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Petroleum Development Oman L.L.C.

Project Management of Change Procedure

Document ID PR-1247

Document Type Procedure

Security Unrestricted

Discipline Project Engineering

Owner UEP/3

Issue Date 22-04-2015

Revision Rev 5

Copyright: This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any
part of this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted in
any form by any means (electronic, mechanical, reprographic recording or otherwise) without prior written
consent of the owner.
Project Management of Change / Rev. No. 5

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Project Management of Change / Rev. No. 5

i Document Authorisation

Authorised For Issue – 22nd April 2015


Document Authorisation

Document Authority Document Authority Document Custodian Document Controller


Julian Masters Leandro Cuberos Mejia Sreekumar Nair Said Harmali
UEP UEP3 UEP33 UEOI211
(CFDH-Project (CFDH-Project (Functional Lead – (IM Coordinator)
Engineering) Services) Cost Engineering)

Date: Date: Date: Date:

ii Revision History
The following is a brief summary of the most recent revisions to this document. Details of all revisions
prior to these are held on file by the issuing department.
Version Date Author Scope / Remarks
No.
05 April 2015 Sreekumar Nair UEP/33 Introduce;
 No-Change Mindset after DG3b.
 Set of Change Criteria
 Asset BVDs, CRP, and Approval levels for
<USD 50 mln projects
 PMC tool
 Portfolio level reports and audit requirements
04.1 May 2012 Paul Frost UEP/3 Minor inconsistencies corrected.
04 Jan 2012 Paul Frost UEP/3 Approved. Includes Baseline Value Drivers
03 Oct 2011 Paul Frost UEP/3 Issued for Review - Update in line with RHIP
02 Mar 2011 ANA Al Suleimany OTE/2 Approved
01 Jul 1999 Issued for review

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Project Management of Change / Rev. No. 5

iii Review Team


Name Portfolio
Mata'Ni, Mohammed UEP/331 Function
Mirza, Hamza UEP/311 Function
Ting, Kong Yu CTP/1 CPD
Akhavan, Majid CTP/11 CPD
Sesha Guru, Sankareswaran GGE/4 Gas
Narayanasamy, Rajesh GGE/41 Gas
Stanley Fernando, Kingston FBI/3 Infrastructure
Mithra, Vimal ONE/43 North Oil
Cruickshank, David UIR/5 RAH
Pentapalli, Srinivasa UIR/53 RAH
Sidharthan, Rajesh OSE/4 South Oil
Agrawal, Pankaj OSE/41B South Oil
Oluwapojuwo, Olalekan OSE/41M South Oil

iv Related Business Processes


Code Business Process
CP117 Project Engineering Code of Practice

v Related Corporate Management Frame Work (CMF) Documents


The related CMF Documents can be retrieved from the Corporate Business Control Documentation
Register CMF.

EXECUTIVE SUMMARY

This document describes the process for controlling and managing changes during the DEFINE and
EXECUTE phases of PDO projects. Change control is an important factor in ensuring that projects are
completed on time and within budget. The document sets out a series of key Baseline Value Drivers
for the projects which shall be developed during SELECT phase and then describes a structured
method for assessing and approving (or rejecting) changes against these parameters.
The ‘Stage Gate’ methodology described provides a consistent approach to the assessment of
Changes by Change Review Panel consisting of senior project personnel. The Change Review Panel
meets regularly and acts as the reviewing and decision making body. Approval Levels associated with
varying levels of change are also defined in the document.

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Project Management of Change / Rev. No. 5

Contents
i Document Authorisation ............................................................................................................... 3
ii Revision History ............................................................................................................................. 3
iii Review Team ................................................................................................................................... 4
iv Related Business Processes ........................................................................................................ 4
v Related Corporate Management Frame Work (CMF) Documents ............................................. 4
1 Introduction .................................................................................................................................... 7
1.1 Background.............................................................................................................................. 7
1.2 Distribution and intended audience ......................................................................................... 7
2 Objective, Purpose and Scope ..................................................................................................... 7
2.1 Purpose ................................................................................................................................... 7
2.2 Objective .................................................................................................................................. 7
2.3 Scope ....................................................................................................................................... 7
2.3.1 Exclusions ............................................................................................................................ 8
3 Basics of PMOC Process............................................................................................................... 8
3.1 Project Basis ............................................................................................................................ 8
3.2 Changes .................................................................................................................................. 9
3.3 Change Criteria........................................................................................................................ 9
3.4 Baseline Value Drivers ............................................................................................................ 9
3.5 Classification of Changes based on impact levels ................................................................ 10
3.6 Approval Authorities .............................................................................................................. 11
3.7 Change Review Panel (CRP) ................................................................................................ 11
4 PMOC Process .............................................................................................................................. 12
4.1 Identifying and Recording Change ........................................................................................ 13
4.2 Screening ............................................................................................................................... 13
4.3 Impact Assessment ............................................................................................................... 14
4.4 Change Review ..................................................................................................................... 15
4.5 Implementation of Change .................................................................................................... 16
4.6 Reporting Change.................................................................................................................. 17
4.7 Emergency Change Process ................................................................................................. 17
5 PMOC Process for Projects <50M$ ............................................................................................ 18
5.1 South Oil Asset ...................................................................................................................... 18
5.1.1 BVDs and Approval Authorities ......................................................................................... 18
5.1.2 CRP – Change Review Panel ........................................................................................... 18
5.1.3 Change Coordinators......................................................................................................... 19
5.2 North Oil Asset....................................................................................................................... 19
5.2.1 BVDs and Approval Authorities ......................................................................................... 19
5.2.2 CRP – Change Review Panel ........................................................................................... 20
5.2.3 Change Coordinators......................................................................................................... 20
5.3 Gas Asset .............................................................................................................................. 20
5.3.1 BVDs and Approval Authorities ......................................................................................... 20
5.3.2 CRP – Change Review Panel ........................................................................................... 21
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5.3.3 Change Coordinators......................................................................................................... 22


