MOT-04210005-PR-02 - AWP Engineering and Procurement

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08.30 Manage Refinery Operations Procedure – AWP Engineering and
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Procedure – AWP Engineering and Procurement

Table of Contents
1 Introduction .............................. 5 FEL-2 - Path of Construction .. 15

1.1 Purpose .......................................... 5
9.1 Deliverable ................................. 15
1.2 The Role of Engineering and
9.2 Applicability................................ 16
Procurement................................. 5
9.3 Timing ........................................... 16
Abbreviations and Definitions . 6 9.4 Method of Creation .................. 16
9.5 Responsible Party ...................... 18
Engineering Phases .................. 8
FEL-2 - Work Breakdown
Advanced Work Packaging Structure .................................. 18
Roles and Responsibilities ....... 9 10.1 Deliverable ................................. 18
4.1 Overview ....................................... 9 10.2 Applicability................................ 18
4.2 RASCI ............................................. 9 10.3 Timing ........................................... 18
10.4 Method of Creation .................. 19
Engineering & Procurement 10.5 Responsible Party ...................... 19
AWP Deliverables – FEL-1....... 10
5.1 Preliminary AWP Plan ................ 10 FEL-2 - 3D Model .................... 20
11.1 Deliverable ................................. 20
Engineering & Procurement 11.2 Applicability................................ 20
AWP Deliverables – FEL-2....... 11 11.3 Timing ........................................... 20
FEL-2 - Plot Plan....................... 12 11.5 Responsible Party ...................... 21
7.1 Deliverable ................................. 12
7.2 Applicability ................................ 12 FEL-2 - Integrated Execute
7.3 Timing ........................................... 12 E,P&C Schedule...................... 23
7.4 Method of Creation .................. 13 12.1 Deliverable ................................. 23
7.5 Responsible Party ...................... 13 12.2 Applicability................................ 23
12.3 Timing ........................................... 23
FEL-2 - Construction Work
Areas ....................................... 13 12.5 Responsible Party ...................... 24
8.1 Deliverable ................................. 13
8.2 Applicability ................................ 14 FEL-2 - EWPs ............................ 24
8.3 Timing ........................................... 14 13.1 Deliverable ................................. 24
8.4 Method of Creation .................. 14 13.2 Applicability................................ 25
8.5 Responsible Party ...................... 15 13.3 Timing ........................................... 25
Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 1 of 52

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13.5 Responsible Party ...................... 25 FEL-3 - Model .......................... 34

22.1 Deliverable ................................. 34
FEL-2 - Modularization / Pre-
22.2 Applicability................................ 34
Fabrication / Vessel Dressing 26 22.3 Timing ........................................... 34
14.1 Deliverable ................................. 26 22.4 Method of Creation .................. 34
14.2 Applicability ................................ 26 22.5 Responsible Party ...................... 34
14.3 Timing ........................................... 27
14.4 Method of Creation .................. 27 FEL-3 - Modularization / Pre-
14.5 Responsible Party ...................... 28 Fabrication / Vessel Dressing 35
23.1 Deliverable ................................. 35
FEL-2 - Turnaround .................. 29
23.2 Applicability................................ 35
15.1 Deliverable ................................. 29
23.3 Timing ........................................... 35
15.2 Applicability ................................ 29
15.3 Timing ........................................... 29
15.5 Responsible Party ...................... 29 FEL-3 - Turnaround ................. 36
24.1 Deliverable ................................. 36
FEL-2 - Contracting Strategy . 29
24.2 Applicability................................ 36
16.1 Deliverable ................................. 29
24.3 Timing ........................................... 36
16.2 Applicability ................................ 30
16.3 Timing ........................................... 30
16.5 Responsible Party ...................... 30 FEL-3 - Contracting Strategy . 37
25.1 Deliverable ................................. 37
FEL-2 - Estimate ....................... 30
25.2 Applicability................................ 37
17.1 Deliverable ................................. 30
25.3 Timing ........................................... 37
17.2 Applicability ................................ 31
17.3 Timing ........................................... 31
17.5 Responsible Party ...................... 31 FEL-3 - EWP List........................ 38
26.1 Deliverable ................................. 38
FEL-2 - CWPs............................ 31
26.2 Applicability................................ 38
Engineering & Procurement 26.3 Timing ........................................... 38
AWP Deliverables – FEL-3....... 32 26.4 Method of Creation .................. 38
FEL-3 - Plot Plan....................... 33
20.1 Deliverable ................................. 33
FEL-3 - CWP List ....................... 38
20.2 Applicability ................................ 33 27.1 Deliverable ................................. 38
20.3 Timing ........................................... 33 27.2 Applicability................................ 38
20.4 Method of Creation .................. 33 27.3 Timing ........................................... 39
20.5 Responsible Party ...................... 33 27.4 Method of Creation .................. 39
FEL-3 - Path of Construction .. 33
21.1 Deliverable ................................. 33
FEL-3 - Integrated Execute
21.2 Applicability ................................ 33 E,P&C Schedule...................... 39
21.3 Timing ........................................... 33 28.1 Deliverable ................................. 39
21.4 Method of Creation .................. 33 28.2 Applicability................................ 40
21.5 Responsible Party ...................... 34 28.3 Timing ........................................... 40

