A

Prepare
Issue Description Date Checked By Approved By
d By
Project:

Diversion of Existing Railway Line Near Hofuf

Client:

Contractor:

Document Title:

Project work Plan

Originator/Deptt. Document Rev:

SAR Number: A
Distribution Code: Sheet No: Size:
Selected Disciplines A-4
File Name: PEP
 Project Execution Plan
Diversion of Existing Railway Line
Near Hofuf

RESPONSIBILITIES

This document is the responsibility of the PROJECT Manager and any revision or amendments
shall require his approval. The PROJECT Manager is responsible for the maintenance of this
document and for arranging controlled distribution through Project Document Control.

APPROVAL SHEET

PROJECT MANAGER DATE

 Project Execution Plan
Diversion of Existing Railway Line
Near Hofuf

REVISION CONTROL

Date Rev Description

 Project Execution Plan
Diversion of Existing Railway Line
Near Hofuf

TABLE OF CONTENT
1.1 Live Plant & Shutdown Project Execution...................................................................................9
1.2 Availability of Material..................................................................................................................9
1.3 GSCC Management Commitment.................................................................................................9
1.4 Client`s Involvement.......................................................................................................................9
1.5 Distribution of this Project Execution Plan..................................................................................9
1.6 Project Objectives.........................................................................................................................10
SECTION-B (Execution Summary)............................................................................................................11
2 PROJECT eXECUTION pHASES.....................................................................................................12
2.1 ENGINEERING EXECUTION STRATEGY............................................................................12
2.1.1 Engineering Design Team.......................................................................................................12
2.1.2 Personnel................................................................................................................................12
2.1.3 Work Continuity.....................................................................................................................12
2.1.4 Site Verification......................................................................................................................12
2.2 PROCUREMENT EXECUTION STRATEGY.........................................................................13
2.3 Construction Execution Strategy.................................................................................................13
2.4 Verification Phase Overview........................................................................................................13
2.5 Construction Phase Overview......................................................................................................14
2.6 Testing, Pre-Commissioning and Finalization............................................................................15
2.6.1 Testing & Finalization............................................................................................................15
2.6.2 Project Closure and Handing Over..........................................................................................15
SECTION-C..................................................................................................................................................17
(Project organization)..................................................................................................................................17
3 PROJECT ORGANISATION AND MANAGEMENT.....................................................................18
3.1 General organisation and management systems........................................................................18
3.1.1 Shutdown................................................................................................................................18
3.1.2 Live Plant Organization..........................................................................................................18
3.2 Duties and Responsibilities of Project Team during Phase-1 (Verification)............................18
3.2.1 Project Manager......................................................................................................................18
3.2.2 Health, Safety and Environmental (HSE) Manager................................................................19
3.2.3 Construction Manager.............................................................................................................19
 Project Execution Plan
Replacement of existing 1, 2 and 3 UTL Demine
Plant AOV, s and Mechanical Switch

4.3 Duties and Responsibilities of Project Team during Phase-2 (Construction)..........................19

4.3.1 Project Manager......................................................................................................................19
4.3.2 Health, Safety, Security and Environmental (HSE) Manager.................................................19
4.3.3 Construction Manager.............................................................................................................19
4.4 Duties and Responsibilities of Project Team during Phase-3 (Testing/Finalization)...............19
SECTION-D..................................................................................................................................................20
(MOBILIZATION & MANPOWER).........................................................................................................20
5 MOBILIZATION PLAN.....................................................................................................................21
5.1.1 MOBILIZATION...................................................................................................................21
5.2 Home Office Pre-planning...........................................................................................................21
5.3 Site Visit.........................................................................................................................................22
5.4 Alignment meeting with Client....................................................................................................22
5.5 Site Mobilization...........................................................................................................................23
5.6 Construction Equipment..............................................................................................................25
5.7 Job Site Cleanliness......................................................................................................................25
5.8 Site Temporary Facilities.............................................................................................................25
5.9 Electricity Portable Water, Drainage & Fire Water..................................................................25
5.10 Work Force Accommodation.......................................................................................................25
5.11 Tools...............................................................................................................................................26
5.12 Medical Facility.............................................................................................................................26
5.13 Toilet Facilities..............................................................................................................................26
5.14 Vehicles..........................................................................................................................................26
SECTION-E..................................................................................................................................................27
PROJECT MANAGEMENT......................................................................................................................27
&.......................................................................................................................................................................27
EXECUTION................................................................................................................................................27
6 PROJECT MANAGEMENT...............................................................................................................28
6.1 RISK MANAGEMENT...............................................................................................................28
6.2 RECOVERY PLANS...................................................................................................................28
6.3 RESOURCE ALLOCATION......................................................................................................28
7 MANAGEMENT & Execution STRATEGIES..................................................................................29
7.1 Pre-Commissioning & Commissioning Strategy........................................................................29
7.2 Pre-Commissioning.......................................................................................................................29
7.3 Mechanical Completion................................................................................................................30
7.4 Commissioning..............................................................................................................................31
7.5 Suppliers Responsibilities.............................................................................................................31
 Project Execution Plan
Replacement of existing 1, 2 and 3 UTL Demine
Plant AOV, s and Mechanical Switch

7.6 EMPLOYER Responsibilities......................................................................................................31