5.4 Infrastructure Asset ............................................................................................................... 22
5.4.1 BVDs and Approval Authorities for Projects greater than 20M$ ....................................... 22
5.4.2 BVDs and Approval Authorities for Projects less than 20M$ ............................................ 23
5.4.3 CRP – Change Review Panel ........................................................................................... 23
5.4.4 Change Coordinators......................................................................................................... 23
5.5 Change Register .................................................................................................................... 24
5.6 Reporting ............................................................................................................................... 24
6 Funding the Change..................................................................................................................... 24
7 Roles and Responsibilities.......................................................................................................... 24
7.1 Project Manager / Project Engineer....................................................................................... 24
7.2 Project Services Lead ............................................................................................................ 24
7.3 PMOC Coordinator ................................................................................................................ 25
7.4 Change Initiator ..................................................................................................................... 25
7.5 Screening Team .................................................................................................................... 25
7.6 Impact Assessor .................................................................................................................... 25
7.7 Change Review Panel (CRP) ................................................................................................ 26
7.8 Change Owner....................................................................................................................... 26
8 PMOC Tool .................................................................................................................................... 26
9 Portfolio Level Reporting & PMOC Audits................................................................................. 26
10 Abbreviations ............................................................................................................................... 27
11 Appendix-1 – Attachments .......................................................................................................... 27

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1 Introduction
1.1 Background
The purpose of the Project Management of Change process is to improve, maximise and
protect the ultimate integrity and value of PDO projects by ensuring that all changes to the
agreed Project Basis are robustly managed.
PDO projects will implement the Project Management of Change (PMOC) process through the
DEFINE and EXECUTE phases, effective from the commencement of DEFINE phase (post
Decision Gate 3b (DG3b)).
This Project Management of Change procedure sets out the PDO process for controlling
changes to the agreed Project Basis and assure that further development and definition from
starting point (DG3b) is properly managed, communicated and documented.

1.2 Distribution and intended audience


This document will be archived electronically within the PDO Livelink database, which will hold
the definitive current version.
The intended audience is all personnel involved in PDO projects, including Subsurface,
Facilities Delivery, Wells Delivery, OR&A, HSSE & SD, QA/QC, Project Services, C&P,
Finance, as well as the BOM, DRB and DE.

2 Objective, Purpose and Scope


Control of project change is an essential element in the management of design integrity and
project performance. The primary aim of this procedure is to establish a systematic approach
to the identification, quantification, evaluation, approval, implementation and reporting of
changes to the approved Project Basis, during the DEFINE and EXECUTE phases of the
project.
This Procedure describes how to manage the early identification, recording, documentation,
screening, impact assessment, review, approval, implementation and reporting of a Change.
Early identification of potential Changes, rapid information flow and timely decision making will
lead to success in this process.

2.1 Purpose
The purpose of this procedure is to set standard process of managing deviations to approved
Project Basis, in PDO projects.

2.2 Objective
There are four basic objectives for Project Management of Change:
1. To record changes to the project’s approved basis for historical, accountability and
auditing purposes;
2. To control changes – identify changes, screening, impact assessment and decision
making;
3. To provide early warning of changes and facilitate timely decisions regarding potential
changes;
4. To support Cost and Schedule Forecasting.

2.3 Scope
This procedure applies to all activities performed and deliverables produced by the project
team (including Subsurface, Facilities Delivery, Wells Delivery, OR&A, HSSE & SD, QA/QC,
Project Services, C&P and Finance) from completion of the SELECT Phase, through DEFINE
and EXECUTE Phases.

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Any proposed deviation from this process shall be reviewed by UEP33 and get endorsed by
CFDH – Project Services (UEP3).

2.3.1 Exclusions
This procedure does not cover:
• Deviation from PDO Standards – please refer to PR-2066 – Managing
Deviations from Standards & Procedures
• Requests to deviate from approved Contractors or Vendors.
• Revision of Budget and re-phasing processes.
• Facilities change proposals (FCPs) which deal with changes to installed
facilities and are governed by the Field Change Proposal procedure PR-1001a.

3 Basics of PMOC Process


Freeze
Scope

Select Define Execute Operate

DG3 DG4

Choosing the right


Project Basis Project Management of Change - PMOC Operations MOC Applies

( No Change Mindset )

VALUE CREATION VALUE PROTECTION VALUE REALISATION

Figure: - 2. PMOC with ‘No Change Mindset’

Good scope definition is fundamental to minimizing changes in a project. Good scope


definition, coupled with a clear set of project objectives which are agreed with all stakeholders
ensures a sound basis for the project. This is the biggest and most important way to avoid
future preventable changes.
After DG3b, a “No-Change Mindset” should govern the project and changes in accordance to
Change Criteria (section 3.3) will only be considered.

3.1 Project Basis


Project Basis is a set of technical, cost, time and strategy/plan documents approved at
decision gates, which defines the project scope. Examples of Project Basis documentation;
During the DEFINE Phase (endorsed at DG3b):
 Field Development Plan
 Concept Selection Report
 Basis for Design documentation
 DEFINE Phase Budget
 Type-2 Cost Estimate and Estimate Basis
 DEFINE Phase Timeline
 Integrated Schedule, major milestone, and Schedule Basis
 Project Execution Strategy/Plan
 Contracting Strategy/Plan

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During the EXECUTE Phase (endorsed at DG4):


 FEED documentation
 Project Specifications
 EXECUTE Phase Budget (without P50 Contingency) and basis of Cost
Estimate
 Integrated Schedule, major milestone, and Schedule Basis
 Project Execution Strategy/Plan
 Contracting Strategy/Plan

3.2 Changes
Changes are deviations from the Project Basis and cover areas such as omissions or gaps in
scope of work, incomplete definition of intermediate deliverables or methods, changed project
premises or external influences.
The project needs to manage such Changes to ensure there is an auditable mechanism for
decisions related to the content and consequences of these Changes.

3.3 Change Criteria


Changes may be considered only if they meet one or more of the following Change Criteria:
Criterion 1. The Change is essential to maintain health, safety, environment and security
standards;
Criterion 2. The Change is essential to comply with legislation or results from a change in
legislation;
Criterion 3. The Change is essential for system or component functionality or operability;
Criterion 4. The Change is essential for the implementation of the project, due to variation
in original premises (estimate basis, schedule basis, strategies and plans,
etc.)
In exceptional cases, BOM/DE may propose specific changes and in such cases, the project
team shall use the PMOC process. Examples for such cases;
 The Change will result in a significant reduction in the life cycle cost without impact on
schedule.
 Availability improvement as a result of improved reservoir data.

