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Document ID PR-1159
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1.1 Background
Efficient and successful project delivery requires thorough preparation and accurate
execution during the contracting, design, procurement, construction, commissioning
and Startup phases. This document addresses the Commissioning and Startup element
of project delivery and presents the commissioning preparation execution strategy to
be adopted for all PDO projects1.
The commissioning phase is carried out over a relatively short period of time providing
that all the upstream processes including design, procurement, and construction and
pre-commissioning have been accurately performed and integrated. Critical to overall
project success is commissioning involvement in these upstream processes to
eliminate the need for later resolution of avoidable problems in the field.
1.2 Purpose
The purpose of this procedure is to provide Projects, Contractors and Operations
personnel with a standardised approach to the preparation, organisation and execution
of commissioning, completion, start-up and project-to-asset transfer activities on their
projects. This will help to achieve consistency in the definition, division of
responsibilities and execution across all projects.
Successful execution of CSU activities and achieving a flawless start up is dependent
upon:
having a fully detailed CSU scope
having a correct CSU contracting strategy, agreed by all parties
ensuring fully integrated planning
having experienced resources available
ensuring there is sufficient preparation time
delivering the project using effective processes.
Once start-up activities commence on site, there is little opportunity left within the
project schedule for rework or for recovery from flaws.
1.3 Scope
This document addresses the management, technical preparation and subsequent
execution of facility pre-commissioning and commissioning activities, up to the point
where the facility is ready for Startup. It also covers Startup and testing of the facility to
achieve steady-state operations and handover to the future asset owner’s organisation.
It addresses preparation and execution of commissioning and related activities for all
types of developments, i.e. oil, gas or power generation projects, Greenfield or
brownfield etc, along with execution considerations related to the execution strategies
adopted. This document should be used in conjunction with .the guideline for Project to
Asset Handover to ensure all requirements for project completion are met.
1
This Procedure has superseded PR-1169 – Commissioning Procedure Operations Input and
PR-1159 – Initial Startup Procedure.
1.4 Distribution / Target Audience
This document is based upon the latest Opportunity Realisation Processes (ORP's),
lessons learnt and best practices. The document shall be made available to all Project
Contractor and Operations personnel who are involved in Pre-commissioning and
Commissioning / Startup phases of a project.
1.7 ALARP
ALARP is the acronym for ‘As Low As Reasonably Practicable’ which simplified means,
‘reducing the risk to a level at which the cost and effort (time and trouble) of further risk
reduction are grossly disproportionate to the risk reduction achieved’. Full Compliance
to PDO Standards and Procedures is a key element in achieving ALARP.
For more details refer to ALARP Definition
2 Definitions and Terminology
2
Whilst the extent and type of facility / project may vary, e.g. Greenfield or brownfield, the
objectives remain the same.
3
De-commissioning activities should be undertaken without impact or disruption to adjacent
facilities and operations. De-commissioned equipment and systems must be left in a known,
verified and documented condition.
2.3 Commissioning Process Definitions
The OR&A process define those steps which are important in enabling a project to
deliver its operational requirements.
HANDOVER PROCESS KEY DELIVERABLES
MECHANICAL HANDOVER
COMPLETION & CERTIFICATE
PRE-COMMISSIONING
READY INTEGRATED
PRODUCTION
FOR SYSTEM
NO COMMISSIONING ? COMPLETE
YES
COMMISSIONING
COMMISSIONING
HANDOVER
CERTIFICATE
OPERATIONS
READINESS ?
NO
OPERATIONS
MANAGEMENT
YES SYSTEM
IN PLACE
UTILITY SYSTEMS
READY COMMISSIONED
&
FOR OPERATIONAL
OPERATIONS
Pre-Startup
Audit
(PSUA)
READY
FOR HYDROCARBON
STARTUP SYSTEMS
COMMISSIONED
OPERATIONS
READINESS ?
NO
ASSET CUSTODIAN
YES ACCEPTS
CUSTODIANSHIP
PERFORMANCE
TESTING
FINAL
ACCEPTANCE
AUDIT
FINAL
ACCEPTANCE OF HANDOVER
OWNERSHIP CERTIFICATE
4
For more information on OR&A follow the link -
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/oranda_homepage.html
Typically, inspection and testing activities performed to achieve mechanical completion
will be carried out on a single discipline basis, by construction workpacks, building to
systems / subsystems. Such activities will not require equipment or systems to be
energised, but may include bench calibration of instruments, electrical insulation tests,
electrical continuity tests, hydrotesting of pipes and integrity testing of valves.
Mechanical completion will be documented on checksheets which will be generated
and managed by the Project Certifications and Commissioning Management Systems5
to ensure that asset integrity can be verified and demonstrated. On achievement of
mechanical completion, responsibility for the facility will transfer from those responsible
for construction to those responsible for pre-commissioning and commissioning.
2.3.2 Pre-Commissioning
Pre-commissioning6 activities undertaken after mechanical completion, but prior to
commissioning, are to prove and validate the functioning of equipment. Such activities
could involve the introduction of fluids into systems, but not hydrocarbons.
Typically, pre-commissioning activities will verify that documentation to support
mechanical completion is in place, and not repeat work carried out to achieve
mechanical completion. Such activities are carried out on a single discipline basis, by
system / subsystem, and require equipment or systems to be energised, but do not
require the introduction of process fluids. Activities include instrument loop checks,
panel function tests, energising electrical equipment and running motors without loads.
They are documented on checksheets, which will also be generated and managed by
the Project Certifications and Commissioning Management System (CCMS) to ensure
that asset integrity can be verified and demonstrated.
At the start of pre-commissioning the Completions Management System (CMS) needs
to be ready, operational and maintained up to date and the commissioning Permit to
Work (PTW) System 7 activated.