7.7 Schedule and planning..................................................................................................................32
7.8 Permit to Work.............................................................................................................................32
section-F........................................................................................................................................................33
PROJECT CONTROL................................................................................................................................33
8 PROJECT CONTROL........................................................................................................................34
8.1 Introduction..................................................................................................................................34
8.2 PROJECT SCHEDULE...............................................................................................................34
8.3 PROJECT SCHEDULE CRITICAL FACTORS......................................................................34
8.4 PROJECT SCHEDULE MANAGEMENT AND CONTROL..................................................35
8.4.1 PROJECT CONTROLS PLANNING & SCHEDULING......................................................35
8.5 Schedule Control & Organization...............................................................................................35
8.6 Project Schedule Update..............................................................................................................36
8.7 PROJECT CODING AND STRUCTURE..................................................................................36
8.7.1 Work Breakdown Structure....................................................................................................36
8.7.2 Coding and Numbering System..............................................................................................36
8.8 PROJECT Administration...........................................................................................................37
8.9 Project Progress Reporting..........................................................................................................37
8.10 Interface Management.................................................................................................................37
8.11 Permits, Licences & Consents (Co-ordination with Authorities).............................................38
8.12 Knowledge Management..............................................................................................................38
9 SUB-CONTRACTS..............................................................................................................................38
9.1 Sub Contract Strategy..................................................................................................................38
9.2 Sub-Contractor Selection.............................................................................................................39
9.3 Sub Contract Agreements............................................................................................................39
9.4 Sub Contract Work Scope / Package...........................................................................................39
9.5 Sub Contract Management..........................................................................................................40
9.6 Sub Contract Fabrication Management......................................................................................40
 Project:
Replacement of existing 1, 2 and 3 UTL
Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 7

SECTION-A (PROJECT SUMMARY)

 Project:
Replacement of existing 1, 2 and 3 UTL
Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 8

1 PURPOSE
The purpose of this document is to define all procedural matters relating to Engineering,
Procurement & construction of Replacement of existing 1, 2 and 3 UTL Demine plant AOV's
and mechanical limit switches”

The Project Execution Plan (PEP) is prepared by the Project Manager of Gulf Sky Cranes &
Cont. Co Ltd Oil with Project team.

The objectives of the PEP are to achieve the client’s requirements in terms of time, cost and
quality via:

1. Guiding the Project team members in the performance of their duties

2. Monitoring and controlling Project program and delivery
3. Maintaining an adequate and timely flow of critical information

2 INTRODUCTION PROCUREMENT & CONSTRUCTION OF REPLACEMENT OF

EXISTING 1, 2 AND 3 UTL DEMINE PLANT AOV'S AND MECHANICAL LIMIT
SWITCHES.

The scope of this project consists:

Design, Detail Engineering, Supply, Procurement, Installation, Testing and commissioning work for
replacement of existing 1, 2, 3 & 4 UTL Demine Plant AOVs and Mechanical Limit Switches as per
SABIC Standards included:

 Demolition of existing all AOV’S listed in provided ITB with all their accessories
such as Valve body, actuator, solenoid valves and panels, limit switches existing
tubing and limit switch and its wiring.

 Replace all the demolished items with brand new items and test, commissioning and
assist the start-up.

 The Piping Works shall include the procurement and installation of 327 Nos. of
AOV’s.

 Dismantled AOV shall be moved to SHARQ designated area.

 Replace all the existing Tubing & Wiring with new for all the 327 Nos of AOV’s.

 Foundation casting for the installation of 29 Nos. of Solenoid Panel

 Project:
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Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 9

2.1 Live Plant & Shutdown Project Execution

Most of the project work will be carried out during live plant operation for the multidiscipline
such as

1. Mechanical
2. Civil
3. Electrical
4. E&I

Work permit will be followed up for the work activities adhering to Sabic/Sharq safety procedures
during project execution.

These activities will be organized by making sure that material, manpower and equipment are
available on site for S/D time completion.

2.2 Availability of Material

50% engineering review purchased orders shall be placed for long lead items such as
90% engineering review completion, bulk materials orders will be placed for the following items

2.3 GSCC Management Commitment

GSCC higher management has adhered to the Achievement of a zero HSE incident with
the Construction of the works in full compliance with the Project Health, Safety, Security
& Environment Plan and all legislation also the Completion of the Project on schedule and
within budget is top priority

2.4 Client`s Involvement

Project manager of GSCC will coordinate between both Client and Contractor. Key focus
personnel of Client would be Client`s PM, QA/QC Managers, HSE managers and Engineering
managers. More detail about the involvement of Client in the Project has been described in
detail in coming sections.

2.5 Distribution of this Project Execution Plan

 Project Managers
 Construction Managers
 Project Control Manager
 Lead Project Engineers
 Lead discipline / specialist engineers
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 Cost control engineer

 Field Supervisor
 Planning / scheduling engineer
 Procurement & Sub-Contract manager
 Health, environment and safety manager
 Training manager
 Quality assurance / quality control managers

2.6 Project Objectives

I. Completion of the Project on schedule is top priority

II. Achievement of a zero HSE incident with the Construction of the works in full
compliance with the Project Health, Safety, Security & Environment Plan and all
applicable legislation.

III. To comply with legal consents and legislation with an objective of minimal
environmental impact, and local community disruption.

IV. Ensure that CLIENT is fully satisfied with the execution of the Project through
involvement and consultation.

V. Construction of the new works with minimal disruption to ongoing operations

associated with any existing facilities and to local residents.

VI. Early placement of major manpower on site.

VII. Early placement of long lead items.

 Project:
Replacement of existing 1, 2 and 3 UTL
Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
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SECTION-B (EXECUTION SUMMARY)

 Project:
Replacement of existing 1, 2 and 3 UTL
Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 12

3 PROJECT EXECUTION PHASES

The execution of the Project will be conducted in three (3) major phases:

a) Detailed Design & Engineering

b) Procurement
c) Construction

Project Manager will have overall responsibility for managing each Phase of the Project.

