 NoElProposal indexWhich of the following will be included in JOHN BROWN proposal?Y/NBy WhomBy DateProposalTransmittal Letter HighlightsExecutive Summary.Project Plan of ApproachProject Organization

497、 ChartField Organization ChartTechnical CritiqueProposed Project ScheduleNarrative On SchedulePreliminary Engineering ScheduleDetailed Network And AnalysisP & 1 Diagrams. ProcessExperience ListKey Personnel & ResumesPersonnel Resources By DivisionCompany Workload ChartsCorporate ProceduresAnnual Rep

498、ortScone Of Work/ServicesWork By Client/OthersTechnical Clarifications;PricePayment TermsForm Of ContractCommercial ClarificationsSchedule of Computer CastsSchedule of Reprographic CostsSchedule of Communication CostsTechnical DescriptionWhere the proposal is for the Supply of Process Plant or Detai

499、led Services then a separateTechnical Description may be required. Check the following items:Y/NBy WhomBy DateProposalSectionProject DescriptionProcess DescriptionProcess Flow SheetsHeat & Material BalanceUtility SummaryEquipment ListEquipment Data SheetsEngineering SpecificationsEngineering Standar

500、dsP & 1 Diagrams, ProcessP & 1 Diagrams, UtilitiesMajor Instrument Data SheetsSite PlanPreliminary Equipment LayoutGA Drawings, BuildingsGA Drawings, Major StructureElectrical Single Line DiagramHazardous Area DrawingConstruction SpecificationsLayout of Temporary OfficesProcess Desian By OthersWill

501、others prepare the process design? Yes 区 No区IGive details_It will be available weeks after Contract award.Check list for process design package:IndexYes 区 NoElPreliminary plot plan Yes 区 No区IProcess descriptionYes El NoBIProcess flow diagramsYes El NoEiHeat and material balanceYes 因 NoEiPreliminary

502、utility summaryYes El NoEiPiping material specificationsyes ISI No四Equipment listYes El NoEiEquipment specificationsyes ISI No四Equipment data sheetsYes El NoEiInstrument data sheetsYes 因 NoEiPreliminary Plot PlanYes El NoEiPreliminary Piping and Instrument DiagramsYes 因 NoEiLine listYes El NoEiPreli

503、minary Single Line DiagramYes 因 NoEiHazardous Area DrawingYes El NoEiRecommendations for Detail Design, Inc BuildingsYes 因 NoEiRecommendations for Emergency Power SupplyYes El NoEiRecommendations for Operation, MaintenanceYes 因 NoEiHandling of Dangerous Materials, Catalyst etc.Yes El No区1Feedstock,

504、intermediate, final product specificationsyes ISI No四Schedule of final products and by-productsYes ISI NoBISchedule of effluents, liquid, gaseousYes 囚 NoElAuxiliary materials, catalyst etc.Yes ISI NoBIRegeneration procedureYes 囚 NoElStart-up, shutdown and emergency proceduresyes区1 No四Safety manualYe

505、s 囚 NoElLaboratory procedures, laboratory equipmentYes ISI NoBIProposal Schedule and ControlDevelop simple bar chart of activities and durations for the proposal period. List all keyactivities, milestones and dates.Review the overall approach to the bid with the responsible managers and obtain their

506、commitment to the proposal schedule. Identify the staff required and allocate budgetman-hours.Enaineerina. GeneralWill Client be resident in ABB Lummus office?What facilities does Client require?Yes ISI No区IWill English language be used throughout?Give detailsWhich dimensional units will be used?Uni

507、ted States Metric SI Units Yes ISI No区IWhich National Codes will be used?United States Other Is Soils Report available?Yes ISI No区IPlant SiteWill a Site Survey be made?For what purpose? When?Yes区No区IAre common utilities to be used?Is there sufficient capacity in existing utility plant?Give detailsYe

508、s ISI No区IYes 凶 NoElWhere will electric power originate?At what voltage?Computer StrategyWhat computer effort is required? Define the requirements for Engineering, Detail Design,CAD, Project Controls, Procurement and Construction.Engineering:Detail design/CAD:Project ControlsProcurementConstructionW

509、ord processing/GeneralClient needsIs any computer interfacing required with Joint V enture partner, Client, or nominatedsubcontractors? Are any physical link lines to be installed?Fee StructureIn preparing ABB Lummus fees we need to consider which elements of cost are fullyreimbursable, and which ar

510、e to be considered fixed or lump sum. Where elements of cost areto be fixed then a quantitative definition of the scope and means should be prepared andincluded in the proposal in order to define and limit ABB Lummus liability.Which elements of costs are to be presented as a FIXED PRICE?Man-hoursEng

511、ineering and DesignYes区No区1ProcurementYes区No区1Project Management and ControlsYes区No区1Construction ManagementYes区No区1Secretarial, clericalYes区No区1ComputersMainframe, PRIME, PDMS, 3D-CADWorkstation, APOLLO, 2D-CAD, UNIXPC computers (terminals)Yes区No区1Yes 凶 NoElYes区No区1Office costsReprographicsTelecomm

512、unications, courierYes 凶 NoElYes区No区1Office spaceFacilities for ClientYes区No区1T ravelApproved project travelExpediting and inspection travelYes 凶 NoElYes区No区1InsuranceClient request for increased coverYes区No区1InsuranceTransit, Construction All-risksYes区No区1InflationFollowing_ months from awardyes El

513、 NoElOther itemsPayment ScheduleAn important factor in pricing the work is whether ABB Lummus can expect to be paidpromptly in accordance with effort and monies spent to date.Does the Clients payment terms allow for monthly invoicing?Yes ISI NoEiWill the Client actually pay within 30 days thereafter

514、?Will any payments be due against milestone dates?Give detailsYes 凶 NoElYes ISI No区IIs there any currency risk? Yes El NoEiWill ABB Lummus receive all monies in the currency of expenditure?Is there any escalation clause? Yes 囚 No区Can we increase our rates after the first 12-months work?Is there any

515、retention clause? Yes ISI NoEiGive details_Is there any liquidated damages clause? Yes 囚 No区Give details_What is the maximum liability of ABB Lummus under the contract?Is any advance payment, or funding provided by the Client? Yes 凶 No区Give details_Can ABB Lummus obtain payment before delivery of th

516、e goods? Yes 凶 NoEiFrom Bank, rolling fund or other_How much cash will be needed to run this project? (Negative cash flow)2 - SCOPE OF SERVICESSCOPEThis checklist is to be used for clarifying the detail activities of the various ABB Lummusdisciplines engaged on a project.INTRODUCTIONThe SCOPE OF SER

517、V ICES is part of the Job Instructions issued by the Project Manager onaward of a new contract.Lead Engineers are responsible for producing drawings and data to the project schedule andman-hour budget. The SCOPE OF SERV ICES should define the general extent of theirinvolvement on the project.Each Le

518、ad Engineer should study this Check List, discuss with the Project Manager, andrevise or supplement it as necessary. He should be sure to understand fully the activitiesrequired of him on the given project.Early preparation by each Lead Engineer of the Specification, Requisition, and DrawingIndexes

519、will assist greatly in clarifying their detailed involvement.PROJECT MANAGEMENTPrepare Job InstructionsDevelop Project Plan of ApproachDevelop Project Network assisted by project teamEstablish project task forceCoordinate engineering, procurement and constructionChair regular internal ABB Lummus pro

520、ject reviewsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区Iyes ISI NolSIYes ISI No区IRepresent single point of contact with ClientAttend regular review meetings with the ClientPrepare Minutes of Meeting with ClientPrepare Monthly Report to Client in ABB Lummus formatYes ISI No区IYes ISI No区IYes ISI N

521、o区IYes ISI No区IDirect and control all phases of ABB Lummus activityImplement JOHN BROWN project control proceduresControl and authorize all project commitmentsPrepare Design Change Notice for scope changes and delaysYes ISI No区IYes ISI No区IYes区No区Iyes区No区Maintain Project Correspondence filesMaintain

522、 master Equipment ListMaintain master Document ListPrepare specifications and data not included elsewhereYes ISI No区IYes 凶 NoElYes区No区IYes 凶 NoElPrepare Close-out Report on completionCoordinate with third parties as necessaryYes ISI No区IYes 凶 NoElOther itemsESTIMATINGCarry out local survey of contra

523、ctors, and costs toEstablish pricing to be used in further estimates.Yes ISI No区IPrepare order-of-magnitude Cost Estimate, accuracy 30%Based on major equipment costs plus factor.Yes ISI No区IPrepare Budget Estimate, accuracy 20%Based on equipment quotes and material take-offs.Yes ISI No区IPrepare Defi

524、nitive Estimate, accuracy 6% -10%Based on equipment and subcontractor quotes.No区IYes ISIPrice engineering man-hour estimates.Yes 凶 NoElProvide assistance in pricing of Design ChangesYes ISI No区IOther itemsPLANNINGPrepare Overall Project Schedule Inc milestone datesNo向Yes ISIPrepare Preliminary Sched

525、ule to cover first 90 daysPrepare regular Activity Lists for project controlMonitor progress and productivity. Report trendsYes 凶 NoElYes ISI No区IYes ISI No区IDevelop required Work Breakdown StructureDevelop detailed Project NetworkMonitor dates for delivery of equipment/materials to siteYes ISI No区I

526、Yes ISI No区IYes ISI No区IPrepare Subcontract Specifications by subcontractEstablish format for subcontractors reportsYes ISI No区IYes ISI No区IPrepare Construction Network/ScheduleParticipate in detailed planning at sitePrepare construction work packagesMonitor site activity and control daily work pack

527、agesOther itemsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区ICOST CONTROLABB Lummus Code of Accounts will be usedYes ISI No区IPrepare Design Changes, maintains Design Changes Cost Summary Yes 囚 NoEiPrepare Cost Report for ABB Lummus effortPrepare Cost Report for Equipment and MaterialsPrepare Cost

528、Report for Construction ActivityPrepare Cash Flow Forecast for the projectYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IMonitor commitments on a daily basis. Report trendsEstablish format for subcontractors reportsPrepare Final Cost Report in Client CodingPrepare Capital Cost Summary for ClientYes

529、 ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IOther itemsPROCESS DESIGNObtain process data from operating plantPrepare list of process materials, indicating hazardsFront-end process design:Prepare process description and philosophiesPrepare process and utility flow-sheets (PFD)&(UFD)Prepare heat and

530、materials balancePrepare equipment list, process and utilitiesPrepare process data sheets for equipmentPrepare thermal ratings for heat exchangersPrepare service classification for pipingPrepare process Piping and Instrument Diagrams (P & I D)Prepare utility Piping and Instrument DiagramsPrepare uti

531、lity summaryPrepare hydraulic analysisPrepare summary of vents, effluents, wastesPrepare schedule of catalyst and chemical requirementsPrepare process design briefPrepare shutdown schedule design condition drawingPrepare PSV and control valve data sheetsPrepare SAFE (Safety Analysis Function Evaluat

532、ion)Prepare SAT Charts (Safety Analysis Table)Prepare criticality ratingPrepare line listPrepare process safety report/HAZOPPrepare basis of designDetailed process design, following front-end design:Develop PFDs to Approved for Construction issueFinalize hydraulic calculationsFinalize process data s

533、heets for equipmentCarry out analysis of relief systemReview hazardous area classification drawingPrepare process cause and effect diagramsParticipate in ABB Lummus safety reviewsYes ISI No区IYes ISI No区IYes MYes区Yes区Yes区Yes区Yes区Yes区No区INo区No区INo区No区INo区No区Conduct detailed P&ID reviewComplete hazard