Normal dump flushing is typically a construction activity but specialist flushing and
cleaning, e.g. chemical and hydraulic cleaning, drying, oxygen freeing etc, falls within
the integrated Commissioning Team’s responsibility.
2.3.3 Commissioning
These activities are those undertaken after pre-commissioning to dynamically verify
functionality of equipment and to ensure that systems, or facilities forming part of a
system, are in accordance with specified requirements to bring that system into
operation.
Typically, commissioning activities undertaken after pre-commissioning will be carried
out on a system basis by a multidiscipline team of engineers and operations staff under
simulated conditions. Commissioning responsibility may necessitate nitrogen and
helium testing, which shall normally be executed by specialist contractors and
supported by the commissioning personnel.
The Commissioning Startup (CSU) Team will start up and operate the non-hydrocarbon
systems during commissioning activities until these systems are fully proven and
provisional handover to Operations can be carried out. For hydrocarbon systems,
provisional handover will take place after all pre-commissioning and commissioning
activities have been completed up to the point of hydrocarbon introduction. The
Operations group takes responsibility for the introduction of hydrocarbons, the Startup
activities and operation of hydrocarbon process systems. Co-ordination between the
Operations and CSU is essential and particularly so on brownfield sites. In this
instance, a Commissioning Leader may report to an asset owner for the duration of
CSU activities.
6
Utility and life support systems could be pre-commissioned and commissioned prior to the pre
Startup audit.
7
For Brownfield projects that are being carried out concurrent with operational systems the
Operations PTW system will be used.
The commissioning plan and Startup sequence shall be developed for the Integrated
Production System (IPS) during the Front-end Engineering Design (FEED) and detailed
design; with clear distinction between non-hydrocarbon systems e.g. firewater, utility
air, sewage etc and hydrocarbon systems e.g. process system, fuel gas, drains/vents
etc.
At some point commissioning requires the introduction of fluids (process or non-
process) and operation of the system. This will be documented using a procedure
which shall be compiled specifically for the project and provide for signature on
completion of each step. The procedure shall form part of the Commissioning
Management System (CMS) to ensure that asset integrity can be verified and
demonstrated.
3.1 Introduction
The commissioning and Startup model should provide a systematic approach to
commissioning, which identifies key success and influencing factors.
It should incorporate proven best practice, including implementation guidelines, which
if followed will deliver and flawless Startup and sustained operation; delivering the
project safely, on time and in accordance with strategic objectives. Reference should
be made to Figures 3.1 and 3.2 for a graphical summary.
3.3 Verification
Each stage of pre-commissioning and commissioning may involve the introduction of
high pressures, high temperatures, electrical energy, hydraulic energy, hazardous and
corrosive process fluids etc for the first time. As a consequence, it is essential that the
quality, integrity and functionality of systems are verified at each stage as
commissioning progresses from mechanical completion through to Startup and
operation. To achieve this, the necessary controls, procedures and discipline shall be in
place to formally record and hand over between those responsible for each stage of the
work, e.g.:
From those responsible for construction (mechanical completion) to those
responsible for pre-commissioning;
From those responsible for pre-commissioning / commissioning up to RFSU;
From those responsible for RFSU to those responsible for the introduction of
hydrocarbons and operations thereafter.
All mechanical (construction) completion, pre-commissioning, commissioning and
Startup activities must be auditable with records of the activities undertaken, their
results and performance. These should only be formally accepted when in compliance
with acceptance criteria and performance standards previously defined in checksheets
or procedures.
8
This may not be the same for Small Projects which may not have complex teams for
commissioning and startup. The introduction of hydrocarbons will still be under the control of
operations, but the involvement of staff commissioning engineers may be greater.
It should be ensured that the future asset owner, or a delegated representative, is
included in defining acceptance criteria for mechanical completion and commissioning
activities such as flushing, blowing, flange torque, cleanliness, performance test
measurement parameters and performance evaluation.
This, together with Witness and Hold points, should be defined in the contract such that
it enables the future asset owner to select the important inspections. It is recommended
to define Witness / Hold points at an early stage and to waive at a later stage where
appropriate.
It is very important that project, future asset owner and contractor define / agree on the
(communication) procedure, terminology definition and protocol associated with Holds
and Witness points.
The following definitions on Hold and Witness points are stated in DEP 82.00.10.10-
Gen – Project Quality Assurance (Manual), Section 5.2 Determination of Principal's
Involvement:
Hold point – process shall not proceed without Principal's written approval of
procedure to be used and the successful completion of the activity (e.g.
welding procedures);
Witness point – process shall not proceed without Principal's attendance or
written approval.
Other definitions may include:
Observation point – Principal shall be notified, but activity may proceed if not
present;
Surveillance point – activity subject to ongoing surveillance during the progress
of the work, no notification required;
No involvement in execution – sight of records required;
No involvement.
Where considered necessary / critical for the safe startup and integrity of the asset,
tests and results shall be witnessed by project commissioning personnel, operations
(asset owner) representatives, certifying authorities and regulatory bodies.
A Management of Change process should be applied if equipment is to be used outside
of its operating window (e.g. stainless steel vessels used to store chlorine-containing
flush / hydrotest mediums).