3.4 Baseline Value Drivers


For the purpose of the PMOC process, the Baseline Value Drivers (BVDs) are the set of
targets approved at decision gate. BVDs are approved at the Decision Gate (DG3b / DG4) by
the DE.
The BVDs for a project are determined at the end of SELECT Phase and the approved BVDs
at DG3b will form the basis for the PMOC process during the DEFINE phase.
At the end of DEFINE phase, the BVDs are revised, updated or added with new
documentation and the approved BVDs at DG4 will form the basis for PMOC process during
the EXECUTE phase.
A change to the Baseline Value Drivers will either increase or erode the value of the project
and is therefore subject to the PMOC.
Examples of Baseline Value Drivers are:
1. Time – Project Schedule (Major Milestones)
2. Cost – (Opex / Capex budgets)
3. Target Asset Production
4. Asset Integrity
5. Asset Availability
6. Reserves

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All projects >$US50M will have their individual BVD set developed at DG3b. If Change occurs
during the DEFINE Phase (e.g. reserves, project budget or schedule milestones changed) an
updated BVD set must be developed at DG4.

3.5 Classification of Changes based on impact levels


The potential impact of a Change must be considered when applying the PMOC process.
Changes can be classified in four Levels according to their cumulative impact (total impact of
all approved Changes + impact of the current Change) on each BVD. Below table provides
guidance to set impact levels.
Impacts on Level 4 Level 3 Level 2 Level 1
Metric Baseline
(BVDs) Change Change Change Change

<5% 
<1%  >5% 
Major Milestone(s) Months .... or 3
or 1 month > 3 months
months
DEFINE Budget <5% 
>5% 
(not applicable during $ .... <1%  or
or US$1mln
EXECUTE phase) US$100k
Type-2 Estimate <5% 
>5% 
(not applicable during $ .... <1%  or
or US$1mln
EXECUTE phase) US$100k
EXECUTE Budget <1%  <5%  >5%
(including P50 $ .... Changes or or or
Contingency) with no US$5mln US$10mln US$50mln
impact on
BVDs
Operating Expenditure $M/Y Opex .... <1%  <5%  >5% 
or with
impacts

Asset Production k bopd .... <0.1%  <1%  <5%  >5% 

QRA
Asset Integrity .... <1%  <5%  >5% 
(max IRPA)

Asset Availability % .... <1%  <3%  >3% 

Reserves M Boe .... <1%  <5%  >5% 

(QRA - Quantitative Risk Assessment, IRPA - Individual Risk per Annum)

General Guideline on change level <0.1%  <1%  <5%  >5% 

As part of the project specific Management of Change elements in Project Controls Plan, the
project team shall set up the BVDs. The baseline values (column-3 of above table) shall be
documented and the deltas are calculated as per the percentages given. Wherever the
percentage value is more than the given discrete values, the discrete values shall be
applicable.

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3.6 Approval Authorities


The approval authority of a Change is on the basis of the impact level on the BVDs (refer to
3.4). The below table describes the Approval Authority for each impact level.
Change Approval
Comment
Level Authority
Level 4 Project Engineer To be presented to next Change Review Panel, for info.

Level 3 Project Manager To be presented to next Change Review Panel, for info.
BOM, CTSM and CPDM shall join the CRP meeting
BOM CPD Projects to review Level 2 Change.
After decision by BOM, inform DE
Level 2
Asset Major BOM and AEM shall join the CRP meeting to review
Asset Engineering
Projects Level 2 Change.
Manager (AEM)
(>50M$) After decision by AEM, inform DE
DE, BOM, CTSM and CPDM shall join the CRP
CPD Projects
meeting to review Level 1 Change
Level 1 DE Asset Major
DE, AEM and BOM shall join the CRP meeting to
Projects
review Level 1 Change
(>50M$)

3.7 Change Review Panel (CRP)


The objectives of the Change Review Panel are;
 To review the decisions taken by PE and PM for Level 4 and Level 3 Changes
 To take decisions for Level 2 and Level 1 Changes
 Ensure that all implications of the Change are considered before being accepted or
rejected, for all Changes.
The Change Review Panel will meet on a regular basis; monthly on a specific day and at a
specific time. CRP can be called to meet by the PMOC Coordinator when the need arises on
or at the discretion of the Project Manager. If required, the CRP should be able to convene
within 24 hours.
The PMOC Coordinator will work with the Project Manager to ensure that the composition of
the CRP is appropriate that every affected domain and/or function is adequately represented.
Whenever Level 2 or Level1 Changes are been reviewed, ensure that the respective Approval
Authorities are present in the CRP.
CRP Position Project Position
Chairman Approval Authority / Project Manager
Secretary PMOC Coordinator
Member Project Manager / Project Engineer
Member Facility Delivery Manager
Member Project Services Manager
Member HSSE & SD Lead
Member OR&A Lead
Member QA/QC Lead
Member Discipline Lead(s)
Member C&P
Member Finance
Member Subsurface team Lead
Member FEED (Office) Manager
Member Wells lead
Member Functional technical authority (as required)
The CRP quorum is minimum five members, including the Approval Authority. Depending on
the nature of the Change, the Chairman may decide to relieve some CRP members and/or
invite other function/discipline/party as appropriate.

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Within the mandate given by the Decision Executive, the Project Manager owns the budget.
However, it is the responsibility of the Project Manager to ensure that the correct overall
approval is obtained, in particular if authorisation is required from outside the project team
(e.g. PDO Governance and Controls body, DRB, PDAB, Project Steering Committee, Tender
Board, etc.)

4 PMOC Process
The standard procedure PR-1247 is applicable for all projects.
To be able to follow this process, each project requires;
 Project Basis documentation (doc. Number and revision number)
 Documented Baseline Value Drivers and its threshold limits/ranges
 Approval matrix
 Composition of Change Review Panel and CRP meeting schedules
 PMOC Coordinator
 Discipline Leads (as per PCAP TAs)
These specific details shall be documented in the Project Controls Plan, in the section ‘Project
Management of Change’.