3.1 ENGINEERING EXECUTION STRATEGY

3.1.1 Engineering Design Team

GSCC will use one of the Sabic approved contractors for Detailed Design & Engineering

3.1.2 Personnel

The project team will be organized on the basis of key personnel being assigned to functions for the
entire duration of that function. The Engineering Project Team will include Project Manager, Lead
Discipline Engineers, Engineering Quality Coordinator, Discipline Engineers, Lead Designers, Drawing
Office / CADD Coordinator, Cost Control/Scheduling Engineer and Secretarial Support.
Additional personnel will be assigned to the project as needed and will remain on the project team for the
duration of their portion of the work.

3.1.3 Work Continuity

The Project Manager, Materials Engineers and Lead Discipline Engineers proposed to work on
the design phase of the project will also be available to provide technical support during
construction as requested by LSTK contractor.
The proposed design team possesses a broad experience in design as well as construction and
has provided construction technical support for several Sabic Project.

3.1.4 Site Verification

Engineering and Design team is familiar with the project requirements, location and details.
The project team will schedule a comprehensive site survey immediately after award of
contract. The purpose of this visit is to re-confirm the field actual conditions. The site survey
team will consist of key design members from all disciplines (i.e., civil/structural,
piping/mechanical, electrical and
instrumentation).

The site survey includes but not limited to the following:

 Project:
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Document No: Date: Page:
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• Verify all tie-ins to existing facilities.

• Verify the proposed equipment locations.

Other site visits will be scheduled on as needed basis.

Site survey reports documenting site conditions, data collected and communication with the
Sabic personnel will be maintained as part of the project records. Design Activities
Coordination

The Project Lead Engineers will coordinate all relevant activities with external parties and
other project teams throughout the design phase. Engineering and Design team will prepare
and update an Interface Matrix of the design phase and will maintain it for the duration of the
project. The Interface Matrix will highlight all areas with interface requirements between this
project and other facilities. An internal Interface Matrix will be developed and maintained to
identify interfaces between the different disciplines of the Project Team.

3.2 PROCUREMENT EXECUTION STRATEGY

GSCC will utilize the local KSA markets for the maximum of its procurements as per Sabic
AVL.

For detailed Procurement execution please refer to Appendix-01- Procurement Execution Plan
As described in Section 2.4, critical long lead items will be ordered following 50% engineering
review.

3.3 Construction Execution Strategy

Construction for the Replacement of existing 1, 2 and 3 UTL Demine plant AOV's and
mechanical limit switches”. project will be executed in three (3) phases as;

 Verification Phase
 Construction Phase
 Testing, Pre-Commissioning and Finalization

3.4 Verification Phase Overview

The focus of this Phase is:

To comprehensively review the suitability of the available Project documentation as

provided by Client/Subcontractor and where necessary identify any omissions, errors, or
points of ambiguity and address these issues with Client/Subcontractor prior to commencing
the Procurement & Construction Phase.

And,
 Project:
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Document No: Date: Page:
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To implement the Project Management systems and procedures, set up the Project Team
and finalise/communicate the execution strategy.

Any areas of potential conflict, interface ambiguity, misinterpretation of definitions, or order

of precedence shall be highlighted for negotiation with Client/Subcontractor at this stage.

There will be an in-depth review of the Project Documentation such as:

• The Contract Documents

• The Bid Documents
• Project data (surveys, existing plant layouts, meteorological info, etc.) as provided by
Client/Subcontractor
• Contract Specifications, Guidelines and Definitions
• Local Legislation and Permitting requirements

GSCC will develop the following elements for Project execution:

• Execution Philosophy
• Sub-contracting strategy
• Feasibility/Constructability assessments
• Project mobilisation schedule
• Project control systems
• Level 3 Project Schedule
• HSE Plan
• Quality Plan
• Interface strategy
• Detailed Work scope split
• Project Specifications, Guidelines and Definitions

3.5 Construction Phase Overview

On completion of the Verification Phase, the Project Team will have determined a detailed
execution basis and assembled sufficient Project information to proceed with full Project
mobilisation.

This phase will include:

• Placement and Execution of Sub-Contracts

• Site Mobilisation
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• Pre-Fabrication
• Construction of the Works up to Mechanical Completion

The emphasis of this phase is the completion of deliverables/activities on time.

Key factors which will influence the timely overall execution of the Project during this
phase are considered to be:

• Mobilisation and retention of experienced and motivated resources.

• Implementation and compliance with the Project Management Systems and Plans.
• Obtaining, in conjunction with Client/Subcontractor, an early design freeze.
• Receiving deliverables form Subcontractor on schedule
• Early negotiation and placement of Sub Contracts with well-defined work scopes.
• Maintenance of a safe working environment.
• Effective management of change, both internal and external

During this phase GSCC shall review the list of its own Procedures, Manuals and Documents
and determine their suitability for specific use on this Project. If necessary, some of the
procedures shall be modified for Project specific use and additional supplementary procedures
may need to be produced.

Where necessary during this phase training will be undertaken on the Quality and HSE
systems and requirements that are to be utilised on the Project.

3.6 Testing, Pre-Commissioning and Finalization

3.6.1 Testing & Finalization

• Arrangement for destructive & non-destructive testing

• All pre-commissioning activities as per Contract Scope
• Repair/Replacement of components if required after testing/Pre-commissioning
• Development of all testing reports database
• Painting & Insulation
• Development of the Mechanical Completion Database.
• Preparation of Handover Dossiers.

3.6.2 Project Closure and Handing Over

The Project Closure and handing over generates the final documents produced for the
Project and are used by senior management to assess the success of the Project, identify
best practices for future Projects, resolve all open issues, and formally close the Project:
 Project:
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Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 16

The purpose of this phase is to accomplish the following

goals:

• Review and validate the milestones and success of the Project.