1. CSU Basis
Define CSU Philosophy and Strategy
Terms and Definitions of Phases
and key Milestones
Define Start and Endpoint of each
Phase
DELIVERABLE – Project Completion
Matrix
2. Systemisation
Define Systemisation structure and
guides (WBS)
Define Start-Up sequence
Principals and numbering
DELIVERABLES – marked up
Drawings & Systems list
3. Activity Listing
Define CSU activities per
Commissioning System
Activity description
Logic relationships
Resources/vendor support /
special tools
Temporary facilities
Duration
DELIVERABLE – Activity List
4. CSU Logic
Work logic integration (Process plants/
units, utilities &offsite, interfaces with
‘outside’ boundary assets)
DELIVERABLE – Work Execution
Flow
Construction Schedule Integration
Main Contractor
Contractor HSE in Transition Operations
Care, Custody
& Control Project Key Project to Asset TransitionPhase Asset Owner
Figure 3.2 – Project Completion Flowchart – Construction through Commissioning into Operations
3.5 Commissioning and Startup Delivery
With reference to Figure 3.1 – Commissioning and Startup Delivery summary, those
activities to be implemented relating to commissioning and Startup delivery commence
in the Identify and Assess phase and progress through to Operate phase:
MECHANICAL COMPLETION
PRE-COMMISSIONING
COMMISSIONING
STARTUP
MECHANICAL
COMPLETION
PRE-COMMISSIONING
COMMISSIONING
STARTUP
SUBSYSTEM 2 MECHANICAL
PROCESS UTILITIES COMPLETION
PRE-COMMISSIONING
COMMISSIONING
TIME SAVING
STARTUP
SUBSYSTEM 3 MECHANICAL
CONTROLS COMPLETION
PRE-COMMISSIONING
COMMISSIONING
STARTUP
SUBSYSTEM 4 MECHANICAL
SAFEGUARDING COMPLETION
PRE-COMMISSIONING
COMMISSIONING
STARTUP
SUBSYSTEM 5 MECHANICAL
HYDROCARBONS COMPLETION
PRE-COMMISSIONING
COMMISSIONING
STARTUP
9
Also refer to Section 8.3 Management, Administration and Control Procedures and Section 9
Commissioning Tools.
3.7.4 Preservation Maintenance
Covered by Flawless Project Delivery.
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/ORAKLE/more_1-
02_fpd.html
3.8.1 Introduction
Testing prior to and during the commissioning and start-up phases comprises FAT’s,
Systems Integration Tests (SIT’s) and Site Acceptance Tests (SAT’s).
The prime objective of the FAT is to ensure that any design and manufacturing errors
are identified and remedied under controlled conditions at the place of manufacture.
The SIT’s and SAT’s provide further field checks and ensures that the integrated
process, control and safety protective systems function correctly before hydrocarbons
are introduced into a new or modified facility. These three phases of testing should be
planned to ensure that there is the minimum duplication of testing but that control and
integrity prior to startup are assured.
Skid(s)/Module/Systems Reference
A catalogue of all offsite testing proposals should be submitted with the contractor’s
technical bid.
Mechanical Completion By System / Subsystem Discipline Joint Punch Construction Handover Cert. Construction Responsible
(WBS) Construction / Pre-Commissioning As-Built's Person
Pre-Commissioning Responsible
Person
By Discipline System Acceptance Cert. /
Verification of Completion
Checksheets
Pre-Commissioning Completion By System / Subsystem Discipline Punch Review Discipline Checksheet Report Pre-Commissioning Responsible
(RFC) (WBS) System Checksheet Report Person
Commissioning Responsible
Person
By Discipline
Commissioning Complete (in By System / Subsystem or Commissioning / Operations Joint Commissioning Dossier / Commissioning Responsible
support of milestone phase or Milestone (WBS) Punch List System Handover Cert. / As- Person
RFSU) Builts / Verification of Operations Responsible Person
Completion Checklist Completed
Ready for Startup (Interim for By System / Subsystem or Area Handovers / Pre-Startup Audit / Verification of Readiness for Commissioning Responsible
Operational Purposes) Milestone (WBS) Punch List Review / Startup Startup Checklist Person
Procedures / Performance Test Asset Operator
Procedures / Operations Readiness
Deliverables / Emergency Response
Preparedness
Handover of Custodianship By Asset / Full Facility Pre-Startup Audit carried out Project to
A Class Outstanding Punchlists Asset Manager
cleared
Final Handover / Acceptance Full Facility Achieve Nameplate Performance / Final Acceptance Certificate / Project to
Commence Normal Operation / Performance Reliability and Asset Manager
Guarantee Period Starts / Transfer of Capacity verification /
Outstanding Actions and Scopes Outstanding Scope Definition
and Budget
1 1st Year Production Volumes (boe) since 1st Include Startup and ramp-up
Hydrocarbons introduced volumes regardless if Steady State
st
has been reached in 1 year or not.
2 Integrated Production System effectiveness Expressed in terms of Operability
from wellbore to sales / export point Index (from Independent Project
Analysis)
3 Schedule Dates for::
PSUA
RFSU
1st Hydrocarbon
1st Injection into hydrocarbon formation
1st Sales/Export
Steady State Flow
Steady State Operations
Final Acceptance Audit/Review
4 Startup Period Duration between RFSU and
Steady State
5 Startup Efficiency (%), i.e. Planned vs. Theoretical Volumes
Assuming 100% Flawless +
immediate Ramp-up (from Produce
the Limit) during Startup Period
6 Start-up Performance (%), i.e. Actual vs. Planned Volumes during
Startup Period
7 Startup Value (boe / US$) i.e. 1st Year Production Volumes vs.
Total Capital Spent (CAPEX)
8 Startup Cost (US$ / boe) i.e. OPEX during 1st Year Production
vs. 1st Year Production Volumes
9 HSE
10
To be agreed in Contract
3.10 Integration of Operations into Commissioning and Startup
The incorporation of asset owner staff initially in the project team, and also later in the
CSU Team and contractor’s commissioning organisation, will give early exposure to
and invaluable experience of the facility.