Select DG3 Define DG4


(FID) Execute Operate
Project Scope
is frozen Project MOC Process Facility
Management of
Change Process
Project specific Project specific
Project Controls Plan FEED Office / Contractor’s Contractor’s
MOC process Project Controls Plan MOC process
for DEFINE phase for EXECUTE phase

Figure: - 1. PMOC Process in the ORP

Projects below USD 50 Million will follow the PMOC process; however the CRP, BVDs, etc.
will be those at the Asset level, as described in Section 5.

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4.1 Identifying and Recording Change


A Change can originate essentially from anywhere; within the Project Team, Contractors,
Operations, etc. and the source of the Change can be Contractor's change requests,
Design/Constructability/Operability Reviews, HSSE Reviews, Info/updates from Vendors,
Info/Updates from Govt/Legal sources, etc.
The Change Initiator, in consultation with Discipline Lead, shall fill in Section-1 of CPF with all
available details, including supporting documents and references and issue immediately to
PMOC Coordinator, before commencing any study work.
Depending on the nature of the potential change, the PMOC Coordinator shall consult the
appropriate Discipline Leads, PE or PM to decide whether the proposed change is a deviation
of Project Basis (Change) or not. If it is identified as a Change, it will follow the PMOC process
or else the proposal be discarded or follow other project controls processes, such as
forecasting.
PMOC Coordinator shall verify the contents and collaborate with the Change Initiator and
subject matter experts such as Cost, Schedule, HSSE, Finance, Technical Discipline Leads,
etc. to complete Section-1 of CPF, if any essential details are missing. Once the Section-1 of
CPF has been satisfactorily completed, PMOC Coordinator shall register the potential change
into Change Register.

INPUTS PROCESS REMARKS

Contractor's PMOC process


Contractor's change requests
Design, Constructability,
Operability Reviews Change identified by Initiator to fill in CPF Section-1
PDO or contractor personnel
HSSE Reviews and issue to PMOC Coordinator
Info/updates from Vendors
Info/Updates from Govt/Legal
sources

NO Decision by PMOC Coordinator


Is it in consultation with Discipline
Change? Leads, PE or PM.

YES
B

Return to the Initiator

PMOC Coordinator verifies the


Register Change in Change Proposal and ensures
Project/Asset Change Register Change Register that all required details are
available.

4.2 Screening
Screening Team shall consist of at least two members from the CRP and the PMOC
Coordinator. Depending on the nature of the Change, PMOC Coordinator shall select the
screening team. The team shall review the Change Proposals and based on the specifics of the
Change, identify the disciplines or teams to be involved in the Impact Assessment of Change
and the BVD(s) assigned to each Impact Assessor.
Screening Team shall identify and nominate a Change Owner for the proposed Change.
The Screening Team shall meet as frequently as required, however once in a week as a
minimum, when any Change Proposal is available for Screening.
The PMOC Coordinator shall complete CPF Section-2.
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PMOC Coordinator will notify all the Impact Assessors with all details such as;
 CPF Sections 1 and 2, including all attachments and references as applicable
 The timeline to complete the Impact Assessment
 Any specific information (review meetings, engagements, etc.)

INPUTS PROCESS REMARKS

Screening team shall include


Select Screening Team minimum of two members of
CPF Section-1 by PMOC Coordinator the CRP and the PMOC
Coordinator.

CPF Section-1 Screening Team shall review all


Screening Team, in pending Change proposals and
consultations with Subject identify the Impact Assessors
Screening of Change Proposals
Matter Experts, Discipline and their assigned BVD(s).
Leads, etc. Nominate Change Owner.

Fill-in CPF Section-2 PMOC Coordinator shall fill-in


CPF Section-2.

PMOC Coordinator shall


Send notification to (1) communicate with all
CPF Section-1 with all identified personnel identified Impact Assessors,
attachments for carrying out send the CPF Section-1&2 with
Timeline for the Impact Impact Assessment all attachments, specify the
Assessment timeline for the Impact
Assessment.
(2) notify the Change Owner.
A-1

Note:
If the Screening Team finds that Impact Assessment is not required for certain Changes, those
Changes can straight be moved to decision by PE/PM or submitted to CRP review.

4.3 Impact Assessment


The identified Impact Assessors shall assess the impacts and shall provide feedback to the
PMOC Coordinator within the set timeline. Wherever required, review meetings and
engagement sessions can be planned for impact assessment of complex Change Proposals.
The Change Owner shall liaise with the Impact Assessors on technical clarifications.
Impact Assessor shall have ownership of Impact Assessment on the assigned BVD(s), however
they are encouraged to provide their views on other BVDs, as well. For example, when a cost
estimator looks into the cost impact of the Change, he/she may provide impact assessment on
the schedule or production. Impact Assessor shall also indicate the secondary changes such as
document updates, TA approvals, start C&P or Finance processes, need of obtaining approvals
external to the project, etc.
It is the responsibility of the PMOC Coordinator to organize the assessment feedbacks from all
assessors, within the stipulated timeframe. In case of any delay in getting the feedbacks, the
PE/PM shall be notified.
The Impact Assessors shall fill-in the CPF Section-3.
The Change Owner will develop implementation plan, with details such as source of fund,
timeline, specific supports required, identified risks and mitigation plans, etc. (refer to section 6,
for the funding options). The implementation plan shall address all the secondary changes as
well.
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Based on the final Impact Assessment, the PMOC Coordinator shall classify the Change into
Level 1, 2, 3, or 4 (as per the set impact levels, refer 3.4 above). The cumulative value of
impacts of all Changes (previously approved Changes and the proposed Change) shall be
considered when classifying the proposed Change. The Change Register will be the source of
the cumulative value of impacts. Any Change with HSSE impacts shall be classified as Level 2,
as a minimum.
Depending on the nature of the proposed Change, the Project Manager can change the level of
Change to any higher level so as the Change will undergo additional reviews.

