Functions/Disciplines Step Activity Responsible

Code Function 7.00 Update Business Opportunity Plan BMT/PM

BMT Business Management Team TICA Projects Enter GPM Here
C Construction 8.01 Form Project Steering Team and PM
Establish Front End Loading and Value
DE Design Engineering Improving Practices Plans
EIMT Engineering Information Management & Tools 8.02 Further Define Chosen Technical PM
Global Project Methodology EM Engineering Management Alternatives
Guide for Capital and Expense Projects M Maintenance 8.04 Develop Subject Matter Expert TC
Involvement Plan
MR Manufacturing Representative 8.05 Define Unit Operations Black Box PM
Project Project Project PC Project Controls Resolution Plan
Project
Design and Startup and
Identification Definition
Construction Closure ProjE Project Engineering 8.06 Determine Specific Location PM
PM Project Manager 8.07 Define Initial Layout ProjE
8.08 Prepare Preliminary Master Project ProjE
PO Plant Operations Schedule
Define objectives Complete Rapid execution Project
and business scope detail. of the project. follow-up. PA Process Automation 8.09 Prepare Preliminary Process Description PE
alignment. PE Process Engineering and Material and Energy Balances
8.10 Identify Permitting and Special PM
PRO Procurement Functional Requirements
Global Project Methodology approx. 120 Steps TC Technology Center 8.11 Describe Major Equipment PE
SM Site Management (Infrastructure) 8.12 Define Process Control Overview and Initial PM
SC Supply Chain Process Safety Protection Strategies
8.13 Identify Impact of Long Delivery ProjE
Work Process Disciplines 3000+ Steps
Project Identification Stage Equipment
8.14 Develop Project Identification and ProjE
Purpose: Describe the project and develop early plans to Engineering Only Cost Estimates
implement the project that satisfy or support a specific 8.15 Assemble Technology Implementation PM
business opportunity. Plan
The full range of activities and work products to accomplish a project 9.01 Develop Project Execution Plan PM/ProjE
are defined in four project stages, broken down into approximately 120 Step Activity Responsible 9.02 New Technology? PE/PM
Steps and supported by more than 3000 Work Process Discipline 1.00 Determine Business, Customer, or BMT 9.03 Conduct Process Technology Risk PM
substeps. Infrastructure Need Assessment (VIP)
2.01 Verify Strategic Fit BMT 10.00 Do Business Opportunity, Technology BMT
2.02 Site Management Verifies Strategic Fit SM/SC Implementation, and Project
Execution Plans Match? - Gate 10
This pocket guide provides a summary of Global Project Methodology, 3.01 Determine Alternatives To Pursue BMT
Opportunity, Evaluate Each Alternative, 11.00 Prepare Engineering Only Authorization PM
Dow’s process for implementing improvement projects. It lists activities Select Best Alternative Package
to be completed and the function responsible for initiation during the 3.02 Verify Selected Alternative Consistent BMT
four stages of a project. For more complete detail of these activities with Business Strategy Project Definition Stage
and others, refer to the Global Project Methodology for Capital and 3.03 Verify Selected Alternative Consistent SM/SC
Expense Projects manual and the supporting Functional Work Process with Site Strategy Purpose: Provide definition of the project and its execution so the
Disciplines. 3.04 Execute Nonproject Alternative or Asset BMT/SM project can be authorized and the Project Design and
Utilization Effort Construction Stage can proceed without changes.
Experience has shown that adherence to Global Project Methodology 4.01 Verify Cost Estimate for Capital Planning BMT/SM
and Determine Process Engineering Step Activity Responsible
has resulted in superior projects in terms of quality, safety, project
Resource Allocation 12.01 Identify and Select Project Team PM
cycle-time, cost, and operating performance.