534、and operability review with ClientIssue P & I Ds approved for designInstitute formal P&ID change procedurePrepare line designation tablesPrepare battery limit conditions, summary sheetsYes M No区IYes区No区Iyes 区 NolBIYes ISI No区IYes ISI No区IYes ISI No区IIssue data sheets for instrumentsPrepare data shee

535、ts for specialty piping items, hoses etcIssue final utility summaryyes ISI NolSIYes ISI No区IYes ISI No区IRequisition any trays, chemicals or catalystsReview vendor designs and package unit P & I DsUpdate P & I Ds and issue for constructionyes ISI NolSIYes ISI No区Iyes ISI NolSIProcess manuals:Prepare

536、Pre-Commissioning ManualPrepare details for guarantee runsPrepare Operating ManualPrepare Safety ManualYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IParticipate in major tests at vendors facility or siteEstablish precommissioning test proceduresAssist in precommissioning activities at siteDirect/a

537、ssist in commissioning activities at siteAssist in development of Turnover PackageYes区No区Iyes区No区Yes区No区IYes 凶 NoElYes ISI No区IOther itemsPROCESS CONTROL AND INSTRUMENTATIONObtain design data from existing plantPrepare Specification Index, InstrumentationPrepare Requisition Index, InstrumentationPre

538、pare Drawing Index, InstrumentationPrepare Standard, Interface connectionsPrepare Specification, Instruments in Package UnitsPrepare General Instrument Specifications and StandardsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区Iyes ISI NolSIYes ISI No区IYes ISI No区IParticipate in development of P &ID

539、sParticipate in Hazard and Operability studyPrepare Cause and Effect DiagramsPrepare Logic DiagramsPrepare Reliability StudyPrepare calculations for control/relief valves etcPrepare Instrument IndexPrepare Instrument data sheetsDevelop instrument utility requirementsPrepare I/O schedule for DCS/Emer

540、gency Shut Down SystemsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes区No区IYes 凶 NoElYes区No区IPrepare Control Panel DrawingsPrepare Tubing/Junction Box SchedulesPrepare hookup drawingsPrepare equipment mounting detailsPrepare instrument bulk material takeoffPre

541、pare weight estimates, equipment and bulk materialsYes 凶 NoElYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElyes ISI NolSIPrepare requisitions for inquiry, for purchasePrepare technical bid analysesReview Spare Parts recommendations from vendorsReview and approve vendor prints and documentationYes 凶 NoElYes区No区

542、IYes 凶 NoElYes区No区IPrepare Specification, Instrument Installation & TestingDevelop Scope for Instrument Installation SubcontractYes 凶 NoElYes区No区IParticipate in system testing in vendors facilityAssist in precommissioning activities at siteAssist in commissioning activities at siteAssist in developm

543、ent of Turnover PackagesYes 凶 NoElYes区No区IYes 凶 NoElYes区No区IOther itemsPIPELINESGeneral:Obtain design data from existing installationPrepare design basisPrepare Specification IndexPrepare Requisition IndexPrepare Drawing IndexPrepare Equipment and Materials ListPrepare General Specifications and Sta

544、ndardsYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElYes区No区ICarry out preliminary hydraulic analysisYes ISI NoEiYes ISI No区IYes ISI No区IYes ISICarry out system optimization, and line sizingYes El NoElPrepare operating and control philosophyYes 因 NoEiPrepare economic analysisYes 因 NoEiFinaliz

545、e hydraulic analysisYes 因 NoEiEstablish rigging requirementsyes ISI No四Onshore pipeline:Yes 因 NoEiPrepare specification for route surveyYes因No区1Prepare route selectionYes 因 NoEiSupervise route surveyYes 因 NoEiParticipate in negotiation of waylaysYes 因 NoEiPrepare pipeline safety evaluationYes 因 NoEi

546、Prepare Environmental Impact StatementYes 因 NoEiPrepare application for Construction AuthorizationYes 因 NoEiPrepare pipeline materials specificationPrepare valve specificationsPrepare pipeline construction specification Inc weldingNo的Design pipeline crossingsCarry out pipeline mechanical designPrepa

547、re alignment and construction drawingsDesign catholic protectionPrepare material take-off, all materialsyes区No区Yes区No区Iyes区No区Yes ISI No区Iyes区No区Other itemsPrepare requisitions for inquiry, for purchasePrepare technical bid analysesReview and approve vendor documentationReview and approve test certi

548、ficatesYes ISI No区1Yes ISI No区1Yes ISI No区1Yes ISI No区1Develop Scope of Work, Pipeline ConstructionPrepare Testing, Commissioning and Operating InstructionsParticipate in major tests at V endors facility or siteParticipate in construction supervision at the sitePrepare As-built drawingsAssist in Dev

549、elopment of Turnover PackagesYes ISI No区1Yes ISI No区1Yes ISI No区1Yes ISI No区1Yes ISI No区1Yes ISI No区1Offshore pipeline:Prepare specification for route surveyPrepare route selectionSupervise route surveyReview environmental dataCarry out thermal analysis, pipeline expansion analysisCarry out on-botto

550、m stability analysisCarry out earthquake analysisEstablish needs for physical protectionPrepare Corrosion Protection philosophyYes ISI No区1Yes区No区1Yes 凶 NoElyes El NoElYes 凶 NoElYes ISI No区1Yes 凶 NoElYes区No区1Yes 凶 NoElPrepare pipeline materials specificationPrepare valve specificationsPrepare specif

551、ication, welding, installation and trenchingYes ISI No区1Yes 凶 NoElYes区No区1Carry out pipeline mechanical designCarry out installation studyCarry out lay stress and trenching analysisDesign sub sea barrier valvesDesign shore crossingDesign sub sea crossingsPrepare alignment sheets and layout drawingsY

552、es 凶 NoElYes区No区1Yes 凶 NoElYes区No区1Yes 凶 NoElyes El NoElyes区No区Design risers and riser clampsCarry out riser, clamp and expansion offset analysisCarry out free span analysisyes区No区Yes区No区1Yes 凶 NoElCarry out upheaval buckling analysisDesign catholic protection systemYes ISI No区1Yes ISI NoEiPrepare m

553、aterial take-off, all materialsyes区No区Prepare requisitions for inquiry, for purchasePrepare technical bid analysesReview and approve vendor documentationReview and approve test certificatesYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IDevelop Scope of Work, Pipeline InstallationPrepare Testing, Co

554、mmissioning and Operating InstructionsParticipate in major tests at V endors facilityParticipate in construction supervisionPrepare As-built drawingsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IOther items-SUBSEAObtain data on existing well and structuresyes区No区Review host platform ac

555、cess facilitiesyes 区 NoElReview produced fluid specificationsYes 区1 NoElReview site surveyYes区No区1Prepare interface control procedureYes 区1 NoElPrepare Drawing IndexYes 区1 NoElPrepare Specification IndexYes区No区1Prepare Requisition IndexYes 区1 NoElPrepare Equipment and Materials ListYes区No区1Prepare f

556、ield layout drawingYes因No区1Prepare system P&IDYes El NoElPrepare control system philosophyYes因No区1Prepare control system schematicYes因No区1Define monitoring requirementsYes因No区1Prepare umbilical designYes因No区1Prepare Xmas tree layout and installation detailsYes因No区1Prepare manifold arrangement drawin

557、gs and detailsyes ISI No四Prepare chemical injection layout drawingsYes因No区1Prepare piping arrangements and isometricsyes ISI No四Prepare piping stress calculations, support detailsYes因No区1Prepare structural calculationsYes因No区1Prepare structural drawings and detailsyes因No囚Prepare installation procedu

558、resYes因No区1Prepare well completion procedureYes因No区1Prepare control system test requirementsYes因No区1Prepare integration test proceduresYes因No区1Prepare Emergency Shutdown proceduresYes区No区1Take-off and requisition structural steelYes区No区1Take-off and requisition other materialsYes 区1 NoElPrepare tech

559、nical bid analysesYes因No区1Review and approve vendor calculations and drawingsYes 区1 NoElParticipate in CA, warranty survey, installation interfaceParticipate in construction supervision and testingParticipate in installation and commissioningComplete as-built drawings per contractYes 凶 NoElYes ISI N

560、o区IYes 凶 NoElYes区No区IOther itemsOFFSHORE STRUCTURES, JACKETSObtain design data for existing installationYes ISI No区1Finalize jacket design criteriaYes ISI No区1Prepare Specification Index, JacketYes ISI No区1Prepare Requisition Index, JacketYes ISI No区1Prepare Drawing Index, JacketYes ISI No区1Prepare

561、General Specifications and StandardsYes ISI No区1Naval architecture:Prepare specification for model testYes ISI No区1Witness/supervise model testYes ISI No区1Prepare lift, transportation, launch, upending studiesYes ISI No区1Transportation stability and damaged stability analysisyes ISI No因Prepare docki

562、ng analysisYes ISI No区1Monitor weight reports, buoyancyYes ISI No区1Issue design reportYes ISI No区1Foundation design:Review soils datayes 区 NoEiFinalize design criteriaYes 凶 NoElAnalyze loads, on bottom stabilityyes ISI No因Pile installation studies, stick-up analysisyes 区 NoElDetermine mud mat, pile

563、requirementsYes区No区1Design pile grouting systemYes 凶 NoElIssue design reportYes区No区1Structural design:Establish topside weight, contingency and center of gravity zonesyes 区 NoElEstablish interfaces with topsides and pipelines designYes区No区1Prepare frequency analysisPrepare in-place analysisPrepare f

564、atigue analysisPrepare lift, transportation, load out analysisYes 凶 NoElYes区No区IYes 凶 NoElYes区No区IOther itemsWhere a lifted jacket, ensure suitable weight marginYes El NoBIAnalyze loads, topside, risers, ship impact, wave slamYes因No区1Prepare regular structural weight reportYes 因 NoEiIssue design rep

565、ortYes El NoEiDesign members, jacket nodes, castingsYes因No区1Design pile sleeve clustersYes 因 NoEiDesign risers, J-tubes, caissons and support systemsyes ISI No四Design walkways, ladders, platformsYes 因 NoEiDesign flotation tanks and removal systemyes ISI No四Design load out system, sea fasteningsYes 因

566、 NoEiDesign installation attachmentsyes ISI No四Design upending, grout, S & B release systemsYes 因 NoEiPrepare mach/electrical design, Catholic ProtectionYes El NoEiDesign Catholic Protection monitoring systemYes 因 NoEiCompile and issue design calculationsYes El NoEiDetail design:Prepare pile drawing

567、sYes 因 NoEiPrepare structural drawings, details for jacketYes ISI NoBIPrepare drawings of appurtenancesYes M NoElPrepare M & E drawingsyes 区 NoEiPrepare installation drawingsYes M NoElTake-off and requisition structural steelYes M NoElTake-off and requisition other materialsYes ISI NoBIPrepare techn

568、ical bid analysesYes M NoElReview and approve vendor calculations and drawingsYes ISI NoBIPrepare Bill of Materials for unit rate subcontractYes M NoElDevelop Scope for Installation of JacketYes El NoEiParticipate in CA, warranty survey, installation interfaceYes ISI NoBIParticipate in construction

569、supervision at the siteYes M NoElParticipate in load out and installationYes ISI NoBIComplete as-built drawings per contractYes M NoElOFFSHORE STRUCTURES, TOPSIDESObtain design data for existing installationYes ISI No区1Finalize design criteria, codes, standardsyes ISI No四Establish interface procedur