Initially, the operations (and commissioning) representatives in the project team should
be of sufficient seniority and experience to provide expert advice and be capable of
articulating the requirements of operations and commissioning within the defining
phases, i.e. Identify / Select / Define, and to FEED and strategic documents.
Later, operations supervisors and operations / maintenance staff should be seconded
to the project to develop their knowledge, through involvement in FAT and preparation
of procedures. This leads to hands-on involvement in commissioning tasks related to
those systems for which the operator / technician is to be responsible. The opportunity
can be taken to cycle staff through the Commissioning Team. This will provide
consolidation of classroom training for operations personnel and contribute to
operational competency development.
There is a tangible advantage in using experienced Operations Supervisors in key
positions, e.g. Lead Commissioning Engineers or Systems Startup Team Leaders, as
they are used to leading multidiscipline activities, compared to Discipline Engineers
who prefer to stay within their discipline.
The responsibility for the introduction of hydrocarbons into the facility lies with the
future asset owner. This will be undertaken in accordance with commissioning and
startup procedures, overseen by CSU, until all process, safety and functional checks
have been completed and the facility has been fully tested for conformance with
design. To facilitate this it is normal to hand over hydrocarbon / process systems on a
provisional basis until testing has been completed and full performance / acceptance is
agreed.
NOTE: The OR&A activities associated with the asset owner preparation and
readiness to accept the facility from the project is not addressed in this
document, but would be examined during the pre startup audit as a parallel
accountability of the asset owner.
4 Organisation
4.1 Resources
4.1.1 Project
The CSU team shall be engaged within the project team to provide expert advice
during project framing, concept selection, strategy definition and development of
scopes of work and contractual documentation, and to oversee the contractor in
fulfilment of his duties under the contract. The number, skills required and roles and
responsibilities of personnel will vary dependent upon the project phase, but normally
personnel will be required for the following:
Facility concept selection and FEED including the development of execution
strategies;
Definition of scope of work, contract bidding and contractor selection for
execution phases, i.e. for detailed engineering, equipment supply, construction
and commissioning;
Commissioning preparation phase activities;
Implementation phase, up to RFSU;
Start-up, initial operation and ramp-up to verify performance and reliability up
to Operations’ full acceptance.
Project commissioning resources must be sufficient and in position in time to:
Fulfil the project inputs in support of the above;
Provide surveillance, witnessing and acceptance of activities that verify
contractor and equipment / systems performance.
Where the project is accountable for execution of pre-commissioning and / or
commissioning, CSU team mobilisation will need to be planned during the Define
phase and built up from the start of Detailed Design.
4.1.2 Contractor
In execution of their contract duties the contractor will be required to develop a pre-
commissioning and commissioning strategy that incorporates its pre-commissioning
and commissioning organisation. Depending on their role, the core team of this
organisation could / should include the following:
Commissioning/Startup Manager;
Lead Commissioning Engineers;
Non-hydrocarbon Systems Startup Co-ordinator;
Discipline Commissioning Engineers;
Senior Discipline Commissioning Technicians;
Discipline Commissioning Technicians;
Commissioning Planner;
Vendor Co-ordinator;
HSE / Permit to Work Manager / Administrators;
Completions / Certification Engineer;
Document Controller.
The contractor’s commissioning team should be drawn from designers, experienced
operators and vendors as well as seasoned and experienced commissioning
supervisors, commissioning discipline engineers and technicians. The CV’s of
contractor staff should be submitted to the project and their capabilities verified. Where
the contractor has limited operational experience, consideration should be given to
having a project commissioning representative on the contractor Commissioning Team.
The project / contractor’s organisation must be resourced and staffed in sufficient time
to develop all inputs, deliverables, plans and procedures necessary for the safe
execution of pre-commissioning, dynamic commissioning and hydrocarbon start-up in
accordance with the OR&A phase requirements.
The project / contractor’s CSU organisation must be capable of:
Completion(s) and handover management;
Process integrity testing;
Integrated (Process Control Systems / Emergency Shut Down / Fire & Gas)
systems testing;
Verification testing;
System dynamic testing and commissioning;
Safety management during commissioning including PTW administration.
Technical / Integrated
HES Contract
Engineering Commissioning
Support Support
Support Team Manager
Logistic / Vendor
Call Off etc,
Discipline Commissioning Technicians
Operations Technicians
Operations Operations
Operations
Superintendent Superintendent Training
Superintendent
Startup Coord. Startup Coord.
4.4 Training
The contractor shall normally be responsible for providing technical training to the asset
owner at all appropriate levels, in accordance with specific requirements of the
contract.
Commissioning (both the project and the contractor) shall facilitate the practical hands-
on exposure of the asset owner’s operators, which shall be an integral element of their
overall training plans. This training shall be agreed for each individual, be monitored
and assessed by the contractor’s representative responsible for such training and be
overseen by the project’s Operational Training Manager / representative. Operations /
Maintenance Team members integrated into the CSU Team will fulfil a commissioning
role, as compared to those retained by the future asset owner witnessing and accepting
handover etc.
The project and contractor will be required to integrate asset owner’s staff into the
respective CSU Teams. This will give early exposure to the facility through
involvement in FAT and preparation and review of procedures and hands-on
involvement in commissioning tasks. These tasks should relate to systems for which
the operator / technician is to be responsible. The opportunity should also be taken to
cycle staff through the CSU Teams.
The integration of such resources into the contractor organisation must be without
detriment or reduction in the contractor’s obligations under the contract. The contractor
shall agree the number and timing / profile of operators that can be effectively
integrated into his CSU Team.
Competence assessment remains the responsibility of the training organisation and is
not a commissioning function.