INPUTS PROCESS REMARKS

A-1
The Impact Assessor shall do
assessment of impact on the
CPF Section-1&2 with all assigned BVD(s) and provide
attachments Carry out feedback. While taking
Timeline for the Impact Impact Assessment ownership of the assigned
Assessment. BVD(s), the assessor may
provide assessment on other
BVDs.

Coordination by PMOC
Coordinator and involvement
Impact Assessment outcome. Impact Assessors to Fill-in
CPF Section-3 of the Impact Assessors are key
Review meetings.
to success - quality
assessments within timeline

Implementation plan includes


Change Owner to fill-in the sources of fund, timeline,
implementation plan specific supports required,
risks and mitigation plans,
secondary changes etc.

PMOC Coordinator to categorize Classification of Changes based


Final Impact Assessment the Change in to Level 1, 2, 3, or 4 on impact levels
(CPF Section-3)

A-2

4.4 Change Review


For Level-4 Changes, the Project Engineer shall review Changes, take decision and sign-off
CPF Section-4.
For Level-3 Changes, the Project Manager shall review Changes, take decision and sign-off
CPF Section-4. The decisions made on Level 3 and 4 Changes shall be presented to the next
CRP, for information.
The CRP plus additional decision authorities (refer 3.5) shall review Level 1 and 2 Change
Proposals. BOM/AEM shall take decision on Level 2 Changes. DE shall take decision on Level
1 Changes.
Examples of decisions / action plans, when a Change is approved;
 Where a contract exists – be processed as a variation to contract, instructions to
contractor, work order to contractor, etc. in accordance with the contract administration
provisions; or
 Where a contract does not exist – be included in a future Invitation To Tender (ITT).
PMOC Coordinator shall ensure that the decisions at all levels are properly captured in the CPF
Section-4 and signed-off.
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INPUTS PROCESS REMARKS

A-2
Impact Assessments done.
PMOC Coordinator shall make
Level 4 Changes are reviewed
available all relevant
and decision taken by PE. PMOC Coordinator to documentation for all Changes
Level 3 Changes are reviewed organize CRP Meeting
to reviewed, in advance.
and decision taken by PM.

All active Change Proposals


Change Proposals.
shall be reviewed one by one.
Impact Assessment outcome. Review Change Proposals
and take decisions PMOC Coordinator takes note
Decisions on Level 3 and 4
on the decisions and get sign-
Changes.
off for each Change.

YES NO
Change
approved?

Notify Change Initiator,


A-3
Change Owner,
and all concerned parties.

Note:
In some cases where the impact assessment is not sufficient for full approval and more
documentation is required, the CRP may propose partial approval to commence immediate
actions. When further detailed documentation has been prepared, the Change Proposal must
be re-submitted for review by the CRP, in a timely manner.

4.5 Implementation of Change


PMOC Coordinator shall communicate the decision and the approved action plans, including
timelines, to the Budget Holder, Change Owner, Change Initiator and other concerned parties,
such as, C&P, HSSE, ORA, etc, depending on the nature of Change and action plans.
The Change Owner will have the responsibility of implementing the Change. Wherever required,
other key personnel in the project (PE, PM, C&P, Finance, Engineering, Procurement,
Construction, ORA, HSSE, Project Services, etc.) shall coordinate and support the Change
Owner.
Once the Change is implemented, the Change Owner shall close-out the Change by filling-in
the CPF Section-5.
Lessons learned shall be captured in the CPF Section-5.

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INPUTS PROCESS REMARKS

A-3
PMOC Coordinator shall
communicate the decision and
the approved action plans,
Change has been reviewed and Communicate
the decisions on Change including timelines, to all
decision has been taken.
and the action plans concerned, depending on the
nature of Change and action
plans

Other project team members


Approved Change and action shall support the Change
Implement the Change
plans as per the action plan Owner in implementing the
Change.

Capture lessons learned PMOC Coordinator facilitates


Change is implemented and Close-out the Change filling-in CPF Section-5 by
Change Owner.

END

Notes on implementing a Change;


 Ensure that the decision on Change is properly communicated to the Change Initiator;
 Ensure that affected deliverables are amended accordingly and re-approved by the
appropriate Technical Authority;
 Check from Budget Owner if a revision of the approved budget items is required and
ensure it is followed accordingly;
 Ensure, if applicable, that the Change is properly communicated with the Contractor and
that Contractor's documents and related project deliverables are revised accordingly;
 Check from Contract Engineer if a Work Order or Variation To Contract is required, and
ensure it is followed accordingly;
 Ensure that cost and schedule forecasts are revised by incorporating anticipated
impacts of the Change;
 Ensure, if applicable, that Risk Register is up-dated as per the anticipated impacts of
the Change;
 Budget Owner, Contract Holder/Engineer, Project Services Lead, Risk Engineer have
been duly notified during the PMOC process so that they can anticipate the required
actions and Change can be implemented within the shortest cycle time.

4.6 Reporting Change


The PMOC Coordinator will expedite and report the status of the various Change Proposals.
This must be reported as part of the monthly project management report. It should include an
overview of the approved, pending and rejected Change Proposals and their impact on BVDs.
The Changes raised in the reporting month should be listed.

4.7 Emergency Change Process


An Emergency Change is a Change that requires immediate approval to prevent undue
danger to human life, property, environment, etc. If such a Change is identified, the Project
Manager and the Change Review Panel shall be notified immediately of the Change request in
order to validate the use of the Emergency Change Process.
The Project Manager will need to approve the Change.
This approved Emergency Change should be submitted retrospectively to the CRP as soon as
possible.

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5 PMOC Process for Projects <50M$


The projects below USD 50 Million (managed by Asset project team) shall follow the standard
PMOC process. However, the PMOC Coordinator, CRP, BVDs, etc are at Asset level, not for
individual projects. These specifics for each Asset are articulated below.