570、esyes因No囚Prepare Design Brief IndexYes ISI No区1Prepare Specification IndexYes ISI No区1Prepare Drawing IndexYes ISI No区1Prepare Calculation IndexYes ISI No区1Finalize loading data and diagramsyes ISI No四Finalize lifting clearance diagramsYes ISI No区1Prepare in-place analysisYes ISI No区1Prepare load-ou

571、t, transportation and lift analysesYes ISI No区1Prepare design briefsYes ISI No区1Prepare specificationsYes ISI No区1Prepare primary steel calculations by deck, by moduleyes 区 NoElPrepare secondary steel calculations by deck, by moduleyes El No区Prepare other structural calculationsYes区No区1Issue design

572、calculations reportsYes 凶 NoElIssue standard detail drawingsyes El No区Prepare drawings for castingsyes 区 NoElPrepare primary steel drawingsYes 凶 NoElPrepare secondary steel drawingsYes区No区1Prepare other structural drawingsYes 凶 NoElPrepare installation drawings.Yes ISI No区1Prepare regular structural

573、 weight reportYes 凶 NoElTake-off and requisition structural steelYes 凶 NoElTake-off and requisition other materialsYes区No区1Prepare technical bid analysesYes 凶 NoElReview and approve vendor calculations and drawingsYes区No区1Prepare Bill of Materials for unit rate subcontractDevelop Scope for Installat

574、ion of TopsidesYes区No区IYes 凶 NoElParticipate in CA, warranty survey, installation interfaceParticipate in construction supervision at the siteParticipate in load out and installationComplete as-built drawings per contractYes 凶 NoElYes ISI No区IYes ISI No区IYes ISI No区IOther itemsWEIGHT CONTROLReview i

575、nitial weight data from the ClientV erify weight status of existing installationYes ISI No区IYes ISI No区IPrepare weight control procedure for the projectEstablish and maintain weight databasePrepare weight reports through design phaseYes ISI No区IYes ISI No区IYes ISI No区IPrepare weight procedures for c

576、ritical equipmentReview/approve weight procedures of third partiesPrepare weight control procedure for construction phasePrepare weight reports through construction phaseYes ISI No区Iyes ISI NolSIYes ISI No区IYes ISI No区IWitness the weighing of critical equipmentWitness the weighing of modules on comp

577、letionYes ISI No区IYes ISI No区IOther itemsMECHANICAL EQUIPMENTObtain design data from existing plantYes因No区1Prepare Design Basis, Mechanical equipmentYes因No区1Prepare Requisition Index, Mechanical equipmentYes因No区1Review Bidders ListYes因No区1Prepare general equipment specificationsYes因No区1Prepare data

578、sheets for mechanical equipmentYes因No区1Develop schedule of utility requirementsYes因No区1Prepare noise control data sheetsYes因No区1Prepare weight estimate for equipmentYes因No区1Prepare requisitions for inquiry, and for purchaseyes因No囚Prepare technical bid analysesYes因No区1Participate in development of P

579、&IDs (esp. package units)Yes区No区1Prepare Lubrication Schedule, if requiredYes区No区1Review Spare Parts recommendations from vendorsYes区No区1Review and approve vendor prints and documentationYes 区1 NoElReview and approve performance test reportsYes因No区1Witness in major tests at vendors facilities or sit

580、eYes区No区1Other itemsHVACObtain design data from existing plantPrepare Design Basis HV ACPrepare HV AC Area SchedulePrepare HV AC calculationsPrepare HV AC Flow DiagramYes 凶 NoElYes 区 NoElYes 凶 NoElYes 区 NoElYes 凶 NoElOther itemsPrepare P &IDs for HV ACYes 凶 NoElPrepare HV AC control schedule/specifi

581、cationYes ISI No区1Prepare Requisition List, HV AC equipmentYes ISI No区1Prepare specifications for HV AC equipmentYes ISI No区1Prepare data sheets for equipmentYes ISI No区1Develop utility requirements, space requirementsyes ISI NoHPrepare weight estimate for equipment/ductwork etc.Yes ISI No区1Prepare

582、Plant Room layout drawingYes ISI No区1Prepare layout drawings for ducting and equipmentyes ISI NoHPrepare detail drawings and takeoff for ductworkYes ISI NoEiPrepare Specification, HV AC Installation & TestingYes ISI No区1Develop Scope of Work, HV AC InstallationYes ISI No区1Prepare Commissioning and O

583、perating InstructionsYes ISI NoEiPrepare HV AC subcontract documents and materials specificationsyes 区 NoElPrepare requisitions for inquiry, for purchaseYes 区 NoBIPrepare technical bid analysesYes 凶 NoElReview Spare Parts recommendations from vendorsYes ISI No区1Review and approve vendor and shop dra

584、wingsYes区No区1Review and approve performance test certificatesYes 凶 NoElWitness in major tests at vendors facilityYes 凶 NoElWitness in final site testing and balancingYes ISI No区1FIRE PROTECTIONObtain design data from existing plantPrepare Design Basis, Fire ProtectionPrepare Fire Protection calculat

585、ionsPrepare Fire Protection control schedule/specificationYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IPrepare Requisition List, equipmentPrepare specifications for equipment and systemPrepare data sheets for equipmentDevelop utility requirements, space requirementsPrepare cost estimate for equip

586、ment/piping, etc.Yes ISI No区Iyes ISI NolSIYes ISI No区Iyes ISI NolSIYes ISI NoEiPrepare Fire Protection layout drawings (Above & Underground)Prepare detail drawings and takeoff (piping and components)Prepare Specification, Installation & TestingPrepare Commissioning and Operating InstructionsYes ISI

587、No区IYes ISI NoEiYes 凶 NoElYes 区 NoBIPrepare Fire Protection subcontract documents and materialsSpecificationsPrepare requisitions for inquiry, for purchasePrepare technical bid analysesyes ISI NolSIYes ISI No区IYes 区 NoBIYes 凶 NoElReview Spare Parts recommendations from vendorsReview and approve vend

588、or and shop drawingsYes 凶 NoElYes ISI No区IWitness in major tests at vendors facilityWitness in final site testing and performanceYes区No区IYes 凶 NoElOther items_FABRICATED EQUIPMENT, VESSELS AND HEAT EXCHANGERSObtain design data from existing plantPrepare Design Basis, V essels & ExchangersPrepare Req

589、uisition Index, V essels & ExchangersYes ISI NoEiYes ISI No区IYes ISI NoEiPrepare Drawing List, V essels & ExchangersPrepare General SpecificationsYes 凶 NoElYes ISI No区IPrepare general design calculationsPrepare thermal design for S&T exchangers, air coolersPrepare mechanical design for S& T exchange

590、rs, air coolersPrepare data sheets for vessels, exchangersPrepare nozzle orientation drawings including ladder clips,Pipe support clipsPrepare weight estimate or equipment (and bulk materials)Yes ISI No区Iyes ISI NolSIyes ISI NolSIyes ISI NolSIYes ISI No区IYes ISI No区IYes ISI NoEiPrepare requisitions

591、for inquiry, for purchasePrepare technical bid analysesDevelop Scope of Work for supply and erect packagesYes ISI NoEiYes ISI No区IYes ISI No区IReview Spare Parts recommendations from vendorsReview and approve vendor calculations and drawingsReview and approve material and test certificatesReview and

592、approve Welding Procedures and PQRsYes区No区IYes 凶 NoElYes ISI No区IYes ISI No区IWitnessing major tests at vendors works or facilityyes 区 NolSIOther itemsMATERIALSReview process and environmental dataPrepare General Specification, Corrosion PreventionPrepare corrosion calculationsPrepare materials selec

593、tion reportConduct technical assessment of fabricatorsPrepare Specifications, Materials, Fabrication, TestingPrepare Specifications, Insulation, Protective CoatingsPrepare Standard Welding Details, and ProceduresDevelop Materials and Welding Safety Guidelinesyes ISI NolSIYes ISI No区IYes ISI No区Iyes

594、ISI NolSIYes ISI No区IYes ISI No区IYes ISI No区IYes ISI NoEiYes ISI No区IWith regard to Materials and Welding:Prepare catholic protection calculations and reportYes ISI No区1Prepare catholic protection drawingsYes 凶 NoElDevelop Scope of Work, Catholic ProtectionYes区No区1Other itemsReview specifications/da

595、ta sheets prepared by othersReview and approve vendor prints and documentsyes El No四Yes ISI NoBIPrepare data sheets for special equipment or materialsyes 区 NoElPrepare weight estimate for equipment and bulk materialsyes 区 NoElIssue requisitions for inquiry, for purchaseyes El No四Prepare technical bi

596、d analysesYes ISI NoBIReview and approve test certificatesYes ISI NoBIWitness in testing at vendors facility or at siteYes M NoElINSULATION AND PAINTING, PIPING AND VESSELSObtain design data from existing plantYes ISI NoEiPrepare Specification, Insulation & PaintingYes ISI No区1Prepare Piping and Equ

597、ipment Summary ListShowing type/extent of Insulation and PaintingYes ISI No区1Prepare weight estimate for bulk materialsyes ISI No四Prepare material takeoff, InsulationYes ISI No区1Prepare weight estimate for bulk materialsyes ISI No四Develop Scope, Insulation and Painting SubcontractsYes ISI No区1Other

598、items_SAFETYParticipate in Process Safety reviewsYes El NoEiParticipate in HAZOP reviewYes 因 NoElParticipate in HAZAN reviewYes El NoEiAssist in classification of hazardous areasYes 因 NoElPrepare fire and safety philosophy, criteriaYes 因 NoElPrepare area safety layoutsYes El NoEiPrepare safety and e

599、scape route drawingsyes ISI No四Prepare fire water demand reportYes 因 NoElAssist in the preparation of fire protection systemsYes El NoEiAssist in the preparation of specifications and drawingsyes ISI No四Issue fire protection P &ldsYes El NoEiPrepare Fire and Gas cause and effect sheetsYes 囚 NoElDeve

600、lop requirements for passive fire protectionYes ISI NoBIAssist in the requisitioning of fire protection equipmentYes El NoEiRequisition safety equipmentYes 因 NoElPrepare technical bid analysesYes ISI NoBIPrepare weight estimate for equipmentYes 囚 NoElAssist in preparation of data for Certifying Auth

601、orityYes 囚 NoElAssist in preparation of Operating ManualYes El NoEiAssist in preparation of Commissioning ManualYes 因 NoElAssist in preparation of Safety ManualYes ISI NoBICivil, STRUCTURAL, ARCHITECTURALObtain design data from existing plantYes ISI No区1Obtain information on underground services, ob

602、structionsyes ISI NolSIPrepare Design BasisYes ISI No区1Prepare Drawing listYes ISI No区1Prepare General SpecificationsYes ISI No区1Front-end design:Prepare Civil Design Criteria documentYes ISI No区1Obtain Soils Report from ClientYes ISI No区1Obtain Topographical Survey from ClientYes ISI No区1Prepare Ge

603、neral Architectural SpecificationYes ISI No区1Prepare Preliminary Schedule of Room FinishesYes ISI No区1Prepare Preliminary Architectural Layout DrawingsYes ISI No区1Prepare drawings for Planning ApplicationYes 凶 NoElDetail design:Prepare earthwork, grading drawingsyes ISI NolSIFinalize Site Plan, road