5 Planning and Scheduling
5.1 Objective
The OPMG highlights that the thoroughness of the planning phase of Opportunity
Management has a significant impact on the subsequent progress and ultimate project
cost.
It has been repeatedly show that many of the problems identified in Value Assurance
Review (VAR) 5 can be traced back to indifferent and poorly managed planning in ORP
Phases 2 and 3. There is often a compelling requirement to fast-track projects, but in
this situation it is of utmost importance to dedicate sufficient time and resources to get
the design and execution elements right first time.
An overriding focus on schedule by those responsible only for the early processes
tends to promote a misconception that problems or incomplete work can be sorted out
at a later stage. This never happens. Even worse, the gaps rarely resurface until the
final commissioning phase when functionality checks reveal design or construction
deficiencies. Care must be taken when working the plan to avoid this trap.
To realise production from a project at the earliest possible dates, it will be beneficial to
define project phases and to set targets which focus the implementation,
commissioning and startup in a structured and logical sequence.
To meet the production demands of a phased project delivery or sequence, wells,
flowlines, manifolds, transport and export lines must be integrated into the appropriate
project phase and boundary interfaces managed.
To sustain production from one phase while completing and commissioning subsequent
phases, the project / contractor should be satisfied that there are adequate isolations
and boundaries to incrementally connect new facilities into the operating facility with a
minimum of downtime to its operation.
For complex multi-contractor projects a requirement should be to develop an integrated
commissioning and startup schedule on system level taking into account the phased
handover concept.
Specific attention should be given to the planning of interfaces (e.g. timing of interface
point availability for joint commissioning activities such as flushing, drying etc) and
systems integrated performance tests, followed by the planning of interfaces for
facilitating the complete / integrated startup.
Hydrocarbons
Logical Build Sequence by Area / System
Hydrocarbons
Construction Completion
Oil
Export
By System / Part System
Water Injection
Verify and Hand
By Discipline
Over System ‘A’
Pipelines
Next
Page
System ‘X’ Scope
Handover and
By Discipline Commission ‘A’
Operate
Handover and
By Discipline Commission ‘C’
Operate
Life Support
Achieved
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
COMMISSIONING ORGANISATION
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Operator Involvement / Full & early involvement Minimum involvement Not committed
Integration
10 9 8 7 6 5 4 3 2 1
Key position Job All identified and submitted Some identification – Little or none
Descriptions Top positions
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
COMMISSIONING PLAN
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Commissioning Man- Within 10% of counter Within 15% of counter Over / Under
hours to execute estimate estimate estimated
10 9 8 7 6 5 4 3 2 1
Execution Method Plan fully explained and Plan & Methods outlined Little or no
Statements / credible explanation
Temporaries
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
COMMISSIONING DELIVERABLES
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
st
Preservation / 1 Fills / All identified & fully compliant Not complete No indication of
Lube Schedules numbers or
content
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 – Main Contractor Assessment for Commissioning and Startup (Continued)
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
COMPANY EXPERIENCE
Similar Size / type of Excellent track record Has managed similar Little experience of
Projects similar
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
VENDOR MANAGEMENT
Involvement Commissioning involvement in Some involvement in No involvement in
FAT’s FAT’s FAT’s
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 – Main Contractor Assessment for Commissioning and Startup (Continued)
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
SAFETY IN COMMISSIONING
Overall Commitment Full and comprehensive Largely compliant Below required
submission commitment
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
Risk Assessment Good process applied to all Process and application No process or
methodology procedures adequate commitment
10 9 8 7 6 5 4 3 2 1
Safety management Good process, tried and tested Satisfies minimum Inadequate
System / Plan requirement
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
ENVIRONMENT IN COMMISSIONING
Overall Commitment Full and comprehensive Largely compliant Below required
submission commitment
10 9 8 7 6 5 4 3 2 1
Environmental Risk Good process, tried and tested Satisfies minimum No process or
Assessment requirement commitment
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 – Main Contractor Assessment for Commissioning and Startup (Continued)
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
STARTUP AND INITIAL OPERATION
RFSU criteria Outlined Minimum conditions for RFSU Concept understood Little or no
understood comprehension
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
st
1 Startup Procedure Format / Contents Compliant Adequate outline Inadequate outline
provided provided
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
11
The future asset owner should be encouraged to conduct early walk-downs ahead of
formal punch listing exercises in order that any major issues are addressed in advance.
Any issue raised should be documented and reported.
Punch list items are normally divided into two categories; Category A and Category B.
Items which would represent a safety hazard if not closed out are designated Category
A and the associated system or tag cannot be energised and brought into service until
the required action is completed. Non-safety critical items are designated Category B
and the system may be commissioned without detriment to performance with the action
still outstanding.
A system or subsystem cannot be accepted for pre-commissioning / commissioning
without mitigating steps being taken to effectively downgrade an ‘A’ item to a Category
B.
Custody of the punch list and its administration, utilising the CMS database, shall lie
with the Certification Engineer. However, responsibility for item closure will lie with the
Construction Team / CSU Team as agreed during punch out.
Access to clear an item, post mechanical completion, must be given by the system /
subsystem custodian (Commissioning or Operations) and be planned to suit ongoing
activity.
Where custody of a system is transferred from one delivery group to another, e.g.
construction to commissioning, and where responsibility for certain ongoing activities
such as preservation is also transferred, these records must also be transferred and be
subject to punch listing along with any other items of information required including
vendor reports, as-builts etc.
12
Refer to DEP 70.10.90.11 for more detail.
Figure 8.1 – Commissioning Technical Documentation Map for Execution and Handover
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9 Commissioning Documentation Deliverables
9.3 Recording
Once executed, a procedure should contain all results, performances and records to
demonstrate that the subsystem, system or facility performance is in compliance with
the BfD. Compliance with the BfD should be by reference to and comparison with
‘acceptance criteria’.
