Project Engineers Management

Minor Project Tool Box Handbook & Guidelines
MINOR PROJECT TOOL BOX
HANDBOOK
&
GUIDELINES
Book No.:______________ Assigned to:____________________________
Prepared by:
Date
Approved by:
Date
Date
Revision 1 October 2012 Page 1

Welcome to the Minor Projects Team
You have joined a highly dynamic team. You will handle more projects from cradle to
grave in a year than some project engineers do in a lifetime. You may be expected
to manage up to 20 projects at a time. This highly motivated team responds quickly
to the plant needs for fast track projects, especially those related to unit turnarounds.
Job satisfaction comes from doing several good jobs safely, all at one time, and
working with a small tight knit group.
The minor project tool box is a set of standard templates and guidelines specifically
designed for the requirements of minor projects. Other templates, procedures and
guidelines are referenced which are to be used on all projects, details are given in
the reference section of this guideline.
This Guideline Handbook is provided to assist you in your new assignment. It is not
meant to shortcut Jacobs JSTEPs, as adapted to the Huntsman project execution
processes, which are the bases of our procedures and methods. Where it is agreed
that the efficiency of the Minor Projects Team can be improved without compromise
to quality or safety then the basic procedures used for major projects have been
simplified. Never lose sight of the fact that the “Best Practices” of Huntsman
procedures and JSTEPs shall be maintained as you execute projects in the minor
project environment.
Every project team member is willing to assist you in making the right choices and
finding information you need to be successful. You should have been assigned a
mentor. If you don’t know who your mentor is, contact the minor project team
Leader. Your mentor is an experienced professional project engineer who will be
available to help you in your transition period.
This manual covers several topics. It starts with Safety and ends with Safety. There
is no other way to complete a small project. If you are starting your first day you
probably already know that. You have completed your Huntsman induction and will
be aware of the emphasis both Huntsman and Jacobs put on safety. All project
activity will support and promote the principles of Zero Harm.
Other sections of this manual will walk you step by step through execution of a minor
project. In addition to this manual, you will be issued with a set of procedures and
guidelines. These procedures, which have minor project sections within them where
applicable, shall be followed at all times. These guidelines are a supplement that
gives you the basics for handling a minor project within the context of all Alliance
Procedures.
If you have any questions on any of the subjects, contact your mentor or the minor
projects manager.
Welcome again,
The Minor Projects Team

TABLE OF CONTENTS
1. Safety
2. Where Do Projects Come From?
3. Project Initiation
4. Project Execution Plan (PEP)
5. Project Estimate
6. Project Schedule
7. Project Risk Management
8. Construction
9. Constructability
10. Environmental, Health and Safety Requirements
11. Project Funding
12. Value Enhancing Practices
13. Project Execution
14. Close Out
15. Final Client Survey
16. PDRI Assessment
17. Safety / Lessons Learned
18. References
Attachments

The Minor Project Toolkit is supported by a set of folders and templates that are to be
downloaded from the Huntsman network to be numbered and populated with information for a
new project, hence every new project will start with a ready made set of documentation.
The folders are located at X:\nnnnnnnn (Provide link)
Minor Project Folder structure and templates

1 Safety
Safe Plan of Action, template ref. Capx PF 28
2 Project Initiation
Idea form, template ref. Capx PF 22
CER input form, template ref. nnn
3 Project Execution Plan

Project Execution Plan, template ref. Project Execution Plan
Change Alert Form, template ref. Capx PF 23
Change Alert Register template ref. Capx PF 24
4 Project Schedule
No company standard template
5 Project Estimate / Budget

Project Estimate /Budget summary, template ref Capx PF 11
6 Cost Reports
Management summary and cost status, template ref. Capx PF 12
Capital Cost Report – summary, template ref. Capx PF 13
7 Monthly status report

Minor Project Monthly Status Report, template ref. Capx PF 16
8 Construction
Tie in/cutover procedure, template ref. Capx PF 15
9 Project Closure
Transfer of Responsibility Certificate 1 template ref. Capx PF 25
Transfer of Responsibility Certificate 2 template ref. Capx PF 26
Project Closure Notice, template ref. Capx PF 27
PER record, template ref. Capx PF 29
10 Resource summaries
Minor Project Resource Summaries (two pages), template ref. Capx PF 18
11 Compliance Report
Streamlined Compliance Report, template ref. Capx PF 19
12 Project Aging report

Completed Project Portfolio Aging Report, template ref. Capx PF 20
13 Weekly Meeting Agenda

Minor Projects Team Weekly Meeting Agenda, template ref. Capx PF 17
14 Minor Project PDRI assessment

PDRI Template use the CII template

1. SAFETY
Safety is your first priority as a Project Manager (PM) or Project Engineer (PE) in the
minor projects team. Every other Tuesday, the minor projects team Project
Engineers along with the Huntsman Team Lead perform safety audits at one or more
project construction sites as time allows.
As the leader of many projects, the minor project engineer must set the example for
safe work. The Project Engineer shall review his/her projects with engineering,
construction, and subcontractors with an emphasis on Zero Accidents. Every
meeting will start with a Safety Minute. All projects will comply with Huntsman EHS
Considerations for Capital Projects EHS-707.
Any visit to the jobsite requires a Safe Plan of Action: Visit to Construction Site (see
attachments, template ref. Capx PF 28). There are two exceptions to this rule: an
SPA form is not required if site trip is for attending a meeting in a building, or on
Safety Audits when the jobsite SPA can be signed.
2. WHERE DO PROJECTS COME FROM?

Huntsman projects are designated as Capital, Revenue Projects or Others (i.e. Work
Order from Operations Manager). A budget list of capital projects is generated by the
end of the previous fiscal year. Project priorities are set by the Plant Operating Units
and the approved by Site Directors on the advice of Site and Area Engineers. The
Huntsman Team Leaders review this list and identify the projects to be assigned to
the Minor Projects Team.
Huntsman use a simple screening process to separate the project workload into
those projects that can be done in a streamlined mode, i.e. Minor Projects and those
that require a conventional project management, multi-discipline approach. For a
project to be placed into the Minor execution category it must meet the following
requirements:
 The technical solution is straight forward; simple appraisal and selection will
define the project
 If the Process Hazard Analysis Study Leader has classified the project as Minor
and hence PSM is limited to a Safety Assessment and hazard studies are not
required
 Procurement is limited to Replacement in Kind items with a minimum of technical
input or assessment
 The work can be defined by a simple, logical step by step process with a
minimum of complicated dependencies and where each activity the responsibility
of a single discipline or contractor
 Construction is straight forward
 Typically the project is less than USD $500,000 in value and meets ALL of the
above requirements
Complexity judgment and categorisation is largely independent of the cost of the

project, however, because of the selection criteria, it is likely that Minor projects will
generally be lower value. The screening requirements consider project risks; projects
deemed minor are those that have no process risks, have little inter-discipline
coordination and low capital values, they may however, include safety or
environmentally important priorities.