• Confirm outstanding issues, risks, and recommendations.
• Outline tasks and activities required to close the Project.
• Identify Project highlights and best practices for future Projects.

Project Closure phase will generate following type of documents

1. General Project Information

2. Management Effectiveness
3. Lessons Learned
4. Administrative Closure
5. Contract Closure
6. Information Distribution & Archive
7. Appendix A: Project Close-Out Approval
8. Appendix B: References
9. Appendix C: Key Terms
 Project:
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Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
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SECTION-C

(PROJECT ORGANIZATION)
 Project:
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Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 18

4 PROJECT ORGANISATION AND MANAGEMENT

4.1 General organisation and management systems

Project Management Team is defined by an organisational structure, with identified roles

and responsibilities. This structure will be more clearly developed by the Project Manager
during the Verification Phase. The plan will outline the specific Project organization, job
descriptions and general responsibilities of the key personnel, and will incorporate
responsibility matrices, activity matrices, reference procedures, regulations, codes and
standards.

The purpose of the organization chart is to show that organization is aligned to the project type;

4.1.1 Shutdown

Selected team will be dedicated for the shutdown period for;

 Civil
 Piping
 Flare Works

4.1.2 Live Plant Organization

Full project team will be provided to carry out individual task as per Schedule reference

4.2 Duties and Responsibilities of Project Team during Phase-1 (Verification)

In order to meet the requirements of the Verification Phase the Project Manager will work with
the team to define appropriate reporting lines, duties and responsibilities in the form of detailed
job descriptions.

 Design Engineering Phase

 Procurement Phase
 Construction Phase

The prime responsibilities of GSCC key team members during this phase are summarised
below:

4.2.1 Project Manager

The Project Manager’s main responsibility will be to ensure that the verification phase is
completed timely and accurately and to coordinate all internal and external
communications. He shall be the prime interface with SABIC representative. He will develop
will be responsible for the overall Project Execution Plan, incorporating the requirements and
strategies identified by his Project team.
 Project:
Replacement of existing 1, 2 and 3 UTL
Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
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4.2.2 Health, Safety and Environmental (HSE) Manager

The HSE Manager shall be responsible for reviewing/developing HSE systems philosophies,
plans and procedures for the Project. He will review the Aramco documents for compatibility
with GSCC Corporate Procedures and ensure that the Project documents meet the overall
objectives of both.

4.2.3 Construction Manager

The Construction Manager will be responsible for reviewing/developing the Construction

philosophies, plans, methods, sub-contracting strategies and Aramco requirements to ensure
that they are a satisfactory basis for execution and that they are considered within the Design
Basis.

4.3 Duties and Responsibilities of Project Team during Phase-2 (Construction)

The prime focus during this phase is ‘delivery’ and each member of the Project team shall be
responsible for the delivery of his work scope in accordance with the Project requirements. The
prime responsibilities of GSCC key team members during this phase are summarised below:

4.3.1 Project Manager

The Project Manager’s main responsibility is to manage the effective execution of the
Project through his Management Team. His prime task is to deliver on time in a safe manner to
the appropriate quality requirements and within budget.

4.3.2 Health, Safety, Security and Environmental (HSE) Manager

The HSE Manager shall manage the effective implementation of the HSE systems, plans and
procedures throughout the execution of the Project.

4.3.3 Construction Manager

The Construction Manager will be responsible for co-ordination of all Pre-Fabrication and
Construction activities, including assisting the Project Manager and Subcontracts Manager with
the management of Subcontracts. His prime task is to complete the works safely, within the
agreed Project schedule.

4.4 Duties and Responsibilities of Project Team during Phase-3 (Testing/Finalization)

During the testing pre-commissioning and commissioning phase, Construction Manager will
nominate lead engineers to work with Commissioning Manager and their discipline staff will
coordinate with them in testing. Painting and insulation would be carried out throughout the
Project construction phase as per completion/testing of individual small packages of work and the
procedure would be finalized after final commissioning/testing in this phase of Project.
 Project:
Replacement of existing 1, 2 and 3 UTL
Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 20

SECTION-D

(MOBILIZATION & MANPOWER)

 Project:
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Project Execution Plan Demine Plant AOV, s and Mechanical Switch
Document No: Date: Page:
PEP-01 21

5 MOBILIZATION PLAN

5.1.1 MOBILIZATION

Mobilization includes home office mobilization and site mobilization as detailed hereunder:

5.2 Home Office Pre-planning

Immediately after receipt of the Letter of Award, a Project memo is issued advising the
GSCC Management about the award, requesting the immediate establishment of the Project
Management Team (PMT) and the setting up of a Project internal kick-off meeting to get the
Project under way.

Attendants to the kick-off meetings are:

1. The Operations Management.

2. The Business Development Manager.

3. The Proposal Team.

4. The Project Management Team lead by the appointed Project Manager.

5. Engineering Firm Coordinator

6. The following Head Office Dept. Managers in: -

• Construction
• Procurement
• Engineering
• Project Controls
• Administration

The purpose and agenda of the meeting is

• To review the contract scope, technical, commercial terms and conditions, schedule and
costs.
• Transfer of documentation from Proposal Department to the Project Management Team.
• Establish the necessary procedures, guidelines, policies, planning and directives related to:

1. Allocation of resources.
2. Site mobilization.
3. Administration and Logistics.
4. Project Controls.
5. Planning & Scheduling.
6. Projects Cost Control.
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7. Payment Certification.
8. Safety and Security.
9. QA/QC.