The witnessing of checks, test and results must be recorded to verify that the project
CSU / asset owner’s personnel agree with and confirm the results.
Where offsite module integration and pre-commissioning is to take place, the activity
execution should be subject to the same level of detail, formats and contents. The
procedures produced for the offsite activity should also cover preparations for shipment
and intervening preservation requirements. It may be necessary to make provision for
monitoring conditions which, if breached during transportation, may compromise
integrity e.g. pressure monitoring of nitrogen blankets, monitoring for shock loading of
sensitive equipment.
The onsite procedures should commence from this point and deal with any ‘travel well’
testing to confirm that no degradation or damage has occurred during the transportation
period. Without justification, there should be no repeat of tests carried out offsite.
Information Technology
Finance
Human Resources
Procurement
High Level Documents
High Level Documents
Example:
Example:
HSE-MS
Operations Philosophy
HSE-Legislation & Obligations
Integrity Management Strategy
Spill Management
Emergency Management Plan
Security policy
CHANGE HYDROCARBON
SAFE SYSTEMS PLANNING
MANAGEMENT ACCOUNTING
Change Operations & Engineering Oil & Gas Management Permit to Work Procedures Planning Strategy & Procedures
Management Codes Procedures
& Control of Practice and Specfications
Procedures
ASSET SPECIFIC
DOCUMENTATION
COMMISSIONING PRODUCTION
POPM’s TRAINING MAINTENENCE
& STARTUP SUPPORT
11.1.7 Communication
The commissioning period poses special demands on the need for effective
communication systems between members of the Commissioning Team. The normal
plant-wide system may be insufficient for this purpose and may need to be
supplemented, e.g. by two-way radio or extra telephone links. The necessary reliability
of such communications must be considered as part of the provision of adequate
hazard controls and recovery measures.
2 Introduction of pressurised nitrogen for testing. Provide training to all staff about nitrogen. Ensure all
procedures for pressurised plant are followed. Ensure all vent
paths and lines are clearly indicated.
3 Shortcutting of procedures (e.g. safeguarding) Set up procedures with help from start-up operators who have
or human errors due to stress (or alarm overkill). experience. Provide training to all staff about start-up plan.
4 Non-adherence to commissioning procedures or Develop start-up plan with assistance of experienced start-up
start-up plans. personnel. Essential personnel on site for CSU only. Provide
training to all staff about start-up plan and process and apply
consequence management (Lifesaving rules).
6 No clear demarcation between construction and Barricade the live area and plant with striped plastic tape,
live areas of plant. hang relevant warning signs and control access.
8 Change from one Permit to Work system to Provide training to all staff about PTW. Clearly communicate
another. change to all personnel on site.
9 Drainage system becomes live (hydrocarbon Observe drainage specification. Clearly identify live systems.
contamination).
11 High-temperature lines, un-insulated flanges, Use cages or guards to cover the high-temperature
etc. flanges/valves/lines. Barricade area.
12 Commissioning personnel and resources not Ensure adequate timing for hiring personnel and determine the
familiar with equipment. correct competency levels for all commissioning staff.
Competency assessments carried out.
Overfilling of flare KO system during Train operators. Use correct commissioning procedure.
commissioning.
13
14 No clear or unclear line responsibility during Agreed responsibility matrix and strict communication protocol
start-up. developed and put in place pre-Start-up.
15 Lack of understanding of CSU Provide training to all staff. Use HSE meetings, bulletin boards
hazards/awareness of the frequently changing and Tool box talks to update affected workforce of changing
site conditions site conditions.
16 Use of sub-standard temporary equipment (e.g. Make sure that all temporary equipment is subject to
hoses, heaters, burners). engineering discipline review to confirm technical integrity and
that CSU personnel are trained in their use. Removal of
temporary equipment such as temporary cables and hydrotest
gaskets shall also be considered.
17 Use of hazardous chemicals. Use MSDS and HEMP to identify necessary controls.
12.1 Overview
Flawless Project Delivery13 (FPD) is defined as a focused and systematic approach to
influence successful commissioning, start-up and first cycle operation. Its objective is
to achieve trouble-free startup and sustained operational performance for the total
project including first cycle operation. It is the adoption of processes and actions by
which risks to this objective will be identified, assessed and addressed during
engineering, procurement and site implementation, in a proactive manner. The
approach used implements proven best practices, applies contractor’s own and asset
owner’s lessons learnt, encourages co-operation in the application of flaw mitigation
and risk management, and utilises the resulting improvement of normal work
processes.
Commissioning is not in isolation responsible for FPD within a project, but will
contribute towards its implementation and be the main vehicle through which its
objectives will be realised.
The FPD tool has four key enabling elements, all of which require to be followed if the
full potential of the tool is to be realised. These four elements are:
Flaws and Lessons Learnt Database;
FPD Implementation Roadmap;
Q specification definitions;
Use of Key Performance Indicators (KPI’s) in the FPD Initiative.
For further details refer to
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/ORAKLE/more_1-
02_fpd.html
13
Refer to
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/ORAKLE/dm_1-
02_fpd.html for more detail
12.3 Key Performance Areas (The Q Areas)
The key performance areas are:
Tightness;
Cleanliness;
Integrity ;
Process;
Static mechanical;
Rotating machinery;
Instrument;
Electrical;
Civil;
Operability/maintainability;
Health, Safety and Environment (HSE);
Prototypes;
Complexity;
Testing;
Experience;
Coinciding events;
Information;
Integration.