The minor project team manager will assign projects to project engineers. These
projects could be in various phases of engineering or construction. This means
some of the projects may already be in study phase or even fully funded and ready
for detail design.
Because of the smaller size and minimum discipline involvement for minor projects a
two stage gate front end process is used; the Huntsman front end execution process
for Major projects is a four stage gate process each of which leads to CER
submission.
Overall project execution for minor projects is a four stage process to Operations
whereas the Major Project Execution process is a six stage process to Operations
The 3 stages of the MPT Work Process are: “Front End Loading or
Appraise/Select/Define Stage”, “Execute Stage” and “Operate or Start-Up & Close
Out Stage”, this comparison is illustrated on the Major Minor Project Comparison
chart shown below:
-
0 1 2 3 4 5 6 7
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7
Detailed Commission
Idea Feasibility Concept Design Construct Operations
Scope & Start up
Project Idea Gate Gate Handover PER

Characterisation Approval Review Review Review
Gate Gate Gate
Review Review Review
Major Phase 0 Phase 6 Phase 7

Idea Form Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Project Measure
& support PDRI 1 PDRI 2 PDRI 3 PHI 1 PHI 2 Close-out performance
package PER
Idea Gate Handover PER

Approval Review Review
Gate
Review
Phase 0 Minor Project Minor Project Phase 6 Phase 7

Minor Decision Abbreviated decision support package Abbreviated Design and Project Measure
support and appraise/select/define activities Detail package Close-out performance
package Job step implementation PER
3. PROJECT INITIATION
Please refer to the flow chart below. All projects begin with the completion of an Idea
Form (see standard form ref. Capx PF 22) which may be raised by any member of
the Alliance. The Idea will be assessed by the Works Engineer who may call for
assistance from the appropriate Area Manager, the Site Production Manager, the
Asset Improvement Manager, the Technology Manager and the EHSQ manager. The
Works Engineer will check the Idea Database and the Pending and Closed Project
Database to ensure that Idea has not been assessed previously and will include any
reasons and decisions previously given in his assessment.

Prepare
IDEA
form
Check
IDEA
Database
Out Select
In/Out
substitute
Of Budget
project
In
Approved Add
N
for Details Stop
Development To IDEA
Database
Y
Appoint
PM/PE Major
& nominate Minor Major
or
Support Minor Refer to Major
team Project Flowchart
Populate
CER
for sanction
PDRI 3
for Minor
Projects
Add N
To pending/ CER
closed approved
Database
Y
Stop Add to project

portfolio
Execute
project
Close out
Stop

The Idea Form is single page statement of the suggested improvement to bring to
management attention any issue that will improve the performance of the plant.
Whilst the Idea should be clear from the information provided the form content should
be kept to a summary to minimise the work required to raise it. It is important that the
problem is accurately stated, the application of Root Cause Analysis techniques may
help.
If the Idea form is not approved for development details of the design must be added
to the Idea Database and the form is filed in the appropriate electronic document
folder.
If the Idea form is approved the Works Engineer will consult with the Manager of
Projects to appoint a Project Manager/Project Engineer. The Appointed Project
Manager/Project Engineer is responsible for mobilising the team and ensuring that
sufficient data is produced to support a Capital Expenditure Request (CER) and for
arranging an independent assessor to perform the PDRI assessment at gate 3.
The lack of complexity in Minor Projects means that the Feasibility, Concept and
Detailed Scope phases can be amalgamated into one phase and an accelerated
timescale will be possible.
When approval is given at Stage Gate 0 permission and funding is granted to

generate sufficient data to meet the requirements of the Stage Gate 3. In exceptional
circumstances for a Minor Project it may be necessary at this point to apply for
approval of funds to develop the idea, e.g. where a paid study is required to provide
specialist engineering from an external supplier. Where Revenue funding for
development is required approval must be obtained from the Works Engineer.
Minor projects will be assessed using the CII PDRI checklist, (see section 15 of this
document) which is to be used in conjunction with Operating Procedure CapxP01 to
prepare the necessary documentation to allow the responsible Project
Manager/Project Engineer to complete the CER submission. The CER is a standard
document and its use is defined in Huntsman “Corporate Capital Investment
Guidelines” section 5.0.
Once CER approval has been obtained and the project has been scheduled for
implementation the project leader (Project Manager/Project Engineer) will update the
Project Execution Plan and hold a project kickoff meeting. The purpose of this
meeting is to align project team members with the project objectives through review
of the scope of work, roles and responsibilities, and project deliverables.
4. PROJECT EXECUTION PLAN (PEP)

The Project Execution Plan is a guide for everyone involved in the project. It helps to
ensure that everything done is consistent with the business objectives that gave rise
to the project. It is a tool for communication within the project team.
It will be issued in draft form for CER submission and will be updated for the
execution phases ready for the project start. The PEP is the key to communicating
the project goals and objectives to the project team and will be updated and reissued
as necessary.
Guidelines and typical content to indicate the expected contents of each section are
given in the standard pro-forma in the Minor Project Tool Box.

As discipline and construction personnel join the project team and start to add detail
to the scope of work, the PEP document shall be updated. As a minimum an
updated PEP shall be reissued before the construction phase starts.
The Project Execution Plan in conjunction with the Plant Item List will describe the
scope of work for the project. From time to time during the project execution it may
be necessary to change the project scope; all such changes must be authorised
before implementation. Where change is proposed a member of the project team
must raise a Change Alert Sheet and have this approved by the Project Manager.
5. PROJECT ESTIMATE
Better quality estimates will lead to more efficient use of group capital and therefore
potentially additional investment funds to allow more projects to go ahead.
The estimate shall be compiled in accordance with the guidelines set down in
capexBPG012 and the associated procedures and templates. The project estimate
shall be prepared using the Project Estimating Template (ref. Capx PF 11). This
template is located in the minor project folder on the company computer network.
Always start a new estimate with a new estimate template do not re-use an
estimate form from a previous project.
Instructions for using the cost estimate form are provided in the same folder. The
estimate compiler needs to review the associated cost schedule often because they
are up dated at regular intervals. It is recommended that the mentor’s help is sought
when preparing the first estimate.
The estimating process used for Minor projects is a shortened version of the Major
Project procedure and will use simplified methods as defined in the Association for
the Advancement of Cost Engineering International (AACE) guidelines.
To enable an estimate of a sufficient accuracy to be generated the engineering team

must strive to provide a complete Plant Item List and an accurate Bill of Materials as
it is possible to provide, based on the information available. The reason for this
emphasis on accuracy of scope is that the major source of error in estimate
preparation is underestimating the scope of work.
Estimates of increasing accuracy are required at each successive stage gate and in
order to expedite the estimating process for Minor Projects the estimate will be
generated using best available prices for equipment and standard rate multipliers for
Civil Structural and Architectural works, Piping and Electrical Instrument and control
items.
Therefore it is anticipated and accepted that estimate inaccuracy will arise in the
generation of Minor Project estimates by the use of the standard rates rather than
omissions from the scope of work, compensation for this inaccuracy will be made in
the risk provision applied to such estimates. If better quality estimates can be
generated without extra effort then risk provision can be adjusted to suit.
BASIS OF THE ESTIMATE
Note this is a summary of a more comprehensive guide included in the Capex Best
Practice Guideline ref. Capx BPG 02