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28.5 Responsible Party ...................... 41 33.1 Deliverable ................................. 45

33.2 Applicability................................ 45
FEL-3 - Estimate ....................... 41 33.3 Timing ........................................... 46
29.1 Deliverable ................................. 41 33.4 Method of Creation .................. 46
29.2 Applicability ................................ 42 33.5 Responsible Party ...................... 46
29.3 Timing ........................................... 42
29.4 Method of Creation .................. 42 Execute Phase - CWPs........... 47
29.5 Responsible Party ...................... 42 34.1 Deliverable ................................. 47
34.2 Applicability................................ 47
Engineering & Procurement 34.3 Timing ........................................... 48
AWP Deliverables – Execute 34.4 Method of Creation .................. 48
Phase ....................................... 43 34.5 Responsible Party ...................... 48
Execute Phase - Model ......... 43 Execute Phase - Materials /

31.1 Deliverable ................................. 43 Equipment .............................. 49
31.2 Applicability ................................ 43
31.3 Timing ........................................... 44 Turnover .................................. 50
Deliverables Checklist ........... 50
References.............................. 51
Execute Phase - Contracting
38.1 Motiva Standards ...................... 51
Strategy ................................... 44 38.2 Industry Best Practices - AWP .. 51
32.1 Deliverable ................................. 44 38.3 Industry Reference Library ....... 51
32.2 Applicability ................................ 44 38.4 Process Industry Practices (PIP)
32.3 Timing ........................................... 44 ...................................................... 51
32.5 Responsible Party ...................... 45 List of Appendices ......................... 52
Execute Phase - EWPs ............ 45

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List of Figures
Figure 1 – High Level Deliverable Flow Chart by Stage
32TU U32T
Figure 2 – RASCI Chart

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Figure 3 – Example of a Plot Plan

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Figure 4 – Example of CWAs

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Figure 5 – Example of Order of Installation

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Figure 6 – Flow Chart for Iterative Approach to Path of Construction

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Figure 7 – Sample WBS

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Figure 8 – Sample Model Matrix

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Figure 9 – Example of a Module Shipping Volume

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Figure 10 – Considerations for Modularization / Pre-Fabrication / Vessel Dressing

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Figure 11 – EWP / CWP Inputs

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1 Introduction
1.1 Purpose
This Advanced Work Packaging (AWP) Procedure is intended for use by
Engineering and Procurement (EP) contractors that are working on Motiva
projects, as well as the Motiva Project Management and Construction
Management teams.
Motiva shall use AWP and WorkFace Planning (WFP) as a best practice for
Major Projects.
The goal of this document is to outline the deliverables required during the
engineering and procurement phases of the project, to support the AWP
process and ensure that all parties involved in the project are aligned.
The deliverables listed here are those specifically required to support AWP.
Other deliverables will be required as part of the execution of any work. Those
will be detailed in other documents provided to the EP.
1.2 The Role of Engineering and Procurement