4.02 Develop Preliminary Business BMT/SM Leaders
Opportunity Plan 12.02 Develop Preliminary Plan for PM
Global Project Methodology Resources 4.03 Enter or Update Project Information into BMT/SM Management and Control
Capital Planning System 12.03 Develop Project Definition Schedules ProjE
All information pertaining to Global Project Methodology and
4.04 Assign Engineering Management BMT and Refine Master Project Schedule
associated Work Process Disciplines and tools can be accessed Sponsor
through the Build and Modify Expertise Center web site on Dow’s 12.04 Communicate Key Project Plans and PM
5.01 Conduct Preliminary Risk Assessment BMT/SM Preliminary Plan for Management and
INTRAnet. Control
5.02 Archive Risk Assessment Document BMT/TC
6.01 Identify Candidates For and Select BMT/SM 12.05 Develop Plan for Management and ProjE
Project Manager Control
6.02 Provide Project Team Funds Through BMT/SM 12.06 Develop Optimized Unit Operations and PE
Project Identification and Conduct Process Flowsheets
Preliminary Project Execution
Alignment Session - Gate 6 12.07 Develop Preliminary Facility Layout and ProjE
Complete the Maintenance Strategy
Step Activity Responsible Step Activity Responsible Step Activity Responsible
12.08 Develop Process Control Strategy and PE/PA 14.07 Define Specific Automation and Control PA 17.05 Report and Manage Scope, Cost, and C/ProjE
Control Graphics (Instrument/Analytical Design Schedule Deviation
Justification Process) 14.08 Develop Remaining Equipment and PE/ProjE 17.06 Ensure Construction Requirements Are C
12.09 Develop Preliminary Equipment PE Instrument Specifications Met
Specifications 14.09 Update Layout (Model) ProjE 17.07 Obtain Construction Feedback C
12.10 Update Layout, Develop First-Pass PE/ProjE 14.10 Finalize Process Safety Risk PE/PM 17.08 Update Construction Documentation ProjE
P&ID’s, and Implement Value Management Activities (As-Built)
Engineering 14.11 Summarize Existing Process Design PE 17.09 Archive Engineering Documents ProjE
12.11 Define Utilities Requirements, PE Information 17.10 Simulate Process Control Program (Off PA
Flowsheets, and Preliminary Header 14.12 Refine Master Project Schedule and ProjE/PC Line)
Sizes Prepare Project Control Cost Estimate 17.11 Assemble Documentation for Plant PM
12.12 Initiate Engineering and Procurement ProjE 14.13 Ensure Resolution of Technology, PM Operating Discipline
Process for Long Delivery Equipment Operations, and Process Control
and Engineering, Procurement, and Design Issues
Construction Services Project Startup and Closure Stage
14.14 Ensure Resolution of Safety, Health, PM
12.13 Define Key Equipment Requirements ProjE Environmental, and Process Safety
and Needed Supplier Documentation Purpose: Deliver a facility with a demonstrated operating
Issues
12.14 Develop and Submit Permit PM/ProjE performance consistent with the Technology
14.15 Conduct Team Check of P&ID’s and ProjE Implementation Plan, bring documentation and financial
Applications Specifications
12.15 Update Plan for Management and ProjE items to closure, and capture the technical/business
14.16 Assemble and Update Technology ProjE
Control and Obtain Constructability Specification Documents learning value from the project experience.