 Procurement – Identifies long lead items in Equipment, Materials or

Subcontracts and set priorities. Engineering & Drafting. Specific and
special issues relating to the Project such as:

 Tie-ins, shutdowns & work permits.

 Remote location logistics.
 Receiving and handling of heavy equipment.
 Approvals and inspection requirements.
 Allocation of construction equipment resources.
 Monitoring, controlling and reporting systems.

5.3 Site Visit

For the purpose of efficient mobilization, an advance party, consisting of key members of the
PMT including construction manager with its support team & HSE manager, will arrive at the
site as soon as practicable after award prior to actual mobilization activities.

The purpose of the visit will be to gather information required for proceeding with the Alignment
Meeting with Client and the detailed construction planning.

Following is a preliminary check list of items, which will be done at the time of the site visit.

1. Arrange access at the job site.

2. Check security interface arrangements.
3. Verify locations for temporary facilities.
4. Work Permit procedures.

5.4 Alignment meeting with Client

Following the internal kick-off meeting and the site visit, The PMT will request a
meeting with Client Project Team at site to review and reach a common understanding
on the Project execution plan, Project procedures, policies and guidelines.

Of particular interest would be to arrive at a common understanding in the format for

consolidation of:
 Project:
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1. Guidelines in the interaction and interfaces with Client, Owner Engineer and
other Contractors, if any.
2. Procedures for communication, formalities, correspondence, E- mail. Fax,
computer software, exchange and transfer of information and documents
inspection and approval procedures.
3. Shutdown procedures and schedules.
4. Other important issues as it may be necessary.

5.5 Site Mobilization

Immediately following the contract award and the kick-off meeting detailed planning will
begin for temporary facilities, construction utilities, construction equipment, tools, consumables
and miscellaneous services required by the construction. Schedule of mobilization will be in
accordance with Project schedule and given milestone dates.

Staff

Project Manager 1

Construction Manager 1

Project Engineer 1

Planning Engineer 1

Mechanical QC 1

E&I Engineer 1

E&I QC 1

Civil Engineer 1

Civil QC 1

E&I Supervisor 2

Supervisor 2

Safety Officer/Inspector 4
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Worker Category

Mechanical Foreman: 4

E&I Foreman: 4

Fabricator: 4

Welder: 4

Rigger 3: 3

Fitter: 10

Millwright Fitter: 1

Instrument Technician:

Instrument Fitter: 6

Electrician: 4

Mason: 1

Carpenter: 1

Steel Fixer: 1

Mechanical Helper: 12
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5.6 Construction Equipment

Construction & Testing Equipment will be made available and deployed on site in accordance
with the construction equipment deployment schedule. These equipment will be in good
condition and suitable and safe for the intended use.
 Cranes
 Forklift
 Trailer
 Boom Truck
 Compressor
 Tower Light
 Welding Machine
 DG
 Nut-Runner

5.7 Job Site Cleanliness

Construction areas will be kept in a neat, orderly and clean manner so as to maintain
good, efficient working conditions and reduce safety hazards and sanitation problems. Trash
will be continually removed to designated temporary trash storage areas and will not be permitted
to accumulate throughout the work areas. Superintendents will frequently monitor job site
cleanliness activities in their assigned construction area to ensure that accumulations of waste
materials and rubbish are minimized.

5.8 Site Temporary Facilities

Temporary facilities, as required will be established at the construction site in accordance with
the assigned areas. The major portion of the temporary facilities will consist of offices, lay
down area, and mess area .

5.9 Electricity Portable Water, Drainage & Fire Water

GSCC shall install the electrical water & drainage systems for its site facilities. These systems
will be tapped to Client`s installations at nearest available points; otherwise GSCC will
provide diesel generators and truck water to temporary tanks.

5.10 Work Force Accommodation

GSCC work force will be accommodated in pre-fab buildings in Project site area as per
requirement. The buildings will be furnished and maintained by GSCC .
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Document No: Date: Page:
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5.11 Tools

All technicians will be provided with suitable tools. It is intended that adequate stocks of tools
will be maintained on site. Frequent safety inspections of individual tools will be made to ensure
that all tools are in safe working condition.

5.12 Medical Facility

As part of the site temporary facilities a first aid unit will be established.

5.13 Toilet Facilities

It is intended that a high level of sanitation will be maintained by means of sufficient

suitable toilet facilities which personnel will be required to use. Toilet facilities will be
maintained in a sanitary condition and comply with applicable standards and specifications.

5.14 Vehicles

Arrangements will be made for providing sufficient vehicles for use of personnel in
performance of the work.
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SECTION-E

PROJECT MANAGEMENT

&

EXECUTION
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6 PROJECT MANAGEMENT

6.1 RISK MANAGEMENT

The overall purpose of risk management will be to help improve Project performance and to
increase the likelihood of achieving the Project objectives in terms of cost, schedule and
technical performance.

Full process safety and operation review will be carried out with the engineering design team.
The cause and effect for the ESD system will be issued and agreed.

A Project team member or corporate risk specialist (risk manager) will be nominated with
responsibility to facilitate and communicate the process and assist in the development of risk
registers, mitigation plans and analysis of risk models using PERT MASTER RISK EXPERT.
As the quality and the success of the process depends on the involvement of all the Project, it
is essential that the team participate in the risk identification and quantification exercises,
interpretation of the results and assist in the formulation and implementation of the mitigation
plans.

A Project risk register will be produced and updated by the nominated risk manager on a
regular basis. The risk register will record various data for each individual risk issue. This
will include description of the identified risk driver, the likelihood of the risk occurring, the
severity of the impact, identification of the responsible Project Management Team member
responsible for the risk area and a close out date indicating when the risk is no longer a threat
to the Project.