604、s, rail, access, buildingsyes ISI NolSIPrepare Roads and Paving Drawing, Site FencingYes区No区1Assist in underground coordination drawingsYes区No区1Prepare piling layouts, including pile cap detailsNoEiYesPrepare underground drawings, process, sewer, trenches, sumpsyes ISI NolSIPrepare foundation loadin

605、g drawingYes区No区1Prepare foundation drawings & bar bending schedulesYes 凶 NoElPrepare above ground concrete drugs & bar bending schedulesYes 区 NoEiPrepare structural steel arrangement drawingsYes区No区1Prepare detail fabrication drawings, structural steelYes 凶 NoElTake off structural steel requirement

606、s and requisitionYes区No区1Prepare weight estimate, structural steel/cladding etc.Yes 凶 NoElPrepare Scope, Steelwork Fabrication and ErectionYes 凶 NoElFinalize Architectural DrawingsYes ISI NoEiPrepare architectural and building detail drawingsyes ISI NolSIPrepare weight estimate, architectural materi

607、alsyes 囚 NolSIFinalize schedules of architectural finishesYes ISI No区1Prepare documentation for Building Regulation approvalYes ISI No区1Prepare Bill of MaterialsYes ISI No区1Prepare requisitions for inquiry, for purchaseYes ISI NoEiPrepare technical bid analysesYes ISI NoEiReview and approve vendor c

608、alculations and drawingsYes ISI No区1Review and approve material and test certificatesYes ISI NoEiReview construction plan, including heavy lift proceduresYes ISI No区1Participate in construction supervision at the siteYes ISI No区1Complete record drawings per contractYes ISI No区1Other itemsELECTRICALO

609、btain design data from existing plantYes ISI NoEiPrepare Design Basis, ElectricalYes ISI No区1Prepare Drawing List, ElectricalYes ISI No区1Prepare General Specifications, ElectricalYes ISI NoEiFront-end design:Prepare Electrical Single Line DiagramYes ISI No区1Prepare Hazardous Area DrawingYes ISI No区1

610、Prepare Electrical Design Philosophy and reportsyes H NoBIPrepare Preliminary Switch room and Substation DrawingYes ISI No区1Prepare Preliminary Cable location drawings (including underground)Yes ISI No区1Electrical detail design:Prepare motor data sheets for Mechanical DepartmentYes 凶 NoElPrepare MCC

611、/Equipment Room arrangement drawingsYes区No区1Prepare data sheets for major Electrical EquipmentYes 凶 NoElCalculate fault levels, establish protection settingsyes H NoBIFinalize Electrical Single Line DiagramYes ISI No区1Prepare Instrument location and loop diagrams drawingsyes El NoElFinalize Hazardou

612、s Area DrawingYes区No区1Finalize Switch room and Substation Plan DrawingsYes 凶 NoElPrepare Electrical Schematic DrawingsYes ISI No区1Prepare Cable ScheduleYes ISI No区1Prepare Interconnection DrawingsYes区No区1Prepare Power and Grounding DrawingsYes 凶 NoElPrepare Cable Racking DrawingsYes区No区1Issue Standa

613、rd Electrical Detail DrawingsYes 凶 NoElPrepare lighting calculationsYes区No区1Prepare Lighting and Small Power DrawingsYes 凶 NoElPrepare Distribution Board SchedulesYes区No区1Prepare electrical heat tracing schedules and detailsyes区No区Prepare weight estimate, equipment and bulk materialsyes ISI NoEiOthe

614、r itemsPrepare Requisition Index, ElectricalYes 区 NoElPrepare requisitions for major equipmentYes El NoEiPrepare preliminary take-off, main cableYes El NoEiPrepare final take-off for major electrical bulksYes El NoEiIssue requisitions for inquiry, for purchaseyes ISI No四Prepare technical bid analyse

615、sYes El NoEiReview Spare Parts recommendations from vendorsYes El NoEiReview and approve performance test certificatesYes El NoHPrepare Specification for Electrical InstallationYes El NoEiDevelop Scope for Electrical Installation SubcontractYes El NoEiWitness testing at vendors facility or at siteYe

616、s El NoEiComplete record drawings per contractYes El NoEiPIPING ENGINEERING AND DESIGNObtain design data from existing plantPrepare Design Basis, Piping Engineering and DesignPrepare Drawing List, Piping Engineering and DesignPrepare General Piping Standard SpecificationsPrepare Piping Material Spec

617、ificationsPrepare Preliminary Plot PlanPrepare Piping Routing DrawingsPrepare Preliminary Equipment Layout DrawingsConfirm pipe rack, pipe trench, underground locationsNo因Prepare Tie-in List/Drawings to existing facilitiesPrepare take-off for tie-in materialsV isit site to confirm tie-in detailsPrep

618、are Site Key Plan Drawing and drawing scaleDevelop piping studies, nozzle orientationsFinalize Equipment Arrangement DrawingsCarry out stress review of piping designsPrepare Stress Calculations, establish detailPrepare pipe support drawings and detailsPiping drawings w川 be prepared on CADPrepare Sit

619、e ModelPrepare block model for client reviewPrepare detailed piping modelPrepare Piping General Arrangement drawingsPrepare Piping Isometric Drawings with Material ListingIsometrics will be prepared for all process lines, andFor utility lines. inch and abovePrepare steam-tracing schedules and detail

620、sPrepare system diagrams for hydrostatic loop testsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区Iyes ISIYes ISI No区Iyes区No区Yes区No区IYes ISI No区Iyes ISI NolSIYes区No区IYes 凶 NoElYes区No区Iyes区No区Yes ISI No区IYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElYes区No区Iyes 区

621、 NolSIyes区No区Yes区No区IPrepare preliminary take-off, valves, and major/special piping Yes 区I No区IPrepare Requisition Index, PipingPrepare initial take-off for tie-in materialsYes El NoEiyes ISI No四Prepare intermediate and final take-off of materialsPrepare weight estimate, equipment and bulk materials

622、Prepare requisitions for specialty piping itemsPrepare requisitions for inquiry, for purchasePrepare technical bid analyses for major valves etc.Yes 因 NoEiyes ISI No因Yes 因 NoEiYes因No区1Yes 因 NoEiReview Spare Parts recommendations from vendorsReview and approve material and test certificatesPrepare Sp

623、ecification, Piping Installation and TestingDevelop Scope, Piping Fabrication SubcontractDevelop Scope, Piping Erection and TestingWitness in installation or testing at siteComplete record drawings per contractYes ISI No区IYes ISI No区IYes ISI NoEiYes ISI No区IYes ISI No区IYes区No区IYes 凶 NoElOther itemsC

624、OMPUTER AIDED DESIGN (CAD)Create CAD projectYes ISI No区1Establish database structure, users and teamsyes ISI NolSIUtilize Auto Flow Intelligent P &IDsYes ISI No区1Create piping components not in standard catalogueYes ISI No区1Prepare Compile piping specificationYes ISI No区1Input data for Compile isome

625、tric productionyes ISI NolSIImplement Client procedures and technical requirementsYes ISI No区1Input basic site layout, roads, boundaries etc.Yes ISI No区1Input and locate equipment and plant itemsYes ISI No区1Input structural steel, manual entryYes ISI No区1Input cable tray locationYes ISI No区1Input HV

626、 AC ductingYes 凶 NoElInput access ways, escape routesYes区No区1Input civil detailsYes 凶 NoElInput architectural detailsYes ISI No区1Input and detail piping systemsyes ISI NolSIInput standard and special pipe supportsYes区No区1Prepare plot plansYes区No区1Prepare equipment arrangement drawingsYes 凶 NoElPrepa

627、re safety/escape route drawingsYes ISI No区1Prepare isometric general arrangement drawingsYes ISI No区1Prepare system isometric drawingsyes 区 NolSIPrepare penetration drawingsYes区No区1Prepare HV AC general arrangement drawingsyes区No区Prepare miscellaneous mechanical drawingsYes区No区1Prepare piping genera

628、l arrangement drawingsyes 区 NolSIOutput piping isometrics and reportsyes区No区Output piping isometricsyes 区 NolSIPrepare pipe support location drawingsYes 凶 NoElGenerate pipe support fab/install drawingsYes区No区1Extract data for progress monitoringYes ISI No区IGenerate Drawing ListGenerate Standard Pipe

629、 Support IndexGenerate Reporter Listings at Client requestGenerate intermediate MTO reportsYes ISI No区IYes ISI No区IYes ISI No区Iyes ISI NolSIProvide review facilities on site, terminal/computer linkProvide updating facilities on site (record drawings)Archive CAD project and dataYes ISI No区IYes ISI No

630、区IYes ISI No区IOther items_QUALITY ASSURANCEReview QA requirements established by the ClientEstablish Project QA PlanPrepare QA ProceduresYes ISI NoEiYes ISI No区IYes ISI NoEiEstablish QA Audit ProgramYes 凶 NoElReview Critical Equipment Data FilesDevelop and maintain Criticality Rating ListMaintain Te

631、chnical inquiries listMaintain design and material nonconformances listYes ISI No区IYes ISI No区IYes ISI No区IYes ISI NoEiAudit all project activitiesIssue Audit Reports and maintain Audit Status RecordsYes ISI No区IYes ISI No区IV isit and audit/assess potential suppliersAudit suppliers/subcontractorsIss

632、ue QA Reports, and maintain Quality RecordsIssue QA monthly status reportyes ISI NolSIyes ISI NolSIYes ISI NoEiYes ISI NoEiOther itemsQUALITY CONTROLCoordinate shop inspection with Client/third partiesEstablish Project QC PlanPrepare QC ProceduresEstablish positive material identification procedures

633、Yes ISI NoEiYes ISI No区IYes ISI No区Iyes ISI NolSIInspect equipment/materials during fabrication and reportWitness testsCarry out final inspection and reportInspect protection/packing prior to dispatch shipmentRelease for shippingCollate material and test certificates from vendorsReview equipment dat

634、a filesMaintain current QC status reportYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区Iyes ISI NolSIYes 凶 NoElYes区No区IOther itemsPURCHASING, EXPEDITING, SHIPPINGOrders will be placed, acting on behalf of ClientProcurement will be restricted to USAGive detailsYes ISI No区IYes ISI No区IAgre

635、e Procurement Procedures with ClientPrepare Approved Bidders List, Equipment, MaterialsPrequalify Bidders where appropriateYes El NoEiYes 因 NoEiYes El NoEiMaintain Inquiry Status ReportPrepare inquiries, expedite bidsComplete bid analysis, technical review by engineeringNegotiate prices and deliveri

636、es with selected bidder(s)Yes El NoEiYes 囚 NoElYes ISI NoBIyes 区 NoElMaintain Purchase Order DocumentationPrepare Purchase OrdersAuthorize Purchase Orders and issueExpedite acknowledgement of OrderYes 因 NoEiYes ISI NoBIYes 囚 NoElYes ISI NoBIMaintain V endor Print FilesExpedite V endor Drawings and M

637、anualsYes El NoEiYes 因 NoEiMaintain Material Status ReportExpedite delivery of equipment and materialsMake expediting visits to V endors facility and reportYes 囚 NoElyes 区 NoElYes 囚 NoElCoordinate inspection, and third party inspection visitsOrganize for services of Shipping and TrafficEstablish Ins

638、urance requirementsCoordinate all shipping activities and required documentsAdvice site of anticipated arrival date/timeYes区No区IYes 区 NoBIyes区No区Yes区No区IYes 凶 NoElFinalize and close out all Purchase OrdersYes 凶 NoElOther items_MATERIAL CONTROLObtain Client material control requirementsDevelop materi