EP contractors play a critical role in the success of an AWP program. EP
contractor deliverables provide the basis for construction activities. If front-
end deliverables do not support an optimized construction execution
strategy, then construction crews will be forced to work inefficiently or out of
sequence. The result is decreased productivity, increased worker risk,
increased construction cost and schedule impacts.
By engaging all stakeholders early in the project lifecycle, and determining
the Path of Construction early, the EP can organize and sequence activities in
a manner that supports the construction execution strategy. This alignment
drives improvements in field performance that yield significant project
benefits.

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Abbreviations and Definitions

AWP Advanced Work Packaging
CEP Construction Execution Plan
CMN Construction Management Network
CMT Construction Management Team
CWA Construction Work Area
CWP Construction Work Package
EP Engineering and Procurement Contractor
EWP Engineering Work Package
FET Functional Excellence Team
IWP Installation Work Package
PMT Project Management Team
PO Purchase Order
RAS Required At Site (Date)
SCM Supply Chain Management
TAR Turnaround
TWP Test Work Package
WBS Work Breakdown Structure
WFP WorkFace Planning

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Term Description
Advanced Work “The overall process flow of all the detailed work packages
Packaging (construction, engineering, and installation work packages). AWP is a
planned, executable process that encompasses the work on an EPC
project, beginning with initial planning and continuing through detailed
design and construction execution. AWP provides the framework for
productive and progressive construction, and presumes the existence
of a construction execution plan” (CII, 2013).
Construction Work A portion of the plot plan that has been defined by the project as
Area being a logical area of work. The CWA includes all of the disciplines.
Construction Work A detailed construction plan that uses the Engineering Work Package
Package as a foundation, adding a scope of work, construction equipment
requirements, tools, access, vendor requirements and all other possible
construction constraints to facilitate construction planning at a work
package level. Construction Work Packages may be utilized as scoping
and contract documents for construction contractors.
Release Plan The Release Plan is an alignment deliverable, and outlines a list of Work
Packages, planned deliverable dates, and prioritization of work
package development that aligns with the Path of Construction.
Engineering Work Engineering Work Packages are produced by the engineering team,
Package and are data deliverables that contain discipline specific engineering
documentation for a geographically defined scope of work.
Engineering Work Packages have a defined and explicit relationship
with Construction Work Packages.
Path of Construction The optimal sequencing of execution of construction activities (within
Construction Work Areas and Construction Work Packages) to achieve
desired project performance. The engineering deliverables schedule
must be aligned with the Path of Construction.
Stakeholder A person, or persons, who have an interest, responsibility, or
accountability within the Advanced Work Packaging program.
WorkFace Planning WorkFace Planning is the process of organizing and delivering all
elements necessary, before work is started, to enable craft professionals
to perform quality work in a safe, effective and efficient manner. It
necessitates the development of discipline specific work packages,
ranging from 500 – 1000 constraint free man hours, that construction
crews will execute in the field.

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Engineering Phases
For the purposes of this document, the following terms are used to refer to the
various phases throughout the lifecycle of a project:
➢ FEL-1 – (Assess Phase) – Determine if a feasible option is available -
Feasibility Report, Project Execution Assessment.
➢ FEL-2 – (Select Phase) – Choose the optimal option and determine if it
is economic – Concept Select Report, Project Execution Strategy.
➢ FEL-3 – (Define Phase) – Align all requirements to ensure project
success. Basic Design and Engineering Package, Project Execution
Plan.
➢ Execute Phase – Complete the scope to the point of being ready to
operate. Detailed Engineering, Construction, Commissioning.
This document will provide details of the deliverables required to support the
AWP process at each phase.
Figure 1 – High Level Deliverable Flow Chart by Phase (See Appendix A for full size copy)

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Advanced Work Packaging Roles and Responsibilities
4.1 Overview
It is imperative to ensure that both the Motiva and EP teams are adequately
staffed to support the deliverables required. The EP must evaluate their work
scope and determine their resource requirements, and place properly
qualified individuals within the required roles.
It is also key to the success of the early deliverables that the Engineering and
Motiva teams be co-located, whenever possible.
4.2 RASCI
Figure 2 – RASCI chart. (See Appendix B for full size copy).