Input
14.17 Update Prestartup and Startup Plans PM/MR Step Activity Responsible
12.16 Verify Technology and Operations PM
Design 14.18 Finalize Project Specific Job ProjE
Instructions 18.01 Test and Inspect To Ensure C
12.17 Verify Safety, Health, Environmental, PM Compliance with Design
and Process Hazard Analysis Design 14.19 Finalize Detailed Design, Construction, ProjE/PC
Procurement, and Startup Schedules 18.02 Train Plant Operations and PM/MR
12.18 Update Master Project Schedule ProjE (Baseline) Maintenance Personnel
12.19 Prepare Project Definition Cost ProjE/PC 14.20 Ensure Schedule, Cost, and Scope PM 18.03 Conduct Postconstruction Review ProjE
Estimate and Perform Front End Consistent with Beginning of Project 18.04 Conduct Prestartup Review PM
Loading Assessment Design and Construction Stage 18.05 Complete Prestartup Activities MR
12.20 Conduct Technology Implementation ProjE/PM 16.01 Develop Process Control Software PA 18.06 Assemble Information for Initial MR
Team Check Operations
16.02 Develop and Document Three- ProjE
12.21 Obtain Engineering Management ProjE Dimensional Relationships (Model) 20.01 Complete Safety Systems Registration ProjE
Support
16.03 Design Plant Components ProjE 20.02 Startup Utility Systems MR/PO
12.22 Assemble and Update Project PM
Definition Documents 16.04 Conduct Cross Function Three- ProjE 20.03 Startup Infrastructure Systems MR/PO
Dimensional Check 20.04 Startup Primary Process and Release MR/PO
12.23 Prepare Authorization Package PM
16.05 Complete Specification of Tagged ProjE to Operations
13.00 Business Management Team Review BMT Equipment and Material 20.05 Demonstrate Operating Performance PO
- Gate 13 16.06 Confirm Equipment/Material Suppliers ProjE/PM 21.01 Provide Performance Data for PM
and Procurement Strategy Regulatory Requirements
Project Design and Construction Stage 16.07 Order Equipment, Material, and PRO 21.02 Integrate As-Built Drawings and PM/MR
Supplier Documents Specifications into Site Maintenance
Purpose: Deliver a facility consistent with the Project Definition 16.08 Obtain and Process Supplier PRO and Plant Operations Systems
documents and is physically and procedurally ready for Documents 21.03 Complete Global Capital Project PM
startup activities in accordance with the Master Project 16.09 Inspect, Expedite, and Deliver Ordered PRO Closing Notice in Betterments and
Schedule. Equipment and Material Additions Process
16.10 Refine Prestartup and Startup Plans MR 21.05 Finalize Project Closure ProjE
Step Activity Responsible and Schedules 22.01 Determine Learning Value Based on ProjE
14.01 Communicate Key Project Plans and ProjE/PM 16.11 Complete Suggested Construction ProjE Project Experience
Plan for Management and Control Schedule, By Contract 22.02 Integrate Learning Value with EM
14.02 Establish Project Design Schedules ProjE 16.12 Prepare Construction Documents ProjE Functional and Discipline Initiatives
and Monitor Physical Progress 16.13 Conduct Team Check of Construction ProjE
14.03 Communicate Schedule, Cost, and ProjE Documents Steps shown in Bold (6.02, 10.00 and 13.00) are
Scope/Criteria Baselines 17.01 Inquire/Select Construction Contractors ProjE key business decision gates authorizing a project
14.04 Report and Manage Scope/Criteria, ProjE 17.02 Conduct Prejob Safety and Scope of C to proceed.
Cost, Schedule, and Execution Work Meeting
Deviations from Baseline 17.03 Reconcile Suggested Construction C Copyright @ 1995 - 2014
14.05 Continue P&ID Development PE Schedule and Contractor Work The Dow Chemical Company
14.06 Develop Major Equipment PE/ProjE Schedule Dow Restricted – For internal use only
Specifications 17.04 Establish and Implement Construction C Form: PG-0001 February 2014
Physical Progress Monitoring
 Key Deliverables* of Project Stages

Front End Loading includes all deliverables for Project Identification and Project Definition Stages plus those marked with an * in Project Design and
Construction.
Term Definition

Project Identification Stage Project Design and Construction Stage Business Document that records business strategy
Opportunity Plan alignment with the goals and objectives of a
Critical to Customer Requirements *Integrated Design, Procurement, Construction and Startup Schedules (BOP) specific opportunity. It describes the scope of
Business Opportunity Plan *Piping and Instrument Diagrams (3rd and 4th pass) the opportunity and any key parameters and
Study of Alternatives to Meet Opportunity *Equipment, Piping, Instrument and Insulation Schedules drivers.
Index Flowsheet *Equipment, Piping, Instrument, and Insulation Specifications
Project Information in Capital Planning System *Job Instructions Capital Planning Order-of-magnitude estimate prepared early in
Commercial Risk Assessment *Process Design Cost Estimate Project Identification used for capital planning.