639、al control strategyRequisition, Purchase Order in ABB Lummus formatDevelop Client needs for requisition, purchase order formatYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IIs COMPIPE used for piping material take-offIs ESTELLE used for electrical material take-offIs INST. EST. used for instrument

640、material take-offIs STRUMA T used for civil/architectural take-offYes ISI NoEiYes ISI NoEiYes ISI No区IYes ISI No区IIs PROF used for site material controlWill PROF be run on-site via a data-linkYes ISI NoEiYes ISI No区IIs material tracking through fabrication requiredAre certification records to be inc

641、luded in the databaseIs full positive identification required thru constructionYes区No区IYes 凶 NoElYes ISI No区IOther itemsSITE MATERIAL CONTROLDevelop material control proceduresYes ISI No区1Computerized site material control, PROF to be usedYes ISI No区1Provide material control on construction siteYes

642、ISI No区1Provide material control in fabrication yardsYes ISI No区1Maintain records for materials tractabilityyes ISI No四Establish site storage facilitiesyes因No囚Establish warehousing and inventory systemYes ISI No区1Coordinate offloading and receiving of goodsyes因No囚Issue material receiving reports, OS

643、&D reportsYes ISI No区1Coordinate back charges and claims with Home OfficeYes ISI No区1Dispose of surplus and scrap materialsYes 凶 NoElPrepare final materials reconciliationYes区No区1Issue local purchase Orders, expedite and inspectCall forward vendors representatives to sitePrepare the closeout ReportY

644、es ISI No区IYes区No区IYes 凶 NoElOther itemsCONSTRUCTION SUBCONTRACTSSubcontracts will be placed, acting on behalf of ClientProcurement will be restricted To USAGive details_Yes El No区1Yes区No区1Agree Subcontract Procedures with ClientYes El No区1Participate in developing Subcontract StrategyEstablish Insu

645、rance required, ABB Lummus, subcontractorsPrepare Approved Bidders List, Construction SubcontractsPrequalify Bidders where appropriatePrepare Bills of Materials if not by engineeringYes El No区1Yes区No区1Yes El No区1Yes区No区1Yes El No区1Maintain Invitation to Bid RecordsPrepare Invitation to Bid, expedite

646、 bidsComplete bid analysis, review by engineering, constructionNegotiate prices and deliveries with selected bidder(s)Yes ISI No区1Yes 囚 NoElYes El No区1yes ISI No四Maintain Subcontract ListPrepare Subcontract for signatureAuthorize Subcontract and issueObtain performance bond from subcontractorEstabli

647、sh standard reporting routines with SubcontractorYes 囚 NoElYes ISI No区1Yes 囚 NoElYes El No区1Yes区No区1Hold contract kick-off meeting at SiteEstablish regular review meetings with SubcontractorParticipate in construction management at SiteReview invoices for progress payments. Obtain approvalYes 囚 NoEl

648、Yes ISI No区1Yes 囚 NoElYes ISI No区1Review and negotiate claims with SubcontractorApprove all payments where liquidated damages may ariseClose out subcontracts and obtain release certificatesYes ISI No区1Yes 囚 NoElYes ISI No区1Other itemsCONSTRUCTION, HOME OFFICEParticipate in engineering reviews, as jo

649、b progresses Yes 区 No区IPrepare Rigging StudyReview transportation methods and restrictionsCarry out Site Survey to establish local conditionsYes ISI No区Iyes ISI NolSIYes ISI No区ISurvey major fabricators and contractors as appropriateYes 凶 NoElEstimate field indirect costsYes ISI No区1Participate in o

650、verall project planningYes ISI No区1Establish Construction StrategyYes ISI No区1Establish preliminary labor requirementsyes ISI No因Estimate labor costs and productivityyes ISI No四Review labor availability, accommodation, logisticsYes ISI No区1Review induction and training facilities requiredYes ISI NoE

651、iEstablish Industrial Relations procedures for the siteyes ISI No因Develop local contacts with Trade UnionsYes ISI No区1Finalize Construction PlanningYes ISI No区1Participate in development of Construction SubcontractsYes ISI No区1Review need for Temporary Facilities, Fencing, AccessYes ISI NoEiDevelop

652、Scope of WorkYes ISI No区1Develop Site Management Organization and StaffingYes区No区1Establish temporary site officesyes 区 NoElEstablish standard reporting routines from siteYes ISI No区1Establish Safety Rules and Site RegulationsYes区No区1Develop local contacts, fire, ambulance, police etc.Yes 凶 NoElDeve

653、lop Plant Completion Check ListYes 凶 NoElOther itemsCONSTRUCTION MANAGEMENT AT SITEImplement reporting routines to Home OfficeFinalize Site Staffing and mobilization scheduleSet up site offices/temporary facilitiesObtain authority approvalsYes ISI No区1Yes ISI No区1yes H NoBIYes ISI No区1Establish fiel

654、d direct hire and indirect costsEstablish Site Safety Plan, and reportingImplement Safety Rules and Site RegulationsEstablish Work Permit system with the ClientEstablish induction/training requirements for all personnelDevelop local contacts, fire, ambulance, police etc.Yes ISI No区1Yes ISI No区1Yes I

655、SI No区1Yes ISI No区1yes ISI No四Yes ISI No区1Implement Industrial Relations procedures for the siteDevelop local contacts with Trade UnionsYes ISI No区1Yes 凶 NoElAction field administration proceduresEstablish field planning and cost control proceduresEstablish Quality Assurance, field inspection proced

656、uresEstablish material control, warehousing proceduresEstablish reporting routines with home office/Clientyes区No区yes H NoBIYes ISI No区1Yes区No区1yes区No区Review scope of work/schedule with each subcontractorEstablish reporting routines with each subcontractorEstablish control on claims for additional wo

657、rkEstablish progress measurement for all phases of workSupervise and co-ordinate subcontractors activitiesYes 凶 NoElyes H NoBIYes ISI No区1yes 区 NoElyes区No区Establish and implement weight control procedureSupervise component and module weighing at siteYes 凶 NoElYes区No区1Coordinate field inspection with

658、 Client/third partiesEstablish test procedures for all phases of workFinalize Plant Completion Check ListFinalize precommissioning tests and scheduleMobilize vendors representatives as necessaryYes区No区1yes区No区Yes区No区1Yes 凶 NoElYes区No区1Prepare demobilization planHandover plant in stages to the Client

659、Obtain Mechanical Completion/Handover CertificateClose out subcontracts; advise on outstanding claimsIssue Site Close-Out ReportYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IOther items_SCOPE OF WORK BY CLIENTAppoint Engineering representative in ABB Lummus officeApprove and issue proc

660、ess design onlyProvide front-end design packageYes ISI No区IYes ISI No区IYes ISI No区IGive details_Approve and issue Design BasisProvide Client specifications, standards, proceduresProvide single set comments on ABB Lummus approval drawingsReturn drawings with comments within. DaysProvide Soils ReportP

661、rovide Topographical Survey and Bench MarksProvide all permits and access to the siteObtain permission to construct and operate the facilityProvide hydrographic and met ocean data for jacket designProvide corrosion protection philosophy for jacket designFor existing plant, provide as-built drawings

662、and dataFor existing plant, provide temporary utilitiesFor existing plant, provide Site RegulationsFor existing plant, control work permitsCoordinate with Planning and Statutory AuthoritiesCoordinate with Certifying and Insurance AuthoritiesCoordinate with Utility companies, electricity, water, effl

663、uentFor overseas projects, arrange customs clearanceFor overseas projects, coordinate visas and work permitsSupply any equipment, or materialsAttach separate listYes ISI No区Iyes ISI NolSIyes ISI NolSIYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes 凶 NoElyes 区

664、NolSIYes 凶 NoElYes ISI No区IYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElYes ISI No区Iyes 区 NolSIYes 凶 NoElPurchase any equipment, or materialsGive detailsyes 区 NolSIPlace subcontracts and administer Yes 区 No区Give details_Accept plant and facilities on mechanical completion yes 区 NoEiGive detailsOther activiti

665、esSCOPE OF SUPPLYEauipment ListBe sure to indicate whether the Equipment List is complete or whether utility equipment orother facilities have still to be added. The Equipment List should indicate those items beingsupplied by others. Also indicate any other major features such as buildings, cranes e

666、tcFixed Price ContractWhere the Contract includes for ABB Lummus providing a fixed Scope of Supply, theninclude the relevant section from the Main Contract. Add explanation of battery limits etc.where appropriate.3 - JOB INSTRUCTIONS CHECKLISTSCOPEThis checklist is to be used for gathering informati

667、on about a new project, which willsubsequently be issued in the form of Job Instructions.Note those items indicated by an asterisk (*) may be subject to extra cost .if not alreadyspecified in the Contract.INTRODUCTIONWhen a new contract is awarded, the Project Manager will arrange a meeting with the

668、Clients Project Manager to obtain the required information.Although the Check List may be mailed to the Client in advance, personal contact is requiredfor proper completion. If convenient this is best done in the Clients own offices, where theirrepresentative has access to the various departments or

669、 divisions that may be involved.PROJECT DESCRIPTIONBrief description of 13roeess and facilities:New or revamp:Type of Services provided by ABB Lummus:Site location:Attach overall Site Plan as Appendix:Do utilities exist? Explain:Other important details:PROJECT NUMBERThe Project Number for this work

670、is:Project Suffix numbers, or Work Breakdown Structure will be usedInclude details as Appendix:Yes 凶 NoElORGANIZATION AND PERSONNELClient AddressesProject Title:Clients Contract Number:Clients Head Office Address:Telephone Number:E-mail address:Fax Number:Clients Project Office:Address:Attention:Tel

671、ephone Number:E-mail address:Fax Number:Clients Site Office Address:Attention:Telephone Number:E-mail address:Fax Number:Clients Billing Address:Attention:Telephone Number:E-mail address:Fax Number:Clients Kev Personnel - obtain Organization Chart if availableProject Manager:Engineering Manager:Proc

672、urement Manager:Construction Manager:Project AccountsOther:Client Representa巾ves In ABB Lummus OfficeThe Client will be resident in ABB Lummus officeYes ISI No区INumber of clients personnel: from:Number of offices, single:Will ABB Lummus provide secretary for Client?todouble:Yes ISI No区IOther facilit

673、ies required.ABB Lummus AddressesABB Lummus Project Number:ABB Lummus Head Office AddressTelephone NumberE-mail addressFax NumberABB Lummus Project Office Attention:Telephone NumberE-mail addressFax NumberABB Lummus Site Office Attention:Telephone NumberE-mail addressFax NumberABB Lummus Kev Personn

674、el attach Project Organization ChartProject ManagerProject Engineering ManagerProject Procurement ManagerProject Controls ManagerConstruction ManagerOtherProject Oraanization ChartInsert Project Organization Chart hereAPPENDIX 1TYPICAL PROJECT ORGANISATIONCORRESPONDENCETo Client From ABB LummusNote:

675、 All correspondence to the Client is to be addressed to the Clients Project Manager.The ABB Lummus Project Manager or his Project Engineer Manger will sign it. The ProjectSecretary will maintain records of all outgoing Correspondence to the Client including date,reference number, subject and whether

676、 reply from Client expected.A single numbering system, or more complex numbering system might be considered.Please consider the topics listed below:Contract matters, numbering system_Distribution_General matters, numbering systemDistribution_Engineering matters, numbering system_Distribution-Purchas