The Basis of Estimate defines the scope of the project, and will provide any person
with capital project experience the ability to understand and assess the estimate. The
BOE states the purpose of the estimate being prepared, the project scope, pricing
basis, allowances, assumptions, exclusions, cost risks and opportunities, and any
deviations from standard practices. Additionally the BOE records communications
that have occurred and agreements that have been made between the compiler and
other project stakeholders.
A well prepared basis of estimate will:
 Document the overall project scope.

 Communicate the estimator’s knowledge of the project by demonstrating an
understanding of scope and schedule as it relates to cost.
 Alert the project team to potential cost risks and opportunities.
 Provide a record of key communications made during estimate preparation.
 Provide a record of all documents used to prepare the estimate.
 Act as a source of support during dispute resolutions.
 Establish the initial baseline for scope, quantities and cost for use in cost
trending throughout the project.
 Provide the historical relationships between estimates throughout the project
lifecycle.
 Facilitate the review and validation of the cost estimate.
A Basis of Estimate will:

 Be factually complete, but be concise.
 Be able to support your facts and findings.
 Identify estimating team members and their roles.
 Describe the tools, techniques, estimating methodology, and data used to
develop the cost estimate.
 Identify other projects that were referenced or benchmarked during estimate
preparation.
 Be developed concurrently with the cost estimate.
The BOE establishes the context of the estimate, and supports review and validation.
Where no statement is included in the BOE on any given element of the estimate a
subsequent reviewer may make unfounded assumptions as to the basis of estimate;
statements that confirm no change to existing are as valuable as those that describe
change and hence cost. Where no information is given the design and procurement
team may engineer or purchase items not included or covered by the estimate
leading to cost and time overruns.
The following describes the suggested topics and contents included in a typical BOE.
PROJECT CONTEXT
The BOE should be put in context by including an opening statement that re-iterates
a summary of the business objectives and general principles that underpin the
project. These general principles will determine the features, execution and detailed
design of the plant and project to meet the defined business objectives, it follows
therefore they will have an influence on the cost of the project.
The statement should cover the topics listed below:

MANUFACTURING OBJECTIVES CRITERIA
Reliability Philosophy - State measures included to achieve dependable operating

performance from the unit/facility or upgrades implemented by this project.
Maintenance philosophy - State the principles to be included in the design to

maintain operations and availability at the required level.
Operating philosophy - List the design principles that must be included to achieve the
nameplate plant performance such as service factor, on-stream time, availability etc.
Business Objectives - Reference any features of the business case that will influence
the estimated cost of the project.
Technology - The technology proposed for the plant will be identified in the Idea
Form, proven technology involves less risk than novel or experimental technology to
project cost and schedule, a statement should be included to confirm the status of
the technology.
PROJECT SCOPE
Project Objectives Statement - Ensure that objectives stated in the Idea Form or
Business Case are catered for in the estimate.
Project Design Criteria - Cost will be determined in part by the standards that must
be met in the design of the plant and systems.
Site characteristics available vs required - The estimate must cover the cost of
improvement or upgrade of existing site utilities and support services if required.
Dismantling and demolition requirements - Confirm the scope of work for

decommissioning and demolition of existing equipment, plant or buildings including
any extension to the schedule and hence time based costs.
Lead / Discipline scope of work - The estimate should be underpinned by a

deliverable list from each discipline defining by type and number the documentation
and time based work content required.
Project schedule - A project milestone schedule shall be developed to provide a

basis for estimate.
VALUE ENGINEERING
Process simplification - Confirm if a structured analysis has been applied to assess

and reduce or remove equipment redundancy, over capacity, excessive controls or
discretionary spares.
Design and material alternatives considered or rejected - Confirm a structured

process has been applied to consider design and material alternatives.

Design for constructability analysis - Constructability analysis is the optimum use of

construction knowledge and experience in planning, design, procurement and field
operations to achieve overall project objectives.
Site location - The geographical location must be confirmed and documented, the
estimate must be underpinned by site details.
Surveys and soil tests - The estimate shall be supported by sufficient survey and soil
data to confirm what preparations must be made to make the proposed site suitable
for construction and that unforeseen costs have been minimised.
Environmental assessment - Confirm the need for an Environmental Impact

Statement; implications for the project shall be stated to evaluate issues that may
impact the cost estimate or delay the project.
Permit requirements - A permitting plan for the plant must be in place to support the
estimate.
Utility sources with supply conditions - The estimate will require confirmation of
extent of work required to provide supply of utilities required to operate the
unit/facility.
Fire protection and safety considerations - A list of fire and safety provisions.
PROCESS AND MECHANICAL
Process Flow Diagrams (to include Utility and Material Flow Diagrams) - ensure that
the flowsheets are developed and approved prior to the preparation of the cost
estimate. Estimates for renovation and revamp projects may be based on marked up
copies of existing drawings to show scope of work.
Piping and Instrument Diagrams (P&IDs) - Ensure that the P&IDs for the main
process, services and off-sites have been developed in sufficient detail to be
representative of the equipment, its interconnection and the control philosophy.
Estimates for renovation and revamp projects may be based on marked up copies of
existing drawings.
Incomplete information on P&IDs is frequently identified as source of project cost

growth it is important that the estimate compiler understands the level of
completeness and the quality of the information presented. Confirm comments from
the safety review have been incorporated.
Component and material take offs - Confirm that the P & IDs have been sufficiently
developed to enable the preparation of:
- a valve take off
- a line list (size, outline specification and length)
- a piping specialty items (in-line equipment) take off e.g. steam traps,
strainers)
- an instrument schedule.
Process Safety Management - Confirm if the project documents have been subject to
safety assessment or HAZOP. Where such assessments or reviews are incomplete
sufficient allowance should be made in the costs to cater for additional safety
measures that may be required as a result of the reviews.