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Engineering & Procurement AWP Deliverables – FEL-1
5.1 Preliminary AWP Plan

Prior to the completion of FEL-1, the EP Contractor is to provide an AWP Plan, to
outline preliminary details of how they plan to achieve the project goals for AWP. If
the EP has an existing AWP plan, perform a gap analysis of that document against
this Procedure, and submit for review. If the EP does not have an existing plan, one is
drawn up to reflect the requirements of this Procedure and how the EP will fulfill them.
This plan will be considered a living document until all deliverables have been
agreed, and the plan has been reviewed and accepted by Motiva.

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FEL-2 - Plot Plan
7.1 Deliverable
The plot plan is a general layout drawing that shows the boundaries of the project
area, as well as the major equipment.
The plot plan will be preliminary during FEL-2, but needs to be detailed enough to
allow for an understanding of the overall footprint of the site, the layout of major
equipment and modules, and primary interface points with adjacent facilities (if
applicable).
Figure 3 – Example of Plot Plan
7.2 Applicability
The plot plan is a requirement of all projects.
7.3 Timing
The plot plan is the first key deliverable to support the AWP process. As such, it will be
required early in FEL-2.

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7.4 Method of Creation

This will be a standard engineering deliverable.
7.5 Responsible Party

The plot plan will be produced by the EP. The EP Engineering Manager will be
considered the responsible party for this deliverable.
FEL-2 - Construction Work Areas
8.1 Deliverable
CWA’s are large geographic areas that are marked on the plot plan to denote clear
boundaries. CWA boundaries shall be identified where logical break points exist, such
as tank farm areas or major pipe racks. CWAs are multi-disciplinary, and every
component within a facility, whether being installed or demolished, will belong to a
single CWA. CWA boundaries will be such that there will be no overlap of
components between work areas.
The CWAs are created to break up the scope of work, and to act as the basis for the
Path of Construction.
Figure 4 – Example of CWAs

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8.2 Applicability
CWAs will be a requirement of all large and mega projects, choosing to use AWP as
a best practice. CWAs can be developed for small or medium size projects, at the
discretion of the Motiva Project Manager.
8.3 Timing
Immediately following the release of the initial draft of the Plot Plan, the CWAs will be
reviewed and finalized.
It is understood that the details of the layout shown in the plot plan may change
throughout engineering, but once set in place, the CWAs shall be considered final.
Only very significant changes to the plot plan will give rise to changes to the CWAs.
This decision will be at the discretion of the Motiva Project Manager, following
consultation with the Motiva Engineering and Construction Managers.

Definition of CWA boundaries is a collaborative process among multiple stakeholder
groups. EP representatives (and, where available, Construction Contractor
representatives) are expected to play an active role in this process, which will be led
by the Motiva CMT.
The CWA breakdown will typically be achieved with a planning meeting, using the
plot plan as a basis, where various ideas and iterations of the breakdown can be
presented by the various parties, and ultimately agreed by all key stakeholders.
The intent for breaking the site into CWAs will be to support a Construction-driven
approach to the sequencing of those areas for field installation, aligned to the
construction execution strategy. As such, the following shall be considerations when
determining the CWA boundaries:
• Large pipe racks create excellent delineation of space, particularly when used as the
“backbone” for a project layout.
• Areas with a distinct function (such as a tank farm) shall be created as a CWA.
• While the size of each CWA does not have to be identical, it is important to avoid
having CWAs that are significantly larger or smaller than others, unless they represent
a critical scope component or a large concentration of field installation hours.
• Consideration shall be given for the planned installation hours in each area (using the
preliminary estimate as a basis). As above, it is important to avoid single areas with a
large concentration of field installation hours.
• Where possible, avoid CWA boundaries where significant amounts of the scope will
cross from one area to another.
• An early understanding of any long lead items shall be considered, to assess their
impact on the area breakdown. (e.g. If several large, similar items are being supplied
from a single vendor, is there value in grouping these in a single CWA?)