677、ing matters, numbering system_Distribution_Construction matters, numbering system_Distribution-Accounting matters, numbering system_Distribution_Minutes of Meetings, numbering systemDistribution_ _Transmittals, numbering system_Distribution-Telexes are to be confirmed by mail Yes 区 No区Telexes, numbe

678、ring system_Distribution-Faxes are to be confirmed by mail Yes 区NoElFax, numbering system_DistributionStandard introduction to Correspondence:Project Title: _Letter No:-Subject:-From Client To ABB LummusNote: All correspondence is to be addressed to the JOHN BROWN Project Manager withnumbering syste

679、m as below. The Clients Project Manager or his Engineer Manager will signit.一The ABB Lummus Project Manager will make any further distribution required.The ABB Lummus Project Secretary will maintain record of all incoming.Correspondence from the Client, including date, reference number, subjectAnd w

680、hether reply from ABB Lummus is expected.Contract matters, numbering systemGeneral matters, numbering system.Engineering matters, numbering systemPurchasing matters, numbering systemConstruction matters, numbering systemAccounting matters, numbering system,Minutes of Meetings, numbering systemTransm

681、ittals, numbering systemTelexes are to be confirmed by mail Yes 凶 NoElTelexes, numbering systemDistributionFaxes are to be confirmed by mail Yes 区INoElFax, numbering systemDistributionProject TitleLetter No: Subject:With Other PartiesBe sure to clarify distribution requirements where the Contract ma

682、y involve three or moreparties. Repeat sections as above.PROJECT ADMINISTRATIONDocument Distribution ScheduleIssue Document Distribution Schedule to Client and determine his needs.Indicate number of prints/reports required. Client ApprovalsObtain list of documents Client wishes to approve. Indicate

683、number of prints of each required.Client will incorporate a single set of combinedComments on drawings sent for approval/review? Yes ISI NoEiABB Lummus planning routines assume calendar days forClient comment. If not returned within that time are theyDeemed approved? Yes 凶 No区IList documents, which

684、require longer approval cycle:Document type, and durationProaress Reports To The ClientReports will be issued in ABB Lummus standard formatYes ISI NoEiDescriptionIssuedContentsNot reqdJob Instruction- daysFrom awardCoordination, Scope of workand general proceduresDesign Basis- daysTechnical date on

685、which workPurchased, with delivery datesFrom awardis basedManpower ReportWeeklyDetails of all ABB LummusPersonnel charging to jobMonthly progressMonthlyOverall review, future actionsAreas of concernCost ReportMonthlyCommitment vs. budget, listOf variances, commentaryDesign Change Summary MonthlyList

686、 of variation orders,Approved and pendingMinutes of meetingas occurring Notes of discussion, agreedActions, target datesEngineering StatusMonthlyStatus of engineering andProcurement activitiesDocument StatusMonthlyStatus of ABB drawingsSpecifications, date sheetsInquiry StatusMonthlyStatus of requis

687、itions onInquiry, not yet purchasedMaterial StatusMonthlyStatus of materials/ equipmentV endor Print StatusMonthly Status on drawings due fromV endors, Inc manualInspection ReportAs occurring after visit by inspectorTo fabrication shopSubcontract StatusMonthly Status of preparation andAward of Subco

688、ntractorConstruction SummaryMonthly Work done, future actions,Areas of concernNote: The dates for issue of reports should be timed to coincide with major computerRuns within ABB Lummus. Some of the above reports may be integrated and collated withinone document. Also consider the need for reports, f

689、ormat and timing from third parties ormajor subcontractors, which should be integrated with the reporting cycle.Other reports:Cost Control and Project Accounting!Is ABB Lummus procedure for Design Changes acceptable? Yes El No区IGive detailsIs ABB Lummus Code of Accounts acceptable to the Client? Yes

690、 El NoEiGive detailsIs there a need for Project Suffix? Yes El No区IGive detailsClient address for ABB Lummus InvoicesNumbering system for invoicesNumber of copies, distribution.Does Client have other special requirements?Give detailsYes区No区IProject CloseoutIs there clear definition of Contract Compl

691、etion?If not, clarify CompletionYes ISI No区IABB Lummus will prepare standard Close-Out Report on completion of the jobABB Lummus to hand over originals of all documents to Client Yes ISI NoEiAre any documents to be retained more than years? Yes ISI NoEiGive full details, and retirement datesDoes Cli

692、ent require any documents to be microfilmed?Give detailsYes 凶 NoElWith regard to CAD systems, what does Client wish to retain, and in which format?Any other requirement?PROJECT COORDINATIONGeneral EnaineerinaHas the Design Basis been agreed?If not, complete separate Check List, Design BasisWhat guar

693、antees does the Client require?Give detailsWill engineering and design work be done in one office?Give details, and clarify split of workIs a local architect necessary?Give detailsWill all written language be in English?Give detailsYes ISI No区IYes ISI No区IYes ISI No区IYes 凶 NoElHow will economic deci

694、sions be made? Minimum cost, payout, etc.Give detailsState utility costs, rate of interest, exchange rates to be used.Where Procurement is not by ABB Lummus, explain engineering procedure to be followed.Process DesianWho prepares the Process Design?Who has process responsibility?Will the process be

695、obtained from an outside licensor?Define extent of the licensors packageYes ISI No区IWho will check it?Desian and Operatina ManualsABB Lummus will prepare and collate which manuals:Design Manual, calculations, data sheets, drawingsPlant Operating ManualSafety ManualOperating and Maintenance Instructi

696、ons (from V endors)Equipment test certificates, including materialsHow is data to be segregated, type/size of binders?No. RequiredYes 凶 NoElYes ISI No区IYes ISI No区IYes区No区Iyes区No区Note: ABB Lummus require one set of manuals marked + for company archives.As-Built DrawinasWhich drawings will be updated

697、 to As-Built status:Piling? Foundations?Underground piping, sewers and services?Electrical single line diagram, schematics?Piping and Instrument Diagrams?Other drawingsYes 区 NoEiYes 凶 NoElYes区No区IYes 凶 NoElYes区No区INote: Originals to be revised against marked-up prints from site contractorsPlanninaIs

698、 planning activity to be integrated with Client computer?Give detailsIs ABB Lummus responsible for overall project planning?Or just for ABB Lummus services?Give detailsYes ISI No区IYes ISI No区IYes ISI NoEiAre payments, bonuses/penalties tied to milestone dates?Give detailsDoes Client require any spec

699、ial progress reports?Control by CTR (cost, time, resource)?Control by drawing/deliverable?Physical progress measurement?Give detailsYes ISI No区IYes ISI No区IYes ISI No区IYes 凶 NoElYes ISI No区IIs ABBLummus responsible for field scheduling?Give detailsIs the construction schedule restricted as a result

700、of?Bad weather window?Client design work? Authority approvals?Plant shutdown? Tie-ins?Availability of access? New road/rail links?Availability of electricity, water, steam, air?Are there especially large or long delivery items?Does Client have preferred completion/start-up sequence?Give detailsYes区N

701、o区IYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElYes区No区IYes 凶 NoElYes区No区IFor overseas contracts, what is normal shipping time FOB to the site?Including any necessary local customs clearance from:Western Europe?United States?Japan?Other Location?ProcurementDo we purchase on behalf of Client or in ABB Lummus

702、name?On Client or ABB Lummus Purchase Order Forms?Are ABB Lummus General Conditions of Purchase agreed?Yes ISI NoEiSpecial requirementsWhat is the required mechanical guarantee period for vendors equipment?Does Client have Packing, Marking or Shipping Instructions?Special requirementsWhich person is

703、 the authorized signatory for?Purchase Orders?Construction Subcontracts?Other external commitments?Have any quotations been received? Purchase Orders placed?Give detailsWill the Client provide any materials or equipment?Obtain list and requisitioning procedureWill Procurement be worldwide, or restri

704、cted?Give detailsAre there trading restrictions affecting sources of supply?Give detailsHow many competitive bids are required?Has the Client a Preferred V endor List?Does the Client wish to nominate any vendors for?Single source equipment or materials?Special mechanical equipment?Electrical switchg

705、ear, electric motors?Instrumentation? Computer software?Construction subcontractors?.Local rentals, local purchases?Yes ISI No区IYes ISI No区IYes ISI No区IYes 区 NoBIYes ISI No区IFor overseas projects, what materials are available locally?For overseas projects, what major companies provide local maintena

706、nce?Are copies of inquiries sent to Client?Number of copiesWhat is the minimum number of bids for major items?What currency will be used for Bid Analysis?What exchange rates will be used for Bid Analysis?Yes ISI No区IWill Client approve Bid Analyses for?Equipment?Bulk Materials?Subcontracts?Is there

707、small order value where approval is not needed?To what level?In what currency will Purchase Orders be placed?Yes ISI No区IYes ISI No区IYes 凶 NoElYes ISI NoEiAre major spare parts to be purchased with Main Order?For which equipment?Yes 凶 NoElWill Client review or approve any V endor Drawings?Give detai

708、ls, and determine review periodYes 凶 NoElDoes ABB Lummus analyze the Spares Recommendations, or pass the lists to the Client forhis review and selection?For Subcontracts, are standard ABB Lummus general conditions to be used in?Accordance with normal ABB Lummus procedures? Yes 区 No区Special requireme

709、ntsMaterial ControlIs positive material identification program to be used?Give detailsDoes Client have material coding/identification system?Give detailsIs there an early tie-in/shutdown phase on existing plant?How will required materials be requisitioned and identified?Will Client provide separate

710、and secure storage?Dry and heated? Under cover? Fenced letdown area?Will all materials be delivered to the main site for issue?Give details of materials to be sent to fabrication yardsHow many different destinations are to be considered?Give detailsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes

711、 ISI No区IWhich materials subcontractors will provide? Which by ABB Lummus?CivilStructural steelBuildingsPipingInsulationPainting/LiningsElectricalInstrumentsHow will free-issue materials be issued to construction subcontractors?What is the agreed working surplus for various categories of bulk materi

712、als?How will surplus materials and scrap materials be controlled?Will goods be consolidated for overseas shipment?Will goods be containerized?Who will process claims for Customs Duty and relief?Yes区No区IYes 凶 NoElConstruction SiteWill Client receive and store early deliveries?Has Client any special p

713、acking or shipping instructions?Give detailsHours for receiving goodsSite address for consignment of goodsAny weight, size, clearance limitations in existing plant?Yes ISI No区IYes ISI No区IYes ISI No区IWhat carnage is generally available at site?What are the limitations on transport to the site?Byroad

714、?By rail?By sea?Acceptable ports for offloading? Capability of local carnage?Can documents be airfreighted to site? What local courier arrangements are available?Site address for documentsWhere goods are delivered directly to the site by the vendor, check that transit insurance isnot duplicatedFor a

715、n existing site, obtain copy of Clients Site Rules and Regulations for incorporation intoConstruction Subcontracts and Site Managers ManualFor an existing site, determine what policy and procedures will be adopted to handleIndustrial RelationsIt is not appropriate that the following Sections are iss

716、ued to the Client!CONTRACT DETAILSContract With The Client (this section is NOT to be issued)Does ABB Lummus have authorization to proceed?What form does this take?Type of contract? (Lump sum, fixed rates, reimbursable)What guarantees have ABB Lummus undertaken?Are there any liquidated damages, or i

717、ncentive payments?What is ABB Lummus maximum liability under the contract?What bonds are issued to Client? Expiration date(s).Is there any down payment due from Client?What must we do to obtain payment?Does Client withhold retention monies?What must we do to obtain payment?Are there any special paym