Utility Flow Diagrams, Material Flow Diagrams, (UFDs, MFDs) - UFDs are similar in
nature to P&IDs in that they show utility equipment and pipelines from generation of
supply to user points.
Specifications and data sheets - Confirm that the process specification is firm and
process data sheets have been prepared for all the MPIs including those for services
and offsites. Estimates for renovation and revamp projects may be based on marked
up copies of existing documents.
Piping system requirements - Design department shall confirm the standards,

methodology and record documentation required to support the design of piping
systems including stress analysis and determination of imposed loads. Estimates for
renovation and revamp projects may be based on marked up copies of existing
documents.
Plot plan - The plot plan will show the location of new plant in relation to surrounding
plant or offsite areas and shall be complete with sufficient detail to ensure the
estimate compiler will have a sound basis for the estimate. This layout may be in the
form of a drawing or 3D model. Estimates for renovation and revamp projects may be
based on marked up copies of existing documents.
Mechanical Equipment List (MEL) - The mechanical Equipment list shall identify all
mechanical equipment by tag number to ensure the estimate compiler has a
complete scope of work. Estimates for renovation and revamp projects may be based
on marked up copies of existing documents.
Line list - The pipe line list designates pipelines to be included in the scope of work.
existing documents.
Tie in list (also known as termination point schedule) - All tie-ins or fluid supply
terminations shall be listed so that cost of making connections can be included in the
estimate. Estimates for renovation and revamp projects may be based on marked up
copies of existing documents.
Piping specialty items list (inline equipment) - This list summarises pipe line specialty
items. Estimates for renovation and revamp projects may be based on marked up
Instrument index - A list of the instruments to be included in the scope of work.

existing documents.
EQUIPMENT SCOPE
Equipment status - An equipment status summary shall provide the estimate

compiler with a basis for judgment of the quality of costs provided by others.
Estimates for renovation and revamp projects may include items that are re-used; the
responsible department must provide the estimate compiler with sufficient information
on refurbishment costs preferably underpinned by a subcontractor quotation.
Equipment location drawings, (also known as General arrangements, plant layout

drawings) the location arrangements may be defined as part of a 3D model. -
Required to estimate the installation effort required, scaffolding, cranage and lifting

etc. Estimates for renovation and revamp projects may be based on marked up
Equipment utility requirements - A tabulated list of utility requirements
CIVIL, STRUCTURAL AND ARCHITECTURAL
Civil/Structural requirements - Civil structural details should be developed to ‘Issued

for Design’ status. Estimates for renovation and revamp projects may be based on
marked up copies of existing documents.
Architectural requirements - Confirm requirements for buildings and associated

services. Estimates for renovation and revamp projects may be based on marked up
Transportation requirements - A coordinated plant transportation specification is

required. Estimates for renovation and revamp projects must take into to account
coordination with ongoing production operations to avoid conflicts.
INSTRUMENT AND ELECTRICAL
Control philosophy - The control philosophy describes the general nature of the
process and identifies overall control systems.
Logic diagrams - Logic diagrams should be developed. Estimates for renovation and
revamp projects may be based on marked up copies of existing documents to show
scope of work.
Electrical area classification - Electrical area classification shall be marked on the plot
plan.
Substation requirements and power sources identified - Substation requirements

shall be documented. Estimates for renovation and revamp projects may be based
on marked up copies of existing documents.
Electrical Single Line Diagrams (SLDs) - SLDs indicates the components, devices or
parts of an electrical power distribution system. Estimates for renovation and revamp
projects may be based on marked up copies of existing documents.
Instrument and electrical specifications - Specifications for instrument and electrical

systems at ‘Issued for Design’ status. Estimates for renovation and revamp projects
may be based on marked up copies of existing documents.
PROCUREMENT STRATEGY
Identify long lead items/critical items and materials - Identify engineered items with
lead time that will impact the detailed engineering because of receipt of vendor
information or impact the construction schedule because of long lead times.
Identification of long delivery times and critical materials is especially important for
renovation and revamp projects where plant shutdown may be involved.
Procurement procedures and plans - Project specific guidelines to inform the

estimate in respect of procurement, expediting, delivery, testing, inspection, pre-
fabrication, modularisation to ensure costs included are comprehensive and

complete. Estimates for renovation and revamp projects may be based on marked up
Procurement responsibility matrix - A procurement responsibility matrix will confirm

which costs should be included in which element of the estimate. Renovation and
revamp projects that re-use existing equipment may require subcontractor support to
confirm design is suitable.
DELIVERABLES
CAD/3D model requirements - Advise the extent of CAD and 3D modeling proposed.
Deliverables defined - Disciplines should prepare a list of deliverables to be

generated for the project.
Document distribution matrix - A document distribution matrix, which may be adapted

from a site standard matrix, shall be prepared.
PROJECT CONTROL
Project control requirements - The estimate shall include provisions for planning, cost
control and estimating effort.
Project accounting requirements - Any project specific accounting requirements other

than Huntsman standard procedures shall be advised where a change to project
costs will be involved.
Risk analysis - All projects shall have a risk analysis performed and provisions
included in the estimate.
6. PROJECT SCHEDULE
The importance of a project schedule is that all project team members understand
the sequence of events and therefore they can coordinate their own contribution with
others because they may depend on others to provide information or they may
provide information to others so that work can proceed in the correct sequence.
In general it is expected that the responsible project engineer will schedule the work.
An electronic programming tool is the planning tool to be used for Minor Projects
unless a simple ordered list with dates and resources will suffice, however, a
software application is preferred because of the ease with which progress can be
shown graphically.
Once the project moves from the Detailed Scope phase to the Design and Construct
phase, the site Planner/Scheduler will integrate the Minor project into the overall site
schedule.
The overall project schedule shows all active minor projects and is updated bi-weekly
by the minor project planner. It is used to coordinate details of required resources for
each engineering discipline as well as the construction group. As new projects are
added or implementation dates proposed the overall schedule will determine best
use of resource and will confirm achievable implementation dates.
Generating a project schedule