6.2 RECOVERY PLANS

There are many factors that may impact the Project duration as scheduled, such as design
change, extended lead times for material and equipment, Industrial Relations issues, severe
weather conditions, labour shortage etc. Therefore, recovery plans may be required from time
to time. During Project execution, these delay factors could cause fluctuations in the progress
taken in relation to the original planned progress and therefore progress may need to be re-
assessed. The recovery plans should be developed specifically for the delayed elements of the
work and should run alongside the Project Master Schedule rather than within it.

6.3 RESOURCE ALLOCATION

The Project Schedule will have resources allocated to activities and this will allow the
production of labour histograms. The actual labour utilisation will be shown against the
planned utilisation to assist with progress analysis monthly.
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7 MANAGEMENT & EXECUTION STRATEGIES

7.1 Pre-Commissioning & Commissioning Strategy

GSCC is responsible for the mechanical completion, pre-commissioning and Commissioning

of the systems (as per Contractor Scope based upon award of contract) prior to ready for initial
Start-up.

GSCC will operate a Mechanical Completion and Commissioning Procedure. (MC&C). This
procedure, when used in conjunction with the MC & C Database, is intended to reduce the
amount of documentation required to verify mechanical completion and commissioning, while
maintaining the degree of assurance that completion has been achieved and that systems are
safe and operable.

The WORKS shall be completed, pre-commissioned and commissioned in systems. Where

necessary these systems shall be divided into sub-systems to allow more control and flexibility
over the construction and commissioning activities, however, Sub-systems will be kept to a
minimum.
Handover dossiers shall be developed for each system. The installed Mechanical Completion
and Commissioning (MC & C) Database will control and monitor all Mechanical Completion
and Pre-commissioning activities. The Head Office Commissioning Manager shall provide
MC & C Database Users Guide and also personnel to assist in setting up the system and
understanding how the system operates.

The CONTRACTOR work scope cannot be completed in isolation. It is dependent upon

surrounding activities of the overall plant commissioning team.

7.2 Pre-Commissioning

Pre-Commissioning is defined as those activities preceding mechanical completion but prior to

commissioning to prove and validate the functioning of equipment.

The Project Commissioning Manager, Discipline Engineers, Data Base Administrator and
Technicians will control those activities required to be undertaken after construction
completion prior to commissioning.

Their key activities will be:

 Receipt, verification and control of all submitted handover dossiers from the Contractor’s
construction team.
 Review and acceptance of all outstanding work at system/sub-system handover, by
completion of the System Handover Punch List Acceptance Certificate.
 Where applicable hydro testing / air testing of pipe, integrity testing of valves
 Complete all test runs that do not require the introduction of process fluids
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 Complete all instrument, fire and gas loop checks, panel function checks,
 Ensure that electrical continuity and earth tests are undertaken.
 Complete all necessary documentation with respect to the relevant commissioning
procedure and Commissioning Test Certificates (CTC’s) or applicable part of certificate.
 Ensure that where practicable all efforts will be made to maximise and complete the pre-
commissioning work scope. Request in a timely manner from the EMPLOYER the
necessary Utilities in sufficient quantity and quality to achieve the work scope.
 Execution of the full system Pre-commissioning activities
 Handing over to EMPLOYER operations / commissioning dept.
 Oversee the approved Permit to Work during this phase within CONTRACTOR’s
boundary limits
 Ensure that the work scope is complete up to the defined CONTRACTOR Battery Limit.

7.3 Mechanical Completion

Mechanical Completion is the point when a defined portion of the facilities is fabricated fully
erected all materials items are present and aligned, tested for physical strength and all pre-
commissioning checks completed. Fully documented evidence of Mechanical Completion
(MC) will be provided.

MC status requires that:

 All material items are fabricated, present, erected, aligned and finally instated according to
specification.
 Material dimension, composition and mechanical strength is documented and on- site
tested as specified by technical standards.
 Internal cleanliness is achieved, with dry preservation maintained.
 All components parts are fully reinstalled, aligned, and containment status is achieved.
 Energised checks are performed on instrument items.
 Control systems site acceptance tests are complete.
 Instrument full loops are checked for correct actions and logic sequence.
 Energised tests on switchgear and cabling are complete.
 The correct functioning of equipment ancillaries is demonstrated where practicable.

The EMPLOYER will review all outstanding items on consolidated multidiscipline System
Punch Lists as part of its inspections for approval of Mechanical Completion status.
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CONTRACTOR will include clearly marked up “as-built” drawings with each system/sub
system submitted for Mechanical Completion acceptance

7.4 Commissioning

Commissioning is defined as those activities undertaken after Pre-commissioning to verify

dynamically the functioning of equipment and facilities forming part of a system is in
accordance with specified requirements and to bring that system into operation. When the
planned commissioning tests are complete, the plant achieves Ready for Initial Start-Up
(RFISU) status.

The Project Commissioning Manager, discipline Engineers, Data base Administrator and
Technicians will control those activities undertaken after Pre-commissioning and Mechanical
Completion.

Typically, commissioning activities undertaken after Pre-commissioning and Mechanical

completion will:

 Be carried out on a system comprising more than one item of equipment;

 Be carried out by a multi-discipline team of engineers;
 Be executed as a number of logically sequenced steps set out in a commissioning
procedure using simulated conditions. Results to be recorded on the appropriate check
sheet;
 Be documented via a procedure which provides for signature of completion of each step
within the logical sequence of activities. Countersigned where agreed with the
EMPLOYER Confirm the systems operate in compliance with their design intent
 Facilities Ready for Initial Start-up RFISU from those responsible for commissioning to
the EMPLOYER.