The delivery of quality in each of these 12 Q Areas is impacted by technical,
commercial and organisational decisions taken throughout all project phases, from
conceptual design through to commissioning and start-up. Monitoring against KPIs set
during the project Select phase and taking appropriate remedial action ensures that the
different Q Area performances stay on track. Guidance on setting KPIs and monitoring
against them is given in the document Key Performance Indicators within the FPD
Initiative.
http://knowledge.europe.shell.com/GetDoc?dataid=1347666&instance=publsiep&guest
=true
Appendix 1 – Check Lists
Area Completion Checklist
This list of disciplines and associated areas of passive completion inspection are for
guidance and are not intended as a comprehensive statement, and may be added to as
necessary for each designated area.
Helipad availability
Operating manual
Maintenance manual
Gas-in/gas-out procedure
Standing Instructions
3 Commissioning:
System Readiness Certificate for HC introduction. All systems required for gas-in
must be signed off before gas-in
4 Communication:
N2 purging completed
Walk-the-line exercise completed and confirm that all breaks and blinds are in
place as per the PEFS
Site Manager
Commissioning Manager
Start-up Superintendent
Proposed By
Proposed By
Agreed By
Agreed By
Appendix 2 - Main HSE Risks During Commissioning and Start-
Up
No HSE Risk Closeout Response
3 Shortcutting of procedures (e.g. Set up procedures with help from start-up operators
safeguarding) or human errors due to who have experience. Provide training to all staff
stress (or alarm overkill). about start-up plan.
4 Non-adherence to start-up plan. Set up start-up plan with help from start-up
operators who have experience. Provide training to
all staff about start-up plan.
6 No clear demarcation between Barricade the live blocks with striped plastic tape
construction and live blocks. and hang the warning board to control access.
7 Live lines running through construction Follow spade blind management procedure.
areas.
8 Change from one Permit to Work Provide training to all staff about PTW.
system to another.
10 (Running) equipment failure. Set up emergency plan for equipment failure and
train staff.
As-built Requirements X X
COMMISSIONING PROCEDURES
Commissioning Procedure Preparation, Contents and
X X
Approvals
Commissioning and Start-up Procedure Implementation and X X
Acceptance
INTEGRITY VERIFICATION
Nitrogen/Helium Leak Testing X
PSV Testing and Certification X
Control of temporary links X X
Commissioning Strategy for Testing and Validation of ICCS X X
Software Configuration Change Control X X
Disturbed and Witnessed Joint Register X X
VOR Integrated Test Procedure X X
SYSTEMS HANDOVER
Handover Procedure and Documentation – Construction to X X
CSU to Operations
Punch Listing Procedure X X
Area Completion and Handover X X
Commissioning Documentation X X
Pre Start-up Audit Preparations X
STARTUP PROCEDURES
Venting and Flaring Monitoring and Control X
Commissioning and Start-up Procedure Preparation, Reviews
X X
and
Simulation
Capacity and Endurance Test Procedures X X
De-commissioning and Disposal Procedures X
Commissioning Input to Operating Procedures X X
FAT
Factory Acceptance Test Procedure Review/Approval X X
Factory Acceptance Testing – all requirements X X
PRESERVATION, SPARES, CONSUMABLES AND TEST EQUIPMENT
Preparation and Application of Preservation Procedures X
Calibration, Inspection and Control of Test Equipment X
Identification, Ordering and Control of Commissioning Spares X X
VENDORS
Vendor Support Contracts – Administration and Callout
X X
Procedure
Vendor Support Contracts Administration X
Appendix 4 - Guidance for the Demarcation of Systems and
Subsystems
The following rules will apply for determining interface points for consistency of
application across projects.
1. Interfaces Between Process and Utility Systems
1.1 General Rules (refer to Figures 1 and 2)
The physical limit of a process system or subsystem will be, wherever possible, an
isolation valve allocated to that system or subsystem that has to be commissioned first.
Where a blind is necessary for positive isolation, the system limit will be at the most
suitable flange. This is often at a package limit providing that the blind may be safely
removed later with the system in operation.
In the case of expanded or de-bottlenecked projects, tie-in points will define system
limits.
Where fully rated blinds are required for system isolation integrity, care must be taken
to ensure that piping systems are designed to accommodate a temporary blind
otherwise a permanent spectacle blind shall be provided in the design.
1.2 Instrument Air System
The instrument air compressor and drier package together with all of the distribution
system will be considered as part of the same instrument air system. During design of
major projects, consideration shall be given to the inclusion of additional section
isolation valves or flanges to create subsystems that can be segregated for progressive
pre-commissioning and commissioning of, say, utility, storage and process facilities.
It may be desirable to include package limits to facilitate separate pre-commissioning
of the package equipment at the manufacturer’s premises and the distribution systems
locally. Otherwise limits will be at the root valve of each instrument impulse line to
transmitters and field devices.
1.3 Flare Systems
Flare systems will include provision of single block valves between the process system
and upstream flange of the relief valve or other relief device to permit removal of the
relief device for periodic maintenance. Relief devices shall belong to the process or
utility stem discharging to the flare header. Consequently it follows that flare system
limits will be at flanges downstream of:
Relief valves
Blowdown ESDV valves
Choke valves
Pressure control valves
1.4 Open and Closed Drains Systems
Treat as detailed in 1.3.
OIL FUEL GAS UTILITY WATER
PROCESS OIL
Exchanger 1
Exchanger 2
CLOSED DRAINS
VESSELS
&
PIPING
DCS CABINET
Electrical
Piping
Instrumentation
Mechanical PUMP
E-12
SWITCHBOARD
Figure 2 – Discipline Breakdown within Subsystem Limits
REVIEW / INTEGRATE
DOSSIERS
POPULATE EQUIPMENT DATABASE / PROJECT
COMPLETION PACKAGE
TO INCLUDE BY SUBSYSTEM ALL EQUIPMENT
Utilising the CMS within the Commissioning and Startup Execution Process
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Verification and documentation of multidiscipline pre-commissioning activities
by subsystem completion
Verification and documentation of dynamic system commissioning completion
Verification and documentation of project VOR, e.g. VOR habitation, VOR first
oil, VOR first gas, VOR export and VOR asset transfer from project to
Operations
The system shall also provide project performance and completion status reports for
construction, pre-commissioning and system dynamic commissioning project phases.