1 Make a list of all the activities or items that need to be done, made and installed to
achieve the project objectives.
2 Make an estimate of the time needed to do, make or install the activities listed, note
you will have to take into account the resource required to do the activities.
3 List the activities in a reasonably logical order on the Project Programme template.
4 Make any links between activities where one activity must be completed before
another one can start, or where activities must start together or where they must
finish together.
5 Where no dependencies exist it is advisable to start activities as soon as possible.
6 The project will only have so much of each of the resources (people, materials,
equipment) it requires available to it, make sure you have scheduled activities so that
resources are not overloaded. The consequence will be that some activities can’t be
started as soon as the earlier listing; this is known as resource leveling.
7 The result of the steps listed above will be to generate an end date for the project
which may or may not coincide with the required delivery date. Some projects will
have a fixed end date and resources may have to be increased to allow activities to
be done at the same time.
8 Adding large amount of resource has its limits; don’t plan on increasing to
unfeasible levels. Adding more resource at the latter stages of a project to recover a
late delivery will often delay the project further because people need to be trained,
supervised and will demand increased communication effort when they first start on a
project hence diverting the attention of the existing team and reducing the overall
efficiency.
9 An assessment by McKinsey indicated that projects that finish on time but over
budget are 140% more profitable than if they had finished on budget but six months
late. It is received wisdom that if a project ends on time it will generally be on budget
or within the contingency allowed in the budget.
10 Whilst the Project Manager/Engineer will be concerned with delivery on time and
on budget the business is concerned with delivering the promised benefit of doing the
work. An on time on budget project will only realise the return on investment if it
accomplishes what the company needed in the first place.
11 The best estimated and planned project can be disrupted by changes to the scope
or specification while it is in progress. Generally major changes are readily identified
and managed, however, the phenomenon known as ‘scope creep’ where small
increments in quality or scope, each of which appears inconsequential in itself, cause
overruns when they are all added together. This tendency is made worse because
delays and increased costs are largely undetected until a major milestone is missed
or the estimate to complete suddenly jumps up in value; by this time it is generally
too late to take corrective action.
12 Without some form of consistent performance measurement system it is

impossible to know if a project is on the right track and therefore to know if corrective
action is required. Making reporting objective will avoid optimism on the part of the
project team (this is not the result of misrepresentation by the team but rather a

common human tendency). The concept of numerical progress measurement is

useful in this context refer to capex Best Practice Guideline 014.
7. PROJECT RISK MANAGEMENT
Because of the inherent uncertainty involved in project work risk management

technique is applied to ensure the project meets its cost, schedule or quality targets;
it is therefore appropriate that it is applied to all projects.
Project risk management shall be carried out using the guidelines set out in capex
Best Practice Guideline 017.
Project risk management is an essential part of project management. Project Risk

Management is not concerned with EHS risks these are dealt with by other
means, likewise business risks, such as market share or selling price are dealt
with through the updated business case. Project parameters are generally
measured by cost, time and quality and it is with these that project risk
management should be concerned. Project Risk Management therefore is
concerned with those uncertainties likely to threaten or enhance project outcomes.
Project risk is mostly concerned with cost, some projects may be time sensitive and
hence activity duration may pose a risk, however most schedule risks translate into
cost risks eventually; equally quality issues are generally resolved by additional cost.
Risk Management should be implemented from the start of the project but must be
formalised and documented whenever funding is requested; for Minor projects this
may be after approval of the IDEA form but will certainly be necessary as part of the
CER application.
The compilation of a Risk Register is often best achieved by combining the

knowledge and skills of a cross section of the project team in a risk workshop.
Attendees at the workshop will normally include the Project Engineer, engineering
leads, maintenance and reliability engineers.
The risk workshop should brainstorm the project and generate as broad a cross
section of potential risks as possible. The list at this stage can contain many items
that need further classification, three classes are applicable:
The risk team should review the list generated and assess risk into three classes:
Unmanageable: Those risk that if they occur cannot be mitigated by any
action or provision available to the project team, e.g. the whole of the site,
including the work area, is flooded; a fire in an existing plant that damages the
work area; a 747 falls from the sky onto the plant.
Day to Day problems: Those risks that should be controlled if all project
members do their jobs well and on time e.g. project documentation is late,
installation involves a heavy lift.
Project risks: Those risks that are specific to this project and can be
managed by including provisions in the estimate and hence in the budget
and/or additional time in the overall duration or promised delivery date, e.g.
quality of information used to generate quotations, a specialist item of
equipment may be late because of unavailability of exotic material.

Risk shall be summarised on the risk register, a template is included in the minor
project tool box.
Quantification is important to estimate the level of risk contingency allowance. In cost

terms expected values are our best estimate of what costs should be incurred if the
project goes to plan. The contingency allowance provides an uplift from the expected
value which will not be required if the project is fortunate and no identified risk event
occurs.
8. CONSTRUCTION
The involvement of the construction engineer at all of the phases of the project will
ensure that construction is not neglected during design and procurement. The
construction phase is always the most costly of any phase of a project and any
construction cost that can be saved by good design or procurement will be repaid
tenfold in construction.
As an approved Idea is developed towards a CER pre-construction planning is

carried out to ensure that all parties concerned understand their responsibilities and
any constraints during the course of project mobilisation and execution. Minor
Projects will not be successful if we have properly estimated the engineering effort,
but failed to adequately address the cost of construction. This is especially true on
an operating plant, where many issues must be addressed, i.e. integration with
operations, permits to work, shutdown requirements, existing field conditions,
environmental concerns, etc.
An estimate is prepared for budget and cost control purposes; the estimate must be
prepared including input from the construction department. This detailed line item
estimate is formatted to indicate what is to be included in subcontract packages
(mechanical, civil, etc.). A construction schedule should be prepared after the
definitive estimate is approved by the PM/PE and issued prior to funding and
included in the overall project schedule. All parties that will form the construction
team should have walked the project site with Engineering and Operations and have
copies of any preliminary data such as the PEP, marked up P&IDs, Plant Layouts or
model shots that the PE can provide to them.
9. CONSTRUCTABILITY
The Project Engineer is responsible for constructability on the project through the
creation of a constructability team. This effort will vary, depending upon the overall
size and scope of the project. The main focus is to ensure that the design package
will provide the information necessary for safe, efficient procurement and
construction planning and will provide construction continuity through planned
delivery of materials and efficient deployment of site supervision and labour.
The constructability team should be no larger than is necessary to provide their

required input. One individual each from Engineering and Construction can make a
very effective team on a Minor Project. For most projects, the Construction Engineer
will coordinate the constructability effort to optimise engineering, procurement, and
construction methods.
The constructability team shall develop a detailed list of project objectives. It is

important to evaluate the design and construction implications when developing the
project objectives.