7.5 Suppliers Responsibilities

Suppliers shall provide the necessary item / package procedures to enable the integrated system
commissioning procedure to be completed.

7.6 EMPLOYER Responsibilities

EMPLOYER shall provide a named listing of authorised signatories allowed to accept the
handover documentation. The EMPLOYER should supply the necessary Utilities required
within the quantity and quality and in a timely manner to allow CONTRACTOR to complete
their work scope.
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7.7 Schedule and planning

CONTRACTOR’s MC&C group together with the planning team shall develop and provide
mechanical completion and RFISU plans.

A detailed commissioning schedule will be prepared for integration with the construction
schedule. This System completion plan will show the sequence of Mechanical Completion,
Pre-commissioning and Commissioning of systems and sections of the plant. This will also
ensure that the master Project schedule reflects the required sequence of system and sub-
system completion that is required for RFISU.

The plan shall also convey to the EMPLOYER to advise them when the permanent supplies of
Utilities will be required for example electrical power, service water, instrument air, Nitrogen
etc.

7.8 Permit to Work

Within the battery limits of each area within its scope of work the CONTRACTOR Permit to
Work (PTW) shall be operated, the CONTRACTOR’s Commissioning team and Safety
Department will oversee this. The CONTRACTOR’s Commissioning team using the lockable
facilities explained within the PTW procedure shall perform the necessary isolations.

As the Project handover of Areas and Systems to the OWNER develops the CONTRACTOR
PTW areas will diminish until the OWNER PTW comes in force. It has to be noted that any
system originating from the CONTRACTOR’s domain or passing through the
CONTRACTOR’s battery limits shall be under the Project PTW.
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SECTION-F

PROJECT CONTROL
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8 PROJECT CONTROL

8.1 Introduction

The Project Planning Engineer will have overall responsibility for forecasting, document control,
scheduling functions and risk management as required for Project execution.

Project controls’ target is to report timely & accurately on progress, cost, resources and risk
during the execution of the Project. The main emphasis will be to capture and analyse
meaningful Project control data at key early points in the Project, such that effective control of
Project execution is maintained.

GSCC Project Management and Project Services procedures shall be utilised for
Project Control along with the Client requirements.

8.2 PROJECT SCHEDULE

The Project Schedule will be the prime Project Control tool and will identify all of the work
packages and major Project activities including deliverables, the strategy for executing the work,
the logic and sequence of performing the work over time and the resources to perform the work.
All of these taken together will serve as the baselines against which the performance of the work
is to be measured.

8.3 PROJECT SCHEDULE CRITICAL FACTORS

Factors that may affect the project schedule

1. Any change in quantity by the Client

2. Late award of contract or late approval of mobilization checklist by the Client

3. Late approval of RFIs` by the Client

4. Availability of supply of concrete

5. Timely availability of potable and construction water immediately following award.

6. Soil investigation ( to determine extent of excavation and rock removal ) and surveying
( for setting out ).
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7. Soil balance parameters: determining the extent of transport of material to landfills or

disposal sites.

10. Engineering and IFC’s from client ready ASAP in order to expedite critical
procurement process.

11. Optimization of QA/QC processes (inspection/approvals).

12. Set-up immediately, following award, lay-down areas/warehousing scheme so as to,

among other, reduce man hours and equipment-days spent on segregation of material
and facilitate prefabrication/erection scheme relatively to the pipe rack (lay down
areas); as structural material, we propose a joint (client/contractor) material inspection
team to ascertain correct order of supply of material, the latter to be complete and
compatible with relevant construction sequence.
13. Night shift activities to be limited to NDT
14. The optimization of the supply/prefabrication/erection sequence in relation to both
piping and structural works is of capital importance to the success of the project as a
whole.

8.4 PROJECT SCHEDULE MANAGEMENT AND CONTROL

8.4.1 PROJECT CONTROLS PLANNING & SCHEDULING

A Project comprise of a series of phases and activities. A method to harness the entire effort,
throughout various stages of Project is called planning. Planning is to define the activities
involved in the Project, establish logical sequence and inter-relationship between activities.
Scheduling is to place the Project activities on a working timetable.

8.5 Schedule Control & Organization

The Project schedule is the tool by which incremental progress will be measured. It will be of
sufficient detail that all necessary activities for completion of the Project or particular work
scope are identified and scoped in terms of durations.

The Project Schedule shall be an integrated Project management, engineering, procurement,

Pre-fabrication, construction and commissioning schedule, developed and maintained utilising
Primavera (P6) scheduling software.

The schedule data will include but is not limited to the following;

1. Early Start
2. Early Finish
3. Remaining Duration
4. Percent Complete
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5. Total Float

All negative floats shall be worked out of the schedule whereby the result shall be targeted as
the “Baseline” with no negative float.

The Project schedule will include sufficient level of detail and afford a reliable method to track
actual progress against scheduled progress (actual versus target baseline comparison).

The net result of establishing a baseline schedule will be to report progress against a
commitment date irrespective of the total float calculated by the program. Total float remains a
discretionary tool to be utilized by Project management.

Project schedule activities will be built such that they may be sorted by work breakdown
structure/activity breakdown structure or by organization (work group or resource responsible
for executing the work).

The Project planning and scheduling functions will be supervised by the Project Control
Manager and will be performed by the Project Planning Engineer.

8.6 Project Schedule Update

The Project schedule update shall be performed once during each calendar month, and reported
to CLIENT once per month.

In cases where key activities are shown to be deviating from the original plan to such an extent
that there is potential to jeopardise the completion date the Project Management Team will
review them and determine corrective action to be taken. This could result in a readjustment to
the overall Master Schedule to distribute available float between remaining activities and
applying additional resources to the affected activities to regain the original schedule plan.