5.1 South Oil Asset


5.1.1 BVDs and Approval Authorities
BVDs Metric Impact Change Approval
Classification Authority
Any OSD Panel
Time: Milestone M130 – Facility On-stream Month Level-1 (including CRP
Impact
+ BOM)
Time: Milestones in PDO/OSD Scorecard, Any OSD Panel
Month Level-1 (including CRP
or affecting Operational Integrity Impact
+ BOM)
Time: Other milestones for complex Month Any Level-2 OSE Panel
projects Impact (including
Time: Schedule impacts not affecting Any BOM)
Project Team
Month Level-3
milestones in the Business Plan Impact Leader Panel
Released Project Budget US $ Any Level-2 OSE Panel
Impact (including
Month / BOM)
Project
Time / Budget No Impact Level-4
US $ Engineer

5.1.2 CRP – Change Review Panel


CRP Position Title/ Role Ref. Ind.
Chairman Engineering Manager South OSE

Secretary Head of Project Services – Asset MOC OSE4


Coordinator/Focal Point
Member Operations Manager OSO
Member Pet. Eng. Manager OSP
Member Asset Finance Manager, South OSF
Member Operations Manager OSGO
Member Cluster Leader OSPx
Member Delivery Team Leader OSOx
Member Senior Management Accountant, South OSF1
Member Lead Project Engineer OSEB
Member Marmul/Chemical Engineering Team Leader OSEMC
Member Engineering Team Leader OSEG
Member Lead Project Engineer OSEN
Member Amal Steam Project Manager OST
Member South ODC/EPCC Contracts Holder OSET
Member Process/Concept Team Leader-South OSE1
Member ODC Contract Rep. & Head of Flow line projects OSET5
Member EPCC Contract Representative OSET1
Member Contract Holder OSE7

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5.1.3 Change Coordinators


Change Coordinator Position Ref. Ind.
Asset Change Coordinator/Focal Point Head of Project Services OSE4
Change Coordinator of Bahja Cluster Cluster Senior Planning Engineer OSE41B
Change Coordinator of Marmul & Chemical Cluster Project Planning Engineer OSE41C
Cluster
Change Coordinator of Greater Birba Cluster Senior Project Services Engineer OSE4G
Cluster
Change Coordinator of Nimr Cluster Cluster Senior Project Planning Engineer OSE41N
Change Coordinator of Civil Cluster & Cluster Senior Planning Engineer OSE41F
Flowlines

The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.

5.2 North Oil Asset


5.2.1 BVDs and Approval Authorities
Change Approval
BVDs Metric Impact
Classification Authority

Time: ONE Panel


Major M130 - Facility Onstream Month Any Impact Level-1 (CRP +
Milestone ONOx and
ONPx)
Time: M150 – Project Completion
Major Month Any Impact Level-1 ONE
Certificate issued
Milestone
M050 – Start Front End
Engineering Design (FEED)
M060 – VAR4
M070 – Start of Detail Engg.
Time: M075 – AFC Package completed
M080 – Award all LL items ONE1/
Other Month Any Impact Level-2
M090 – Award all contracts ONE2x
Milestones
M100 – Start Construction
M110 – Substantial Completion
M120 – Pre-Start-Up Audit
completed
M140 – VAR5
≤ 10% of Level-2 ONE1,
Contingency ONE2x
Released Project Budget US $ ≥ 10% of ONE Panel
Contingency Level-1 (CRP +
or Budget ONOx and
Over-run ONPx)
Time / Budget Month No Impact Level-3 Project
/ US $ Engineer

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5.2.2 CRP – Change Review Panel


CRP Position Discipline Portfolio Position
Chairman Project Management North Engineering Manager – ONE
Secretary Project Services Asset MOC Coordinator/Focal Point – ONE4
Project
Member Management/PM/Contract ONE2Q/2L/2F/ONE6/ONE3/ONE5
Holder
Project Management/Project
Member ONE2X/ONE6XX/ONE5X
Engineering
Member Concept/Process
ONE1/ONE1Q/ONE1F/ONE1L
Engineering
Member Surface Production ONOQ/ONOL/ONOF/ONOY
Member Discipline TA2s ONE63/ONE64/ONE65/ONE26L/ONE11/MSE41
Member Operation Support/ORA ONO22Q/ONO22Y/ONO22F/ONO22L
Surface
Member Production/Petroleum ONO/ONP
Engineering
Member BOMs ONPQ/ONPF/ONPY/ONPL

5.2.3 Change Coordinators


Change Coordinator Position Ref. Ind.

Asset Change Coordinator/Focal Point Head of Project Services ONE4

Change Coordinator of YBL & FAH Planning Engineer ONE43

Change Coordinator of QAL & LEK Project Services Planner ONE41

The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.

5.3 Gas Asset


5.3.1 BVDs and Approval Authorities
Change Approval
BVDs Metric Impact
Classification Authority

Any -
GD LT
Time: Milestone M130 - Facility Onstream Month Impact on Level-1
(including CRP)
Production

Any - No
Time: Milestone M130 - Facility Onstream Month Production Level-2 CRP
Impact

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Change Approval
BVDs Metric Impact
Classification Authority

Any GD LT
Time: Milestones in GD Scorecard Month Level-1
Impact (including CRP)

QRA Any GD LT
Asset Integrity / Operational Integrity Level-1
(max IPRA) Impact (including CRP)

Any GD LT
Production : Well Delivery mlnm3/d Level-1
Impact (including CRP)

Time: Schedule impacts on Integrated Any


Month Level-2 CRP
Milestones for complex/critical projects Impact

Time: Schedule impacts not affecting major


Any Cluster Team
Milestones and those in GGE Business Month Level-3
Impact Leader
Plan

Any
Approved Project Budget US $ Level-2 CRP
Impact

Month / US Cluster Team


Time / Budget No Impact Level-4
$ Leader

5.3.2 CRP – Change Review Panel


CRP Position Title/ Role Ref. Ind.

Chairman Engineering Manager Govt. Gas GGE

Head of Project Services –


Secretary – Permanent member GGE/4
Asset MOC Coordinator/Focal Point

Member – Permanent member Head of Gas Concept / Process Engineering GGE/1

Member Saih Nihayda Cluster Team Leader GGE/2

Member Saih Rawl Cluster Team Leader GGE/3

Member Yibal Kauther Cluster Team Leader GGE/5

Member Well Delivery & Construction GGE/6

Member Well Delivery & Construction GGE/5Y

Member Petroleum Engineering Manager GGP

Member Operations Manager GGO

Member Head of Business Planning GGB

Member Discipline Engineers TA2 GGE/2xx

Member Business Opportunity Manager GGX

Member Asset Finance Manager GGF

Member Team Leader – Assets Contracts Oil & Gas FPO/3

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5.3.3 Change Coordinators


Change Coordinator Position Ref. Ind.