A list of constructability-specific objectives may include consideration of:

 Standardised elements
 Modules/pre-assembly
 Lift equipment
 Material lay down areas
 Fabrication and erection considerations
 Number of field welds vs. shop welds
 Jobsite accessibility
 Improvement of construction-friendly communications
 Effects of weather on various construction operations
 Minimising construction rework
 Minimising jobsite congestion
 Shop fabrication vs field fabrication piping and/or structural steel
 Subcontract vs direct perform
 Possible environmental considerations (lead paint removal, asbestos
removal, etc.)
 Construction schedule & coordination with Operations to ensue plant/jobsite
availability
10. ENVIRONMENTAL, HEALTH AND SAFETY REQUIREMENTS
The following is a synopsis of Huntsman procedure EHS-707, notwithstanding the

following requirements Project Managers shall implement the current version of this
procedure.
Each Business shall ensure that Capital Project Processes and Procedures are in
place. These procedures shall include appointment of key project personnel and
technical authorities; relevant engineering and design standards; statutory approvals;
EHS studies and reviews, which must include Hazard Identification and Analysis as
well as occupational health and environmental impact assessments. These studies
and reviews shall consider the entire life of the project, including design,
procurement, construction, commissioning, operation and decommissioning phases.
Each Business / Facility shall maintain business ownership and overall responsibility
for ensuring the project follows the capital project process. In doing so, the Senior
Manager or Business Line Managers shall ensure that a Project Sponsor and/or a
Venture Manager shall be appointed for each Capital Project.
The Project Sponsor / Venture Manager shall ensure that the following key
appointments are made at an appropriate time in the project process:
a) A Project Manager
b) Commissioning Manager
The Project Manager shall ensure during the Design Phase capital projects are
designed, built and commissioned in accordance with local regulatory requirements
and EHS Policies and Standards; particularly those shown below:
EHS-708 Electrical Safety
EHS-516 Lifting Equipment
EHS-703 EHS Critical Mechanical & Pressurized Systems Integrity
EHS-704 Structural & Civil Systems Integrity
EHS-705 Critical Control & Instrumented Systems Integrity

Appointments required by the EHS Standards and other key appointed project team
members must be made in writing. It is essential that those appointed clearly
understand their EHS responsibilities and accountabilities.
All processes shall be engineered with the lowest practicable Risk and the necessary
Hazard Identification and Analysis Studies are carried out. (Ref: EHS - 706), EHS
Critical plant, equipment, structures, instrumented systems and control systems,
including software, are identified and the design intent / function of all EHS Critical
equipment and systems shall be considered, achieved and recorded for use by plant
operating personnel.
EHS management systems, documentation and records (including ongoing testing

and inspection requirements) must be set up as appropriate and handed over to site
or facility staff, in addition, process technologies and designs obtained from third
parties comply with the requirements of Huntsman EHS Policies and EHS standards.
During the Procurement and Construction Phases the purchase and supply of
materials, equipment and services must be specified and checked so that the EHS
requirements are achieved. Inspections and tests during manufacture shall be carried
out as per design specification, recorded and records are handed over to the
appropriate facility.
Qualified contractors, sub-contractors and suppliers shall be selected and are given
sufficient site information to protect the safety and health of their employees,
construction work associated with the project must meet EHS requirements, and
contractor’s EHS standards shall be no less rigorous than Huntsman Standards.
Construction modifications will be subject to a change control procedure, clear and

unambiguous EHS responsibilities will be agreed in writing when plant, equipment
and systems are handed over:
i.) for commissioning and start-up
ii.) for normal operation.
The Commissioning Manager shall ensure that the equipment is checked and its
installation complies with the design intent, and that equipment is appropriately
tested to demonstrate that it is working properly; operating instructions are written in
accordance with EHS 111 (Operating Procedures); new or modified plant, equipment
and systems are commissioned in accordance with EHS requirements and
standards; people who will operate and maintain the plant, equipment and systems
are qualified and have documented training.
Relevant EHS information relating to the project shall be retained for future reference
once the project is completed.
It should be noted that the appointed Project Manager and Commissioning Manager
mentioned are not job titles they describe job functions for a single project. The
Project Sponsor / Venture Manager must be a Huntsman Associate. Where the
Huntsman Project Manager is not a Huntsman Associate, the Project Sponsor /
Venture Manager accountable for the Project shall have responsibility for compliance
with this Standard. The Project Manager is normally responsible for the Capital
Project until the end of commissioning unless otherwise agreed with the Project
Sponsor / Venture Manager.
11. PROJECT FUNDING

The completed CER package is the mechanism used to allocate funding from central
funds. The CER includes a Financial Summary. The methods to calculate the various
financial components are given in Corporate Capital Expenditure Guidelines.
Once CER approval has been gained the PM/PE must confirm the project budget
based on the CER estimate unless this has been modified by the CER approval
process.
The execution phase kick-off meeting will be chaired by the PE and attended by the
following:
 All engineering and support personnel
 Construction personnel
 Operations
The project kickoff meeting will use the Project Execution Plan as its agenda. This
meeting like all meetings will start with a safety minute and a quality minute each of
which is of relevance to the project.
The team will review scope, schedule and budgets with everyone involved. This is
the time to set up review meetings if required. The project engineer will point out any
key milestones in the schedule that must be met; any long lead items that need to be
placed on order by a specific date and any turn around associated with the overall
schedule of work. The team will also discuss any permits required to complete the
work and make sure they are shown on the project schedule. Other items, which
need to be discussed, include: review of the budgets; setting expectations for
progress; Value Enhancing Practices applicable to the project which will be
implemented; and emphasizing Value Plus. Value Plus can be used as the quality
topic to help the team become aligned with the concept of adding value to the
project. The team shall also agree on the calendar for the future meetings.
12. VALUE ENHANCING PRACTICES

Jacobs Value Enhancing Practices (JVEPs) are techniques for improving overall
value of a project to Huntsman through enhanced margins, lower costs, shorter
schedules, ease of construction, operability, maintainability and reliability.
A summary of the JVEPs is given in the Attachments to this guide.
The full JVEP list extends to twenty two practices, however, because of the nature of
Minor Projects four are considered of primary importance:
 Class of Plant Quality JVEP-13
 Constructability JVEP-3
 Design to Capacity JVEP-4
 Project Definition Rating Index (PDRI) JVEP-9
13. PROJECT EXECUTION

It is the responsibility of the Project Engineer to ensure that his/her projects are
executed within the approved budget and agreed schedule and that work is
completed to the required quality standard. The project engineer shall also ensure
that scope of work is tightly controlled.
The minor project team will hold weekly meetings chaired by the Minor Project Team
Manager and attended by all the Project Managers, Project Engineers, Cost
Engineer, Construction, Inspection, Operations, (and Discipline Leads by invitation).