718、ent conditions?Give details (letter of credit, promissory notes)Does the Client pay directly for?Permits? Approvals? Review of plans?Taxes? V isas? Work permits?Customs duties? Port handling charges?Are any trading permits necessary?Give details (Trade Unions, USA, overseas)For overseas contract, do

719、 we need local representation?Give details (local agent, lawyer, auditor)For overseas contract, do we need to register locally?Give detailsYes 因 NoEiYes El NoEiYes El NoEiYes El NoElYes El NoEiYes ISI NoBIYes 囚 NoElYes ISI NoBIYes 囚 NoElYes 囚 NoElYes 囚 NoElBillina ArranaementsDo Contract terms allow

720、 for escalation or pricing review?How and when will this be done?Yes ISI No区IIs Client approval required for?Assignment of personnel?Overtime working?Travel, within USA, overseas?Is formal Personnel Assignment/Change Form requiredHow will the Client be billed for?License fees?Engineering?Procurement

721、?Construction Supervision?Computers and CAD?Reimbursable costs?Fees? Retention?Yes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IINSURANCE REQUIREMENTSNote: Where any question arises regarding ABB Lummus or TRAFALGAR HOUSE GroupInsurance, the Project Manager should not discuss with the Client.Refer fi

722、rstly to the V ice-President, Finance and Administration.What insurance must ABB Lummus provide under the contract?Employers liability?Automobile Insurance?Marine Insurance for goods in transit?Contract Works Insurance during construction period?Any special requirements?Standard ElStandard 区Yes区No区I

723、Yes 凶 NoElProject Schedule (this Section is NOT to be issued)Is a PROJECT SCHEDULE included in the Contract?Give details of target dates and milestonesYes ISI No区IBegin detail engineeringStart field constructionMechanical completionDoes the schedule rely on data from client or licensor? Yes 凶 NoElGi

724、ve detailsDefine extent of engineering studies, and effect these may have on scheduleProject OverviewGive brief overview of project for Management and Sales record:Brief description of the projectTarget completion dateBrief description of ABB Lummus activityContract award dateTarget completionTotal

725、installed costAs-sold man-hoursTotal cost of ServicesType of Services:StudyConceptual DesignFront-end EngineeringDetail EngineeringProcurementConstruction Mgmt.Project Management ContractProject Services ContractOtherYes区No区IYes El No区Yes ISI NoEiYes ISI NoEiYes区No区IYes El No区Yes区No区IYes El No区Other

726、 significant data4 - DESIGN BASISSCOPEThe DESIGN BASIS checklists have been developed to assist the Project Manager and hislead engineers at the start of a new project. The data obtained from the checklists will beused to complete individual discipline Design Basis as well as Job Instructions issued

727、 by theProject Manager. .INTRODUCTIONThe Project Engineer will prepare the Design Basis with assistance from the DepartmentManagers and the assigned Lead Engineers.The required information is fundamental to the early kick-oft of engineering or detail designon a process plant project. Each Design Bas

728、is will be issued as the first engineeringdocument and approved by the Client. Any missing items will be clearly highlighted.This document also ensures that basic process and engineering data is collated in a standardfashion.For projects other than process plants, develop additional sections as nece

729、ssary.Please to see specific Design Basis requirements and procedures.ENGINEERING - GENERALHave we received all Client Standards and Specifications?Is there an Index with revision numbers/dates?Do we need any National/Local Codes or Regulations?Give detailsWhat system of weights/measures will be use

730、d?Will all written language be in English?Give detailsYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IConsider also nameplates, warning signsAre ABB Lummus standard forms to be used for?Specifications, Standards?Data sheets?Drawings?Reports?Requisitions?Give detailsYes区No区IYes 凶 NoElYes ISI No区IYes

731、ISI No区IYes区No区IDrawing title blockIs Clients Logo to be incorporated?Obtain copy of Logo and permission to useIs ABB Lummus standard numbering acceptable for?Equipment, materials?Specifications, data sheets, drawings?Requisitions?V endor prints?Yes ISI No区IYes 凶 NoElYes区No区IYes 凶 NoElYes区No区ICODES

732、AND SPECIFICATIONSDesign will be to approved ABB Lummus specificationsGive detailsYes ISI No困Codes to be used:Steam generatorsUnfired pressure vesselsStorage tanksFired heatersShell and tube exchangersPumps, processPumps, offsite, utilityCompressors, centrifugalCompressors, reciprocatingNoiseElectri

733、calInstrumentsIntrinsic safetyRelief systemPiping, processPiping offsetsPipe stress analysisFire and SafetyToxic hazardsRadiological hazardsConcrete.SteelworkBuildingsSanitationRoads, pavementsSewersEffluent, wastewaterEffluent, atmosphericOtherPROCESS DESIGNAre there any patent or secrecy requireme

734、nts? Yes El No区IGive details of any necessary security arrangementsFor an existing plant, has an overall mass and heat balance beenCarried out to determine spare capacity available? Yes 囚 No区Give details for each serviceWhat is Clients philosophy on spare equipment?How will bulk materials be deliver

735、ed? By rail car, road tanker, truck?In drums, pallets, sacks? Consider each stream.How will materials be stored? How often will deliveries be made?What is the optimum delivery size?Similarly, how will each bulk product be handled?Has Client allowed for removal of all solid and liquid wastes?SAFETYWh

736、at safety facilities are required?FirewaterYes M NoEiSprinkler systemYes M NoEiFoam systemYes M NoEiHalon systemYes M NoEiOtherYes M NoEiMobile fire fightingSafety showers? Eye baths?Breathing air system?OtherSITE DETAILSSite LocationSite Elevation above sea levelIs there an overall plan of the area

737、? Aerial photographs?Are there any obstructions above ground? Below ground?Give detailsYes ISI No区IYes ISI No区IWhat are plot co-ordinates? Plant North vs. true North?Site Plan Drawing No, Rev NoCheck the following:True North, Plant NorthEast 1 00.000, North 100.000Site elevationsAre plot limits clea

738、rly shown?Are battery limits/ tie-in points clear?Give detailsIs Topographical Survey available? Soils Report?Give detailsYes 凶 NoElYes区No区Iyes区No区Yes ISI No区IYes ISI No区IYes区No区ISea-level reference datumMaximum high tidal level +ft minimum Iowa -ftMean tidal movementftPLANT LAYOUTIs provision to be

739、 made for future expansion?Give detailsYes ISI No区IAre there any particular construction or maintenance requirements affectingThe plant layout? Consider heavy lifts, Client carnage etc. Yes 囚 NoEiGive detailsWhat mobile equipment does the Client own for plant turnarounds?Is vehicle access required f

740、or transportation of raw materials or finishedProducts? Also for fire fighting. Yes ISI NoEiWill the natural contours and general slope of the site affect the layout of?The facilities? Yes 区NoEiAre there any facilities outside the proposed plant site, which may influence the design?Consider also tie

741、-in points? Are drawings available?What is the direction of the prevailing wind?Is there any preferred location for flare, stacks, cooling tower or boilers?Are there any railroad sidings? Suitable for our purposes?Are their existing sewer systems? Yes 区 No区IGive details of each type, and locations o

742、f invertsAre any new offices required?Give details (control room, canteen, warehouse, workshop)Yes区No区IBATTERY LIMIT CONDITIONSBATTERY LIMIT CONDITIONSStream NumberMaterial NameService SymbolMaterial StateIn or OutLocation of B.L.Connection SizeAbove/Below GradeTemperature: UnitsOperatingOperating M

743、ax.Up-Set ConditionDesign Max.Pressure: UnitsOperatingOperating Max.Up-Set ConditionDesign Max.Flow Rate: UnitsOperating Min.Operating Norm.Operating Max.Transportation:Flow Measurement ofRemarksNote: Repeat this page as necessary for the number of streams or tie-ins.FUEL SYSTEMSFUEL GASPressure:Des

744、ign (PSI)Operating Max (PSI)Operating Min (PSI)Design Temp. Deg FSourceMolecular WeightComposition:Heating V alue UnitsFuel CostsNatural GasRefinery GasFlow Measurement ofStreamLIQUID FUELSLIQUID GASPressure:Design (PSI)Operating Max (PSI)Operating Min (PSI)Temperature:Operating Min Deg FDesign Deg

745、FV iscosity at DesignSpecific GravitySourceHeating V alue UnitsFuel CostsFlow Measurement ofStreamBunker a Fuel OilUTILITY SYSTEMSSTEAM SYSTEMSHPCondenseMPCondenseLPCondenseSupply Pressure:Design (PSI)Operating Max (PSI)Operating Min (PSI)Temperature:Design Deg FOperating Max Deg FSourceSteam CostsV

746、 elocity ft/secFlow Measurement ofStreamCONDENSATECONDENSATEHPMPLPCondenseCondenseCondenseBack Pressure:Design (PSI)Operating Max (PSI)Operating Min (PSI)Temperature:Design Deg FReturn toFlow Measurement ofStreamWATER SYSTEMSWATER SYSTEM CW CW FIRESUPPLY SUPPLY WATERUTILITY GLANDS/SEAL/STATION OR JA

747、CKETSTemperature:Operating Min Deg FOperating Max Deg FDesign DegFPressure:Operating Min (PSI)Operating Max (PSI)Design Max (PSI)SourceTypeV elocity ft/secFlow Measurement ofStreamWATER ANALYSISSourceDate CollectedDate AnalyzedAppearance of sampleTotal Dissolved SolidsOrganic MatterSuspended SolidsC

748、hloroform ExtractablePhPhenolphthalein as CaCO2Methyl orange as CaCO2Hydroxides as CaCO2Hardness as CaCO2Specific ConductanceSilica as SiO2Iron as Fe2O3Calcium as CaMagnesium as MgSodium and Potassium as NaBicarbonate as HCO2Carbonate as CO2Hydroxide as OHChloride as ClSoleplate as SO4Nitrate as NO2

749、Carbon Dioxide as CO2TurbidityRemarksNote: Correlate water types and samples to the previous water systems.AIR SYSTEMSAIR SYSTEMS Plant Inst Emergency StartingAir Air Inst Air AirPressure:Design (PSI)Operating Max (PSI)Operating Min (PSI)Temperature:Design Deg FOperating Max Deg FMax Dew point Deg F

750、SourceTypeFlow Measurement ofStreamRemarksSupply of instrument air available?Give details and quantity availableIs new plant air/ instrument air system required?Give detailsConsider also emergency instrument airGive detailsYes ISI NoEiYes区No区IYes ISI No区IELECTRICALPower Distribution:Main power sourc

751、e; from_Fault level MV ADistribution levelV oltsPhaseHertzAbove/ Below GradeMain SupplyPrimary DistributionSecondary DistributionLightingEmergency LightingElectrical InstrumentsWelding OutletsEmergencyOtherElectric Motors:Standard Frame Type_RANGE OF KILOWATTSRange in KilowattsV oltsPhaseHertzType o

752、f startingFrom KW UpwardsFrom KW to KWFrom KW to KWFrom KW to SmallerArea classification in accordance w ith_Metering:_Main supplyOtherINSTRUMENTS AND CONTROLSGeneral type of instrumentation:Pneumatic Electronic DCS Other Units for instrument scales:Temperature |Process pressure iAtmospheric pressur

753、e iFlow IMass jdeg Fpsigin H2OUsgpmlbsdegbarmbargallminlong toncurlerField instruments, give preferred supplier and type:Control valvesRelief valvesPressure gaugesLevel gaugesFlow metersTemperatureStandard instrument connections to vessels, piping? Yes 凶 No区If not available, establish standardContro