8.7 PROJECT CODING AND STRUCTURE

8.7.1 Work Breakdown Structure

The Project scope will be defined by means of a work breakdown structure (WBS), which will
subdivide the Project into manageable units for control purposes. The WBS will define the
controllable tasks of the Project and will include ALL tasks that must be controlled to
determine Project progress.

The standard CONTRACTOR WBS shall be used as the basis. It will be modified to meet any
Project specific requirements within the Verification Phase.

8.7.2 Coding and Numbering System

The Project will have a Coding and Numbering System. The Project Controls Manager will
also ensure that all Project documentation adheres to this requirement.
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8.8 PROJECT Administration

The Project Administration Procedure will cover all aspects of general Project
administration such as communication, meetings, reporting, invoicing, change control, etc.

This specific procedure shall be developed jointly between the Project Controls Manager and the
Project Commercial Manager. A separate procedure for Site General Administration will cover
aspects such as responsibilities and levels of authority, contact details, document control,
meetings, correspondence, filing, visa’s, security passes, work permits, local accommodation and
travel, etc. This specific procedure shall be developed by HR/Admin managers.

8.9 Project Progress Reporting

Project Reports will be issued by the Project Manager on a monthly basis throughout the Project
in accordance with the client’s standards.

Generally this report will include:

• Executive Summary
• Health & Safety
• Programme
• Financial
• Statutory/Client approvals
• Procurement
• Risks/Opportunities
• Construction activity
• Quality
• Change Control
• Key issues/causes for concern
• Actions to be progressed next month
• Progress photographs
• Appendices

8.10 Interface Management

The Project Manager shall have overall responsibility for the management and control of the
various Project interfaces.
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During the Verification Phase he shall establish the Project interface register noting each major
interface and nominating the Project team member with specific responsibility for that particular
interface.

Some of the key interface areas identified initially are:

• Battery Limit Tie-Ins

• Site establishment (security, traffic management, temporary facilities, etc.)
• Existing site operations
• Assistance to CLIENT for Authority requirements etc.

8.11 Permits, Licences & Consents (Co-ordination with Authorities)

The Project Manager shall have overall responsibility for the management and control of the
GSCC various external Permits, Licences and Consents.

During the Verification Phase he shall nominate a Project Engineer to establish the
Project Permits, Licences & Consents register noting the requirements and responsibilities for
each.

8.12 Knowledge Management

The Project Manager shall ensure that the Project Team are fully aware of GSCC knowledge
management system and its use in providing typical documents, standard documents, guidelines,
historical data, and lessons learned from previous and current Projects.

A monthly overall Project reports is issued providing cost incurred on each Project and
assessment on remaining cost to come as well as forecast profit or loss at completion for each
Project.

9 SUB-CONTRACTS

9.1 Sub Contract Strategy

The overall execution strategy for the Project is to engage Sub-contractors to complete various
sections of the works.

The final number and extent of Sub Contracts will be determined by the Project
Management Team during the Verification. However, most of the activities required for this
Project shall be done by GSCC own subsidiary companies. At present GSCC will arrange the
sub-contracts for Radiographic Testing & Galvanization

The Sub Contracts will be recorded on the Sub Contract Plan. This document shall be used to
monitor the status of each Sub Contract through the execution of the Project.
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9.2 Sub-Contractor Selection

Sub contracts will be awarded based on a viable execution strategy, determined through review
of capability, interface management and capacity, price and schedule.

The Sub Contract selection process will be as follows (some of which may have been
undertaken during the Tender stage prior to Contract award):

• Production of Sub Contract Plan listing all proposed Sub Contracts

• Identification of potential Sub Contractors
• Expression of interest discussions
• Sub Contractor pre qualification (including for CLIENT if required)
• Add to ‘Approved Sub Contractor’ List
• Production of ITT
• Issue of ITT and subsequent clarifications
• Bid receipt and evaluation
• Final clarifications
• Sub Contract Award

9.3 Sub Contract Agreements

At this stage of the Project development, there are no Sub Contract agreements in place.

9.4 Sub Contract Work Scope / Package

A Sub Contract Work Scope will be developed for each Sub Contract identified on the Sub
-Contract Plan. In addition to the Sub Contract Work Scope a full Sub Contract Package will
be developed including as a minimum:

• Introduction to the Project

• Design Criteria
• Scope of Work
• Schedule Requirements
• HSSE
• QA / QC
• Interface Control and General Administration
• Terms & Conditions

The Sub Contract Manager and relevant technical member of the CONTRACTOR Project
Management Team will coordinate all aspects of the Sub Contract Package.
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The Project Commercial/Contracts Manager shall have overall responsibility for

coordinating the Sub Contract processing and will ensure that correct commercial terms and
conditions have been used.

9.5 Sub Contract Management

The Contractual Management of Sub Contracts will be the responsibility of the Project
Commercial Manager, assisted by the Sub Contracts Manager

The process of identifying potential Sub Contractors and evaluating bids will be the
responsibility of the Sub Contracts Manager. He will also be responsible for the general
management of off-site Sub Contracts.

The responsibility for general management of on-site Sub Contractors is with the Project
Construction Manager.

9.6 Sub Contract Fabrication Management

CONTRACTOR will produce a detailed pre-fabrication plan, which will define the extent of
pre-fabrication work to be undertaken on the Project (items, schedule and workshop). The
general principle will be to maximise off site fabrication.

CONTRACTOR will arrange for maximum pre-fabrication work to be undertaken at offsite

fabrication facilities, both in country and overseas to suit capabilities and capacity of those
facilities.