The purpose of these meetings is to determine if projects are being completed

satisfactorily and on schedule, or if someone is waiting for some information. Action
items will be added to the list as needed for projects. Breakout sessions are held
after the main meeting where individual PE’s can analyse specific issues for their
projects in more detail without occupying the whole team unnecessarily.
The cost engineer will issue cost reports for all projects. These reports will be
generated in part from the company accounting system; however, the responsible
Project Managers and Project Engineers must update the forecast column. The
responsible Project Engineer shall review these reports regularly and follow up with
the cost engineer to ensure accuracy of the report as well as to provide an updated
cost forecast.
In addition, the Project Engineer shall also review the resource allocation reports to
verify new costs being charged to his/her project(s), for example if the project is not
in construction phase, then there should not be any construction work hours. For
construction labour hours as well as design man hours which include quality
assurance/quality control, construction staff and engineering personnel, the Project
Engineer shall verify that those personnel who charged to his/her project have in fact
charged their time correctly and if not contact them and have charges reversed.
In order to maintain this aspect of control it is vital that all team members charge their
time accurately and do so by the time sheet deadline each week.
14. CLOSE OUT

Once the new/modified plant is operational the responsible Project Manager /Project
Engineer shall ensure that his/her projects are completed by ensuring that close out
documentation is completed and properly filed for future reference. The steps for
closing a project are:
Actions:
 All “As Built” marked up documentation shall be completed and handed over
to the appropriate groups in the drawing office to allow asset records to be
updated.
 The Project Manager /Project Engineer with Field Quality Assurance/Quality
Control engineer shall assemble all system inspection certificates where
these are carried out or verified by Huntsman personnel and the contractor’s
system inspection certificates where these are carried out by the
subcontractor’s representative.
 The responsible Project Manager /Project Engineer will complete a Project
Closure Folder and will obtain signatures required from various stakeholders
to ensure that the project is ready to be closed.
The Project Closure Folder shall consist of:

Transfer of Responsibility Certificate 1; Construction to Commissioning
Transfer of Responsibility Certificate 2; Commissioning to Operations
Project punch list with accepted exceptions noted
Project Closure Certificate
 Safety clearance will have been obtained during the commissioning and
handover process, in order to close the project from this point of view the
Area Engineers signature on the Transfer of Responsibility Certificate 2 will
confirm compliance with the relevant Safety requirements.

 The engineer responsible for Quality Assurance/Quality Control engineer

signs to signify that all inspection packages have been completed and punch
list items have been completed or accepted by Operations/Maintenance. Any
agreed exceptions will be noted on the signed off Punch List.
 The Area Engineer signs to confirm all Operating and Maintenance data has
been complied and made available.
 The responsible Procurement Manager or buyer will sign to signify that all
purchase orders and subcontracts on the project have been paid for and are
closed.
 The project accountant will sign signifying that the last invoice from all
vendor/subcontractor invoices has been issued and the project number can
be closed.
 The Drawing Office manager will sign showing that all drawings and
documentation has been received and accepted on the project and plant
records have been updated to incorporate ‘as built’ information.
 With the Project Closure Notice completed and signed by all the signatories
the PE shall complete a Project Completion Report and issue the completed
Project Closure Notice to the distribution defined on the form.
 The close out phase should be less than 90 days after Transfer of
Responsibility Certificate 2 is signed. Note that Accounts department will not
sign the closure form unless there have been no charges for 30 days. This
means all charges and work must be completed within 60 days if the project
is to close within 90 days.
15. FINAL CLIENT SURVEY

A Client Survey or Surveys shall be completed just before the project is ready for
Post Event Review the client will be the Area Manager/Area Engineer. Client
Surveys are to be completed by Area Engineers who were familiar with the project
and verified by the Venture Manager. The surveys are used to improve the minor
project process.
16. PDRI ASSESSMENT

PDRI is a CII tool (Implementation Resource reference 113-2, version 3.2) the
methodology to measure project scope definition for completeness. It identifies and
precisely describes each critical element in a scope definition package and allows a
project team to quickly predict factors impacting project risk. The tool can be applied
at any point in the project lifecycle, however it is most effective in the earlier stages
pre sanction to ensure a sound basis for the project.
The PDRI manual and the tool are located in Add file reference
The Excel workbook that accompanies the CII Implementation Resource should be
used during the assessment meeting to score the project elements and record notes
as the review proceeds. The Instruction sheet form the Workbook is given below:

REQUIREMENTS
Office 2003 or greater.
INSTRUCTIONS:
Session Assesment Process:
-Introductions: Name, Company, Role (pass attendance sheet around)
-Ask if anyone present has not been through a PDRI. If yes, briefly explain PDRI
-Explain ground rules and scoring.
-Begin PDRI Section I
-Repeat process for each new PDRI.
Toolkit Security Issue:
Due to the presence of macros in this toolkit package, ensure that the security setting before use is set to
"LOW" and afterwards, re-start the toolkit package. This can be done by using the "Security Level" button to
change and check present settings.
How to use:
Start by entering information on PDRI Cover Page
Select project status (i.e., Conceptual, Feasibility, etc.) and then press on the corresponding PDRI sheet (i.e.,
PDRI1, PDRI 2, PDRI 2i, or PDRI 3). Pressing different PDRI buttons, will activate different sets of PDRI
tabs.
Make sure you document the participants by completing the Attendance Sheet tab
Enter basic information on the summary Final Results page for the corresponding PDRI and then press the
button for Section I - Unweighted sheet.
Complete the questions for the section and then proceed to the next section.
NOTE: with this spreadsheet, you cannot score elements through the weighted sheets and update the
Unweighted sheets.
In each section, double click on any element name to display the official element description and dialog box
for scoring. You can also enter comments to each element. Make sure the comments are entered first
before entering the score. The form will change to the next question as soon as you enter a score.
YOU MUST DOUBLE CLICK on any of the element words to get the dialog box to appear. If the text for
the individual element is longer then a single screen, click on the text and you will get the scroll bar. You will
only have to do this on the first long one, after that the scroll bars will show up automatically. For the revision,
the element box is larger and will automatically take you to the next box, when you choose a definition.
Click on the Low definition items at any time to see a summary of all elements with a score higher than the
one predetermined on the page. By default all elements with a score higher than 3 will be displayed. You can
change the Low Definition threshold by selecting the value from the pull-down menu.
TO REFRESH THE LIST AFTER YOU CHANGE THE LOW DEFINITION LEVEL you must first click on any
other tap and then return to the Low Definition sheet for the changes to take effect.
Save frequently to insure that you do not lose any information, using the "Save As" button and a file name
that is unique to your project.
To see the results go to the Final Score page.
You can use the same worksheet to record the results of different PDRI conducted on the same project. The
PDRI Score Chart page will graphically display the results of up to four PDRIs conducted on the same project.
The developers of this freeware program do not warrant its usage or guarantee that it is error free.
This freeware is provided solely to facilitate the use of conducting the PDRI that is provided in the
official printed document provided by CII in Research Team 242. The product is provided "as-is" in
an unsupported basis. The worksheets are protected for the purpose of preventing accidental
damage of the formulas. However, the protected worksheets do not have a password.
CII would like to acknowledge the contributions of and express appreciation to Eskil Carlsson at CSA Group
for the development of this program.
17. SAFETY / LESSONS LEARNED

In the beginning of this manual, it was stated that we begin and end with safety in
mind. This is the point in the project where the responsible Project Engineer shall
reflect on safety and project management processes that worked well and those,
which did not, in preparation for the next project.
This is a good time to walk the finished project with some of the team to look at the
site and see if safety was appropriately addressed during the design and construction
of the project. Are there places or items that could be improved upon? Is there
something that needs corrective action to prevent a future injury due to the design?
The project team shall verify that no one could be injured because of something that
might have been overlooked or missed during design or construction. Which

processes and activities went particularly well and should be encouraged on future
projects. This verification will provide the project team with a better foundation of
information for design of the current and future projects.
It’s easy to skip this step. But this is one of the most important steps that the Project
Engineer can implement to assure that future projects are better than prior ones.