Project Steering Team Assigned *Project Control Cost Estimate
FEL/VIP Plan *Facility Model Compass Team A best practice methodology to improve project
Black Box Resolution Plan *Automation Control and Design Integration team performance through integration,
Location Process Control Software alignment and empowerment. Driving team
Process Description Delivered Equipment alignment to business objectives and goals,
Material and Energy Balance Construction Documents clarifying roles and expectations and
Process Control Overview Constructed Facility establishing norms and communication
Special Requirements Identified Archived Engineering Documents processes.
Equipment List
Plot Plan Electronic Most Global electronic system for storing and
Basis for Project Definition Effective accessing engineering guidelines, design aids,
Process Technology Risk Assessment Project Startup and Closure Stage Technology specifications, installation details, etc. Located
Master Project Schedule Library (EMETL) on Dow’s INTRAnet.
Technology Implementation Plan Training Plant Operations and Maintenance Personnel
Project Execution Plan Prestartup Punchlist Engineering Only Initial authorization used to fund engineering
Information Management Strategy Documentation incorporated into Plant Operating Discipline Authorization and any unrecoverable procurement
Project Identification Cost Estimate Safety Systems Registrations commitments until final authorization is
Engineering Only Authorization Package Operating Facility in Conformance with Design processed.
Performance Data for Regulatory Requirements
Capital Project Closure Notice Engineering Only Cost estimate of funds to be committed
Documented Learning Values Cost Estimate (including cancellation costs) prior to final
Project Closure File Folder authorization.
Project Definition Stage Transfer of Ownership of Facility
Plans for Management and Control Transfer of Ownership of Change Management Field Change Type of construction order issued to the
Process and Utility Flowsheets Order (FCO) construction contractor to communicate and
Facility Layout approve changes to their contract.
Process Control Strategy and Graphic
Equipment Specifications Front End FEL focuses on increased business and
Piping and Instrument Diagrams (1st and 2nd pass) Loading (FEL) functional input during GPM Stages 1 and 2 to
Fire and Explosion Index define a project well enough to execute without
Chemical Exposure Index changes.
List of Instruments
Permit Applications Front End Index depicting completeness of FEL activities.
Project Definition Cost Estimate Loading (FEL) Projects >$15MM are assessed by Independent
Authorization Package Index Project Analysis (IPA). Projects between $300M
Most deliverables start out in preliminary form and are developed and
and $15MM use the IPA FEL Toolbox and/or
updated throughout the project.
SCCR as appropriate

Index Flowsheet Drawing that shows schematically all major

process and utility equipment and how each
interconnects.
 Definitions of Key Global Project Methodology Terms

Term Definition Term Definition Term Definition

Innovate ICO is a multi-functional business methodology
Commercial for evaluating and managing value growth
Offering (ICO) projects. GPM is the execution process within
ICO.
Functional Input Timely and appropriate functional input and
and Evaluation evaluation to ensure that projects meet Dow
(FI&E) requirements and governmental regulations.
 Project Siting Risk Review
 Subject Matter Expert Plan
 EH&S–Ind. Hyg. I&E Screening Questions
 EH&S–Enviro. I&E Screening Questions
 Determine Functional I&E Plan
 Distribution Risk Review
 Infrastructure Input & Evaluation
 Instrument Justification and Technology Review
 Proc. Ctrl. Strat. Documentation Layer 2 Review
 Security I&E
 Technology/Operations (I) Input & Evaluation
 RC/PHA for Projects
 EH&S–Industrial Hygiene Input & Evaluation
 EH&S–Environmental Input & Evaluation
 Scope Completion and Consistency Review (I&II)
 Technology Implementation Team Check
 Management Support of Project Definition
 Proc. Ctrl. Strat. Documentation Layer 3 Review
 Control System Hardware Spec Review
 HAZOP Studies
 Technology/Operations (II) Input & Evaluation
 Team Check of P&ID’s and Specifications
 Cross-Function 3D Check
 Construction Feedback
 Process Control/Simulation Testing
 Ensure Documentation of FI&E Issue Resolution
 Postconstruction Review
 Prestartup Review
 RC/PHA for facilities
 Transfer FI&E Issue Resolution
 Determine Learning Value Based on Project
 Integrate Learning Value into Function ODs
Job Instructions Communicates project-specific information to
those providing engineering, procurement and
construction services for the project.