Asset Change Coordinator Head of Project Services GGE4

Change Coordinator - Saih Nihayda Cluster Planning Engineer GGE/46

Change Coordinator - Saih Rawl Cluster Planning Engineer GGE/42

Change Coordinator - Kauther Cluster Planning Engineer GGE/41

Change Coordinator - Yibal Cluster Planning Engineer GGE/44

Change Coordinator – Well Delivery Cluster Planning Engineer GGE/42

The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.

5.4 Infrastructure Asset


5.4.1 BVDs and Approval Authorities for Projects greater than 20M$
Change Approval
BVDs Metric Impact Remarks
Classification Authority
Time - Milestone DRB2 after UID
M130 - Substantial More than CRP Panel
Time Month Level-1 DE (UID)
Completion / 3 months (including CRP +
Handing Over BOM) Review
Asset
Time - Milestone Engineering
Less than BOM approval
M130 - Substantial Manager (UIE,
Time Month 3 months Level 2 after UID CRP
Completion / UIPT,
delay Panel Review
Handing Over UIK,UIB,UII,
UIR,UIC)
DRB2 after UID
CRP Panel
Cost Project Budget US$ >5% Level 1 DE (UID)
(including CRP +
BOM) Review
Asset
Engineering
BOM approval
Manager (UIE,
Cost Project Budget US$ <5% Level 2 after UID CRP
UIPT,
Panel Review
UIK,UIB,UII,UIR
,UIC)
Section Leader
Time / Changes with no Month / (UIPT2, UIB4,
No Impact Level-4 Project Engineer
Cost impact on BVDs US $ UIE5/3,UIID,
UIIB, UIK4)

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5.4.2 BVDs and Approval Authorities for Projects less than 20M$
Change Approval
BVDs Metric Impact Remarks
Classification Authority
Time - Milestone After UID CRP
M130 - Substantial More than Panel (including
Time Month Level-2
Completion / 1 month CRP + BOM)
Handing Over Review
Time - Milestone Section Leader
Less than
M130 - Substantial Asset Review and inform
Time Month 1 month Level 2
Completion / Engineering CRP Panel
delay
Handing Over Manager Review
(UIE, UIPT, After UID CRP
UIK,UIB,UII, Panel (including
Cost Project Budget US$ >5% Level 2 UIR, UIC) CRP + BOM)
Review
Section Leader
Review and inform
Cost Project Budget US$ <5% Level 2
CRP Panel
Review
Section Leader
Time / Changes with no Month / (UIPT2, UIB4,
No Impact Level-4 Project Engineer
Cost impact on BVDs US $ UIE5/3,UIID,
UIIB, UIK4)

5.4.3 CRP – Change Review Panel


CRP Position Title/ Role Position Remarks
Based on Department and
Chairman Engineering Manager UIE/UIPT
availability
Infrastructure Planner, FBI3
Secretary FBI3
Asset MOC Coordinator/Focal Point
UIE/UIPT/UIR/UIB/UII/ Based on Department and
Member Asset Engineering Manager
UIK/UIC/UIK availability
Member Finance Manager FBI
Member Finance Capex Lead FBI1
UIPT2 / UIE5 / UIE3/
Member Project Leads
UIR1/UIR3/ UIID/UIK4
Alternative based on
Member Functional Lead UEP3
availability
UIPT3 / UIE3 /
Member Operational Managers
UIB1/UIIP

5.4.4 Change Coordinators

Change Coordinator Position Ref. Ind.


Asset Change Coordinator/Focal Point Infrastructure Planner FBI3
Change Coordinator of Pipelines & Terminal
Planning Engineer UIPT2S
(UIPT)
Change Coordinator of RAH Development
Head Project Service UIR5
Project
Change Coordinator of Electrical Power
Planning Engineer UIE51
Systems
Change Coordinator of Real Estate Planner UIB4

Change Coordinator of IM&T PMO UIIP2

Change Coordinator of Production Chemistry


Infrastructure Planner FBI3
/Corporate Security

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The Asset PMOC Coordinator shall have the responsibility of coordinating the management of
change efforts for all <50M$ projects in the Asset. The Asset PMOC Coordinator shall also
function as the Asset Focal Point for the PMOC process and shall coordinate with Functional
Focal Point.
The cluster-wise coordinators will take care of the Identifying and Recording Change,
Screening and Impact Assessment steps of PMOC process and keep the Asset PMOC
Coordinator updated. Asset PMOC Coordinator will organise the CRP and will take charge of
the overall PMOC process.

5.5 Change Register


The Asset PMOC Coordinator will develop and maintain Change Register at Asset level.

5.6 Reporting
The Asset PMOC Coordinator will report Changes at Asset level.

6 Funding the Change


The Project Services Manager will advise on funding options within the current Control Budget
(i.e. using available contingency). The Finance Manager is tasked to advise the Project
Manager regarding the funding options via a Budget supplement.
In theory, all Changes require a corresponding Budget supplement. In such cases, the Budget
Management Procedure must be invoked and the supplement approved before proceeding
further on implementation of the Change.
However, if the Project Manager decides that the Change can be absorbed into the currently
approved Budget (using contingency fund), then the Change can proceed without a Budget
supplement, once supported by the contingency holder (normally one level high in the
organisation).
The accumulated cost of all approved Changes should be incorporated into the regular cost
reports. If, at a later point in the Project, a Budget supplement is required, then the reported
Changes can be brought forward as part of the cause of the Budget shortfall.

7 Roles and Responsibilities


7.1 Project Manager / Project Engineer
Project Manager / Project Engineer is accountable for the PMOC process and shall ensure
that project specific Management of Change elements is prepared and included in the Project
Controls Plan, maintained (updated) and fully implemented. PM/PE will;
 Ensure that PMOC Coordinator is appointed
 Set the CRP
 Ensure that the PMOC process is fully implemented and consistently used in the
project
 Ensure that the Change approval levels are in accordance to Manual of Authority
 Ensure that external reviews and/or approvals are obtained (refer 3.6 above)
 Actively participate and support the PMOC process.