18. REFRENCES
Documents that are referenced in this toolbox and the guideline:
Best Practice Guidelines
CapxBPG01* – Project Initiation, root cause analysis and business case

CapxBPG02* – Project Estimating
CapxBPG04* – Engineering definition
CapxBPG12* - Project Risk Management
Capex Procedures
Capx P001 - Tioxide capital expenditure procedure

Capx P002 – Tioxide Capex Audit Process
Capx P003 – Tioxide Business Audit Code of Practice
Capx P004* – Validation of Capex sanction estimate
Capx P005 – Pre-sanction dossier Code of Practice
Capx P006* – Audit if Hazard studies on major projects
Capx P007 – Inter-company asset transfer
Capx P206* – Project Initiation
Capx P210* - Planning and Scheduling
Capx P212* – Cost Engineering
Capx P213* – Project Change Management
Capx P214* – Engineering Progress Measurement
Capx P215* – Construction Progress Measurement
Capx P216* – Project cash management
Capx P217* – Multi Office Execution
Note: Documents marked * are in the process of preparation
Global Process Safety and Risk Management Procedures
PS – 001 – Appointment of Qualified Persons

PS – 002 – Process Hazard Identification and Analysis
PS – 003 - Operating Procedures
PS – 004 – Process Hazard Analysis (PHA) Revalidation
PS – 005 - EHS Criticality Assessment
PS – 006 - Risk Management Procedure and Matrix
PS – 007 – Safety Integrity Level (SIL) Assessment Methodology
PS – 008 – Facility Siting
PS – 010 – Design Verification
PS – 011 – Pressure Relief System Design

PS – 012 – Process Fire Safety management
PS – 013 - Organizational Change Management
PS – 014 - Management of Change
PS – 016 - Area Classification and Management
PS – 017 – Mechanical Integrity
PS – 018 – Pre-Start up Safety Review
PS – 021 – Design and Maintenance of Safety Systems Instrumented Functions

(Plant Trips)
PS -- 022 – Alarm Management
PS – 023 – Process Safety Information

PS – 026 – Incident Investigation

PS – 029 – Management of Actions
PS -- 030 – Process Safety Variance Procedure
PS – 031 - Control system Security – Elimination Letter
Templates and Pro-forma
Capx PF 11 – Project Execution Plan template

Capx PF 12 – Project Estimate
Capx PF 13 – Management Summary and Cost Schedule
Capx PF 14 – Project Risk Register
Capx PF 15 – Tie-in/Cutover Procedure
Capx PF 16 – Minor Project Monthly Status Report
Capx PF 17 – Weekly Project Meeting Agenda
Capx PF 18 – Minor Project Portfolio Resource Summaries (2pages)
Capx PF 19 – Streamlined Portfolio Compliance Report
Capx PF 20 – Completed Project Portfolio Aging Report
Capx PF 21 – Minor Project Three Gate Process Flowchart
Capx PF 22 – Idea Form
Capx PF 23 – Change Alert Sheet
Capx PF 24 – Change Alert Register
Capx PF 25 – Transfer of Responsibility Certificate 1
Capx PF 26 – Transfer of Responsibility Certificate 2
Capx PF 27 – Project Closure Certificate
Capx PF 28 – Safe Plan of Action: Visit to construction site
Capx PF 29 – Post Event Review record

Project Engineers Management

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Minor Project Tool Box Handbook & Guidelines

MINOR PROJECT TOOL BOX

Book No.:______________ Assigned to:____________________________

Revision 1 October 2012 Page 1

Welcome to the Minor Projects Team

The Minor Projects Team

Revision 1 October 2012 Page 2

2. Where Do Projects Come From?

4. Project Execution Plan (PEP)

7. Project Risk Management

10. Environmental, Health and Safety Requirements

11. Project Funding

12. Value Enhancing Practices

13. Project Execution

14. Close Out

15. Final Client Survey

16. PDRI Assessment

17. Safety / Lessons Learned

Revision 1 October 2012 Page 3

Minor Project Folder structure and templates

3 Project Execution Plan

5 Project Estimate / Budget

7 Monthly status report

12 Project Aging report

13 Weekly Meeting Agenda

14 Minor Project PDRI assessment

Revision 1 October 2012 Page 4

2. WHERE DO PROJECTS COME FROM?

Complexity judgment and categorisation is largely independent of the cost of the

Revision 1 October 2012 Page 5

Project Idea Gate Gate Handover PER

Major Phase 0 Phase 6 Phase 7

Idea Gate Handover PER

Phase 0 Minor Project Minor Project Phase 6 Phase 7

Revision 1 October 2012 Page 6

Stop Add to project

Revision 1 October 2012 Page 7

When approval is given at Stage Gate 0 permission and funding is granted to

4. PROJECT EXECUTION PLAN (PEP)

Revision 1 October 2012 Page 8

To enable an estimate of a sufficient accuracy to be generated the engineering team

BASIS OF THE ESTIMATE

Revision 1 October 2012 Page 9

A well prepared basis of estimate will:

 Document the overall project scope.

A Basis of Estimate will:

The statement should cover the topics listed below:

Revision 1 October 2012 Page 10

MANUFACTURING OBJECTIVES CRITERIA

Reliability Philosophy - State measures included to achieve dependable operating

Maintenance philosophy - State the principles to be included in the design to

Dismantling and demolition requirements - Confirm the scope of work for

Lead / Discipline scope of work - The estimate should be underpinned by a

Project schedule - A project milestone schedule shall be developed to provide a

Process simplification - Confirm if a structured analysis has been applied to assess

Design and material alternatives considered or rejected - Confirm a structured

Revision 1 October 2012 Page 11

Design for constructability analysis - Constructability analysis is the optimum use of

Environmental assessment - Confirm the need for an Environmental Impact

PROCESS AND MECHANICAL

Incomplete information on P&IDs is frequently identified as source of project cost

Revision 1 October 2012 Page 12

Piping system requirements - Design department shall confirm the standards,

Book No.: Assigned to:______________