Lessons Learned Work process with a database for project teams
(L3) System to extract, apply, and submit learning.
Master Project Summary-level schedule for the total project, with
Schedule (MPS) major engineering, procurement, construction,
and startup activities, plus key milestones.
Minimum Cost of The total cost to Dow over the lifetime of the
Ownership facility, including initial cost, maintenance costs,
operating costs, and disposal costs.
Most Effective The methods, processes, and/or systems defining Project Order-of-magnitude cost estimate for total project
Technology (MET) optimum technical content, for corporate or Identification Cost cost made at the end of the Project Identification
business leveragable technology. When Estimate Stage that is used to obtain an Engineering Only
implemented, MET will deliver the lowest life- Authorization.
cycle cost of ownership.
Project Subdivision of the overall project into logical and
Segmentation rather independent segments that might be
Piping and Drawing showing the schematic arrangement of
Instrument all equipment, piping, and instrumentation, plus designed, constructed, and started up in parallel.
Diagram (P&ID’s) special instructions regarding installation and
design constraints. Project Steering Leads the planning and decision making activities
Team throughout the project. As a minimum,
Plans for Set of plans that document the methods, systems, membership includes the Project Manager,
Management and and responsibilities to be applied to each of the Project Engineer, Lead Process Control and
Control (PMC) project’s control variables, eg. cost, schedule, Process Engineer.
construction, information, etc.
Scope/Criteria Global Project Methodology’s process to manage
Process Control Defines the methodology to achieve a particular Management change, ensuring changes meet EH&S and
Strategy control objective. It includes the Process Control (S/CM) Minimum Cost of Ownership criteria.
Overview, automation, and control design.
Technology Document that records the technical scope for the
Process Flowsheet Composite drawing presenting key attributes of Implementation project and provides the basis for a cost estimate
major process equipment, a flow diagram Plan (TIP) to determine whether pursuing the opportunity is
schematic of process equipment in proper flow economically viable.
sequence and material and energy balance.
Technology (TICA) is the improvement process for Improve
Project Closure Folder that includes key project plans, Implementation for Asset Utilization, a subprocess of the Produce
File Folder authorization information, project cost and cycle- Competitive Product work flow process. TICA identifies,
time measurements, project evaluation results, Advantage (TICA) evaluates and prioritizes improvement
and learning experiences. opportunities. It utilizes GPM to execute. Outputs
of TICA include a BOP, Project Manager, and
Project Control Quantitative cost estimate made at the end of funding for Project ID of GPM.
Cost Estimate process design to allow cost management and
deviation control for the remainder of the project. Value Improving A set of tools applied in the GPM for improved
Practices (VIP) value creation in project execution and MET
Project Definition Quantitative cost estimate at the end of the development.
Cost Estimate Project Definition to allow cost management and  Classes of Facility
deviation control during process development.  Reliability Modeling
Typically used for final authorization.  Technology Selection
 Process Simplification
Project Deviation Document used to notify the project team of  Waste Minimization
Notice (PDN) proposed changes and to communicate status of  Energy Optimization
 Standards Review
evaluation and approval of proposed changes.
 Process Technology Risk Assessment
 Maintenance Strategy
Project Execution Plan that provides project team with direction to
 Design to Capacity
Plan (PEP) achieve project objectives that are consistent with
 Value Engineering
the Business Opportunity Plan and Technology  Automation and Instrument Justification
Implementation Plan.  Constructability
 3D-CAD
Project Execution Strategic planning process that produces
Strategy documents (Project Execution Plan and the Plan Work Process Documentation that describes how to apply the
Development for Management and Control) that guide all future Discipline (WPD) standards, methods, and details for a function or
project decisions. discipline to support a work process such as
Global Project Methodology.