7.2 Project Services Lead


Project Services Lead is responsible for the PMOC process and shall;
 Prepare project specific PMOC elements and include in Project Controls Plan
 Revise and update PMOC elements as required
 Identify and appoint PMOC Coordinator

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 Support implementation of PMOC process and its consistent application


 Review PMOC reports

7.3 PMOC Coordinator


The PMOC Coordinator (typically a Project Services Engineer / Cost Engineer) is responsible
for:
 Set up and maintenance of the project Change Register;
 Coordination of the PMOC Process and documentation;
 Issuing the Change summary reports, at least monthly;
 Scheduling the Change Review Panel (CRP) meetings with sufficient frequency to
ensure timely screening & approval of Change requests, including;
o Preparing the Agenda;
o Inviting Project Team / Subject Matter Experts or other special attendees as
required;
o Issuing pre-read materials;
o Recording minutes, especially decisions taken;
o Expediting Actions.
Throughout the process the PMOC Coordinator should expedite all Change Proposals for
earliest possible decision.

7.4 Change Initiator


Anybody in the project can initiate a Change Proposal. However, it would be appropriate that
the Change Initiator is from the discipline from which the proposed Change has been
triggered. For example process related Changes would be initiated by the process discipline,
sub-surface changes by sub-surface team, and so on.
Project Engineer can either initiate or request a discipline member to initiate a Change which
is generic in nature or with multidiscipline involvement.
The Change Initiator shall;
 Identify a change and carry out initial assessment
 Discuss with Discipline Leads and/or Subject Matter Experts
 Fill-in CPF Section 1, with all details and attach relevant documents
 Submit the Change Proposal Form
 Support PMOC Coordinator to guide the Change Proposal through the PMOC process
steps; Screening, Impact Assessment, Change Review and Implementation
 Support the Change Owner through various steps of PMOC process

7.5 Screening Team


Screening Team shall consist of at least two members from the CRP and the PMOC
Coordinator. The Screening Team shall;
 Meet as frequently as required, however once in a week as a minimum, when any
Change Proposal is available for Screening
 Review the Change Proposals
 Based on the nature of the Change identify Impact Assessors (the disciplines or teams
to be involved in the Impact Assessment of Change) and ensure their availability to
carry out Impact Assessment
 Assign specific BVD(s) to each Impact Assessor
 Identify and nominate Change Owner for the proposed Change

7.6 Impact Assessor


An Impact Assessor can be from within the project team or from the Function team. The Impact
Assessor shall;
 Study the Change Proposal
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 Consult the Change Initiator, Change Owner and Discipline Leads, as appropriate
 Carry out Impact Assessment
 Provide timely feedback to PMOC Coordinator on the assigned BVD(s), as well as on
the other BVD(s)
 Support the CRP

7.7 Change Review Panel (CRP)


The CRP shall;
 Meet as per notification by the PMOC Coordinator
 Review the decisions taken by PE and PM for Level 4 and Level 3 Changes
 Review and support the Approval Authority to take decisions for Level 2 and Level 1
Changes
 Ensure that all implications of the Change are considered before being accepted or
rejected, for all Changes

7.8 Change Owner


Change Owner is been identified by the Screening Team and can be the Project Engineer,
Project Manager, Contract Holders, Discipline Leads, or any other competent personnel within
the project, depending on the nature of the proposed Change. The Change Owner shall;
 Take ownership of the Change Proposal and ensure that it is been reviewed within
shortest possible timeframe
 Support Impact Assessors and CRP
 Implement the decisions on the Change
 Capture lessons learned and close out the Change (fill-in CPF Section 5)

8 PMOC Tool
The Project Management of Change (PMC) Tool is a PDO application to function as an enabler
of the PMOC process. The PMC tool will be updated/enhanced in line with the PMOC process.
Once PMC updates are rolled out, the projects at DG3 and DG4 shall register into PMC and
start using the tool for identifying and recording a changes proposal, Screening, Impact
Assessment, Decision making, Implementation and Close-out of Change.
http://sww16.corp.pdo.om/PMC/Web/Home.aspx
The tool supports updating and maintaining the Change Register, which would be the basis for
reports.
Note:
Till the time the updated PMC is made available, the project can either use the existing PMC or
use the CPF and the Change Register templates attached in Appendix-1.

9 Portfolio Level Reporting & PMOC Audits


The PMOC Focal Point in Function (UEP33 team) shall coordinate with project/Asset PMOC
Coordinators to develop Change status reports for each portfolio (CPD, South Oil, North Oil,
Gas and Infrastructure). This shall be monthly report focusing on Level 1 and Level 2 Changes
across all projects.
The PMOC Focal Point in Function (UEP33 team) shall coordinate with project/Asset PMOC
Coordinators to carry out audits on projects to verify the correct utilisation of the PMOC process.
Quarterly audit reports shall be issued to UEP3 and FELT.
Wherever gaps are noticed, corrective actions shall be recommended and it is the responsibility
of the project team to close out the recommended action in a timely manner.

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10 Abbreviations
AEM Asset Engineering Manager
BfD Basis for Design
BOM Business Opportunity Manager
BVD Baseline Value Drivers
C&P Contract & Procurement
CAPEX Estimate of capital expenses
CPF Change Proposal Form
CRP Change Review Panel
CSR Concept Selection Report
DE Decision Executive
DG Decision Gate (as per ORP)
DRB Decision Review Board
FEED Front End Engineering Design
FELT Facilities Engineering Leadership Team
ITT Invitation To Tender
PMOC Project Management of Change
OPEX Estimate of operation expenses
OR&A Operation Readiness & Assurance
PCAP Project Control Assurance Plan
PE Project Engineer
PM Project Manager
TA Technical Authority
VTC Variation To Contract

11 Appendix-1 – Attachments
Change Proposal Form (CPF)

Change Proposal
Form
Change Register Template

Change Register
Examples of Changes

Examples of Change

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