754、l panel instruments:Type Size ModelManufacturerType of main panelFull graphic Yes 区 NoEi Semi-graphic Yes 区 NoEi Other Yes El NoElGive detailsType of local panel(s)Data logging required? Yes 凶 No区Computer facilities required? Yes 凶 No区IGive detailsCLIMATIC CONDITIONSBarometric pressure:Average annua

755、l pressure in-HgMaximum pressurein-HgMinimum pressurein-HgAmbient temperature:Highest monthly averagedeg FMaximum recordeddeg FLowest monthly averagedeg FMaximum recordeddeg FWind Conditions:Average wind velocity- -ft/secMaximum wind gusts ft/secPrevailing wind direction from _Include wind rose if a

756、vailable Yes ISI NoEiAre salt spray or dust storms a problem? Yes El No区Give detailsAre lightning storms a problem? Yes ISI NoEiGive detailsRainfall:Average annual rainfall inMaximum recorded- in per hour, and in per dayAverage annual snowf al l inMaximum recorded -in per hour, and in per dayHumidit

757、y by month: Jun July Aua SeptAverage wet bulb temp, deg F -Average dry bulb temp, deg F -Relative humidity, maximum % -Relative humidity, minimum %Design Conditions:Barometric pressure in-HgDesign ambient, maximum deg F design minimum deg FFor air cooled heat exchangers, use design ambient temp deg

758、FDesign wind velocity ft/secFor height and shape factors use codeDesign rain intensity- in per hourDesign for snow pack of_ in (omit if roof load established)Design relative h u mi d i t y % at dry bulb temp deg FCIVIL AND STRUCTURALIs the site located in earthquake zone? Yes 凶 No区Give details of se

759、ismic design criteriaSite investigation by Client Yes 区 No区Soils ReportV egetationTopsoilUnder strataEase of excavationIs piling required?Elevation of water tableIs groundwater a problem?Soleplate content of ground waterTopographical Survey by ClientTopographical ReportIs Clients benchmark establish

760、ed?Benchmark reference elevationShown on drawingWith coordination ofYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区ISite Access:WidthHeadroomPrincipal Site RoadsMain Plant RoadsSecondaryWalkways and PlatformsMinimum Turning RadiusFoundation design:Base elevation (plant datum) relative to sea levelEx

761、isting ground elevationMinimum depth below finished ground levelTop of Foundationsto Include GroutPaved Areas OpenSheltersInside BuildingsHigh point of PavingDATUMU/Side Steel PostsU/Side Mase.SupportU/Side EquipmentU/Side TransformersImposed Loads: UnitsDesign Floor LoadsBuilding ABuilding BBuildin

762、g CGround FloorFirstSecondThirdTrench coversStairs, walkwaysGeneral platformsPlatforms on vesselsType of flooring:ConcreteSteel checkered plateGratingFireproofing required toFinishes:Structural steelworkBuilding SidingSchedule of internal finishesOtherSEWERS AND WASTE DISPOSALDesign rainfall for sto

763、rm water systemDesign rainfall for roof drainageFirewater flow rateBasic standard specifications:Surface and storm water drainsChemical drainsBuilding drainsSanitary drainsSewerage disposalEffluent treatment plantStatutory requirements.Materials of construction for sewersOFFSHORE STRUCTURESLocation

764、of structureWater depthSeabed Survey byGive detailsEnvironmental report, including interpretation and fatigue wave spectrum by:Give detailsEnvironmental ConditionsWave HeightSea CurrentWind V elocityStormOperatingDesiqn ConditionsTransportationInstallationWave accidence criteriaTide and surgeAllowan

765、ce for marine growthTopside/Jacket Interface:Load planWind loadsArrangement drawing at interfaceLocation of conductors, sizes, loadsJacket/Pipeline Interface:Location of pipeline risersLocation of J-tubesOther detailsStructural design and calculations:National Design Code to be usedYield strengths o

766、f steel to be usedSCF formulationsDesign life of the structureBoat impact criteria to be consideredMethod of loading-out the jacketSelected barge(s)Barge data to be used for designSelected crane vessel(s)Data on crane vessel to be used for design, crane geometry, hook capacitysFoundations and pile d

767、esign:Shallow seismic dataGive detailsSoils Report byGive detailsType and size of pile hammers)Type and strength of grout to be usedAre Hydraulic couplings required?Give detailsYes区No区IInstallation method:Will divers be used?Give detailsWill ROV (remotely operated vehicle) be used?Give details of RO

768、VWill hydraulic/pneumatic power be supplied from crane vessel?Yes 凶 NoElYes 凶 NoElYes 凶 NoEl5 - PROJECT MANAGEMENT AUDITSCOPEThis procedure provides a working document for Project Management Audit.INTRODUCTIONA Checklist, Project Management Audit, is used by the Project Manager to formalize thedevel

769、opment and completion of the various activities through the life of his project.It is intended as a reminder list, and is used for formal self-assessment by the ProjectManager to insure that his job conforms to JOHN BROWN standard project approach.PROCEDUREThe Project Manager reviews the Check List

770、at regular monthly intervals. He marks it whenactions have been completed on time.Where there is a problem, or where requisite activities have not been completed, then theProject Manager notifies the V ice President, Operations and responsible DepartmentalManager accordingly. He will establish a new

771、 target date for effective completion. He followsup weekly on outstanding actions until complete.The Project Manager will retain a copy of each months markup to provide a history ofimportant events in the development of his project.Senior Management may also use the Check List as necessary during re

772、views of projectperformance.PROJECT MANAGEMENT AUDITProject Number ProjectProject TitleLocationCONTRACTDate signedContract guaranteesOutstanding liabilitiesPROGRESSPlanned completion %Contract datesAre milestone dates being achieved?Give detailsPlanned man-hours to dateCurrent man-hour budgetExplain

773、 the growthDateCompletion dateActual to date %Yes 区I NoElActual usedforecast finalCOSTSAre forecast man-hours covered by Design Changes?No因Give detailsAre ABB Lummus man-hour costs less than budget?Give detailsAre fixed price elements trending under budget?Give detailsAre non-reimbursable costs unde

774、r strict control?How do you verify these?Is an overall Cost Estimate to be prepared?Give detailsYes ISIYes 凶 NoElYes 凶 NoElYes 凶 NoElYes区No区IPAYMENTCurrent status of invoicingTotal invoicedAmount outstandingAmount overdueAre there any claims from either party?Date of latest invoiceAmount in disputeY

775、es ISI No区IGive detailsINSURANCE AND BONDSWhat insurances are required from ABB Lummus?Give detailsWhat insurances are required from Subcontractors? Performance bonds?Give detailsPROFIT AND CONTINGENCYCompare as-sold figures with current position:Gross profit CurrentlyProfit per man-hour, CurrentlyC

776、ontingency CurrentlyContingency per man-hour CurrentlyCommentsPROJECT COORDINATIONHave the following been established? Enter the date completed.JOB KICK-OFFDate and CommentsKick-off meeting with the ClientJob InstructionsDesign BasisCoordination ProcedureSchedule of Client meetingsMonthly Report to

777、ClientDesign Changes SummaryYes 因 NolXIYes H No区1Yes区No区1Yes H No区1Yes区No区1Yes H No区1Yes区No区1PROJECT CONTROLProject Organization formalizedManpower assignments confirmedInternal Project Kick-off meetingCoordination meetings establishedPreliminary Engineering ScheduleOverall Project NetworkWeekly act

778、ivity DO-ListsQuality Assurance PlanSafety Audits, ScheduleYes H No区1Yes 区 NoElYes 区 NoElYes 区 NoElYes H No区1Yes区No区1Yes 区 NoElYes 区 NoElYes 区 NoElPROJECT ADMINISTRATIONComputer StrategyProject Filing SystemDocument Distribution ScheduleSpecification ListRequisition ListDrawing ListYes区No区1Yes 区 NoE

779、lYes 区 NoElYes 区 NoElYes 区 NoElYes 区 NoElDocument Control SystemV endor Print ControlMaterial Control SystemYes 区 NoElYes 区 NoElYes 区 NoElCOST CONTROLDate and CommentsMan-hour budgetConsolidated Cost ReportDetailed Cost ReportCost Trend Report.Yes 区 NoElYes应No区1Yes El NoEiYes应No区1Design Changes-Cont

780、roLProject Cost Estimate (Total Inst. Cost)Yes区No区IYes ISI No区IPROCUREMENTProcurement proceduresBidders ListInquiry Status ReportPurchase Order StatusSubcontract StrategySubcontract Scheduleyes El NolSIYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区IYes ISI No区ICONSTRUCTIONConstruction StrategyConst

781、ruction ScheduleField organization, assignmentsMobilization date establishedDemobilization Date EstablishedProgress records arrangedYes ISI No区IYes ISI No区Iyes 区 NoElYes区No区IYes 区 NoElYes ISI No区IPROJECT CLOSEOUTRecord drawings completedCloseout report issuedCompletion Certificate receivedProject fi

782、les sent to archiveFinal billings paidPerformance bonds releasedYes区No区IYes区No区IYes ISI No区IYes ISI No区IYes区No区IYes区No区IOther itemsSECTION IIISTANDARD FORMS1 - STANDARD FORMSPROJECT REPORTTitleClientProject Mgr.PROJECT RESPONSIBILITY (Circle) E, P, CM, CJob Loc:Constar. MgrProject PlanOKick Off Mtg.

783、 0Contract 0 Contract TermsCASHTotal Billings to Date Total Cash Received$ $Total Cash Expended$Overdue Receivables$COST FORECAST/ANALYSIS$(000)Physical% Comp.% Expend % Budget$ Forecast $ V arianceHome Office Man-hoursField Man-hourMaterialsEquipment/ install. SubsConsti uction/SubsContingency /Pro

784、visions/FeeTOTAL Complete only if LSTKBUDGET ANALYSIS $(000)Original Budget $+ Approved Change Orders $=1 AboveSubmitted Not App. Change Orders $Uncommitted Change Orders $Amount Est. Collectible $Amount Est. Collectible $SHEDULE (Cumulative)ENGINEERING: Revised Shad. % Camp. _PROCUREMENT: Revised S

785、hed. % Camp._ Forecast % Camp._Forecast % Comp._ Act. % Camp._Act. % CompCONS IHUC HUN: Revised Shed. % Camp._OV ERALL: Original_ horecast % comp._ Revised Shed. Data Mach, Comp. _Forecast Shed. Date Meeh. Camp._ Act. % comp_QUANTITIESNo. Of Dwgs. Budget.- Current Forecast-Issued for Construction -N

786、o. Of P&IDs-Budget_ Current Forecast_ Issued for Design _No. Of Isometric-Budget- Current Forecast - Issued for Construction-No. Of Pcs. Maj. E q u i p me n t - Re q u i s i t i o n e d Pos IssuedNo. Of LF Piping-Requisitioned- Pos Issued -BudgetForecastAmountField NeedsIssued forConstructionOnSiteA

787、mount1 nstalledConcrete CYStructural Steel TNBldg. (20KSFOnJb)Piping LFMajor Equipment EAPRODUCTIV ITYEngineering Anticipated to data, _ Actual_Construction Anticipated to date ActualSAFETYIncidence Rate Recordables H.O. FieldIncidence Rate Lost Time H.O. FieldGROSS MARGIN $(000)As Sold $Current Forecast $_Date:-Client:-Job Location:I have personally completed the attached Project Report for the month of-And have provided the best available information for my project.Project ManagerComments to Management:Regional General ManagerRegional Finance Manager