4. Compliance with Flawless Startup and OR&A Initiatives
To ensure flawless start-up and OR&A initiatives are adopted for the project lifecycle,
the completions system must include:
Practices Worth Replicating (PWR)
Previous project experience. Successes, failures, lessons learnt located on
OR&A database
Project-specific completions package contains:
suitability/capability/compatibility/ manoeuvrability/reliability and accessibility
System integrity verification criteria and process
Quality – control and documentation
Standards – project specific and industry standards
Project life costs
Training requirements
Manning requirements / system maintenance and overheads
5. Minimum Selection Requirements and Deliverables
The minimum CMS selection requirements and deliverables must include, but are not
limited to:
System demarcation
o Construction completion limits
o Completion by area and system, aligned to CSU provided start-up logic
and schedule
o Pre-commissioning CSU system and subsystem limits
o System/subsystem nomenclature
o System/subsystem numbering
Project tagging
o Data reliability – review, monitor, audit
o Schedule development from data contained in completions system –
review, monitor, audit
6. Control of Change – Review, Monitor, Audit
Management and control of database
o Verification of project data prior to input – review, monitor, audit
o Management of change for design and equipment/tag changes
o Management of change for controls automation systems software
changes
Mechanical completeness – pre-commissioning and CSU system dossiers
o Produce construction completion data by area and system
o Produce pre-commissioning completion data and documentation in
conjunction with pre-commissioning system dossiers
o Produce CSU completion data and documentation in conjunction with
CSU system dossiers
o Produce system handover documentation in conjunction with specific
project predetermined VOR phases
Factory Acceptance Testing (FAT)
o Provide suitable documentation standard regarding data record and
capture from project equipment FAT schedule
Preservation
o Preparation, application and execution procedures for all equipment
and facility preservation requirements
o Preservation schedules
o Preservation records
o System cleanliness data
Punch lists
o Control of punch list input and closeout of discipline punch list items.
NOTE: The following Flow Sheet illustrates typical punch listing flow.
DISCIPLINE CONSTRUCTION
ENGINEERS TO SURVEY &
DISCIPLINE COMMISSIONING
INSPECT EACH SYSTEM
ENGINEER TO MONITOR
BEFORE MECHANICAL
AND PROGRESS
COMPLETION
PUNCH LIST
PROJECT COMPLETIONS
ARE THERE ANY PUNCH
ENGINEER UPDATES
LIST ITEMS?
DATABASE
CONSTRUCTION
TO RECTIFY
PROJECT COMPLETIONS
ENGINEER LOGS
FINAL HANDOVER
PUNCH LIST ITEMS ON
CERTIFICATE
DATABASE
SIGNED BY ASSET MANAGER
PRE-COMMISSIONING
SYSTEM
8. Reference Drawings
10. Appendices
Holds List
Appendix 7 - Abbreviation
The following list of abbreviations is applicable to this document and the subject matter
contained within.
BfD Basis for Design
boe Barrel of Oil Equivalent
C&E Cause and Effects
CMS Completions Management System
CCMS Project Certifications and Commissioning Management Systems
CMMS Computerised Maintenance Management System
CSU Commissioning and Startup
DCS Distributed Control System
DEP Design and Engineering Practice
ECC Emergency Control Coordinator
EP Exploration & Production
EPC Engineer , Procure and Construct
ERT Emergency Response Team
ESDV Emergency Shutdown Valve
ESPIR Electronic Spares Part Interchangeability Record
FAT Factory Acceptance Test / Testing
FEED Front End Engineering & Design
FPD Flawless Project Delivery
GS Global Solutions
HAZID Hazard Identification
HAZOP Hazard & Operability Study
HC Hydrocarbon(s)
HSES Health, Safety, Environment & Security
HSE-MS Health, Safety and Environment Management Study
ICCS Integrated Control and Communications System
IPF Instrumented Protection System
ISN Instrument Safeguarding Narrative
ITT Invitation to Tender
KPI Key Performance Indicator
MoC Management of Change
MOPO Manual of Permitted Operations
MTBF Mean Time Between Failure
MTTR Mean Time to Repair
OMS Operations Management System
OPMG Opportunity and Project Management Guide
OR&A Operations Readiness and Assurance
ORP Opportunity Realisation Process
P&ID Piping and Instrumentation Diagram
PCE Production Critical Equipment
PCN Process Control Narrative
PEFS Process and Engineering Flow Scheme
PEP Project Execution Plan
PSUA Pre-Startup Audit
PTW Permit to Work
PWR Practices Worth Replicating
RFSU Ready for Startup
SAP System Application and Product Database
SAT System Acceptance Trial
SIMOPS Simultaneous Operations
SIT Site Integration Test / Testing
SME Subject Matter Expert
T&OE Technical and Operational Excellence
VAR Value Assurance Review
VOR Verification of Readiness
WBS Work Breakdown Structure
PSSR Pre-Start Safety Review
SUOP Start-Up On Paper
SURU Start-Up/Ramp-Up
Appendix 8 – Other Related Documents
DEP 30.10.73.33 Installation and Commissioning of Cathodic Protection Systems
DEP 31.76.10.11 Installation, Testing and Balancing and Commissioning of HVAC Systems