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• Adjacent facilities, particularly when the new scope ties into those facilities.
• Any other project-specific boundary limitations.
There is no correct number of CWAs for any specific project. Creating too many
CWAs will create additional engineering and procurement effort and additional
mapping requirements, while creating too few CWAs will not yield the benefits
available with breakdown and sequencing to optimize the construction execution
strategy.

This process will be owned by the Motiva Construction Manager, with participation
from all key stakeholders. Please see attached RASCI chart for proposed list of
participants. Where the project scope interfaces with an operational plant, Refinery
Operations shall be included to identify any specific operational requirements.
Once the CWA breakdown has been agreed, it will be documented on a marked up
plot plan and formally issued to the Motiva and EP team members.
FEL-2 - Path of Construction
9.1 Deliverable
The Path of Construction represents the optimum sequence of installation of the
various parts of the work scope. This optimization includes considerations such as
safety, constructability, maximization of resources, and availability of materials,
equipment and vendor supplied long lead items.
Initially completed at the CWA level, it is a living document that will be refined
through FEL-2 and FEL-3, and will be aligned to the schedule for EWP release.

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Figure 5 – Example of Order of Installation
9.2 Applicability
A documented Path of Construction will be a deliverable for all projects using AWP.
9.3 Timing
The preliminary Path of Construction will be completed during the early stages of FEL-
2, once the CWA boundaries have been established.

The Motiva CMT (with assistance from the Construction Contractor/Consultant, if
available) will complete the initial Path of Construction based on ideal conditions
and no constraints. This will give a preferred target sequence of installation, aligned
to the construction execution strategy. At this stage, the Path of Construction will be
simply a list of the order of the CWAs, using the start and end dates for construction
as “book ends”. The CMT will detail the considerations that drove this preferred
sequence in a supporting document (such as manpower loading / stacking).

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This initial draft of the Path of Construction is then shared with the EP, who will provide
input to the sequence, which will either support the planned path or cause changes
to be made. This input will be in the form of constraints, relating to items such as:
• Availability and timing of vendor data.

• Planned and available manpower for engineering resources.
• Availability of materials and equipment, including long lead and vendor supplied
items.
If these constraints can be incorporated into the Path of Construction with minimal
change to the overall optimum sequence of installation, the updated Path of
Construction will be detailed in a document and formally issued to the project team.
If the engineering and procurement constraints cause significant changes to the

optimum sequence of installation, the Motiva Construction Manager will work with
the CMT to identify which constraints can be incorporated, and which need to be
changed.
In parallel to this process, the Motiva Engineering and Procurement Managers will
work with the EP to identify opportunities for improvement with the various constraints.
The Path of Construction will then become an iterative process between the
changes for construction to accommodate the constraints (where they cannot be
changed), and the EP making changes to the constraints (where available).
The constrained version of the Path of Construction, which incorporates both

construction optimization and EP constraints, will then be frozen and formally issued
to the project team. This document will be reviewed regularly to determine if any
further constraints or opportunities are available which will give rise to changes to the
installation sequence.
A template for the Path of Construction document is attached as Appendix E.

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Figure 6 – Flow Chart for Iterative Approach to Path of Construction

The Motiva Construction Manager will be responsible for organizing the various
discussions to align the path of construction, for producing the document, and for
ensuring that it is regularly updated throughout the course of detailed engineering
based on changes to the plan and constraints.
FEL-2 - Work Breakdown Structure
10.1 Deliverable
The work breakdown structure (WBS) allows the scope of work for the project to be
divided into manageable packages, by providing a comprehensive coding structure
that is followed throughout engineering and construction.
10.2 Applicability
A WBS will be a deliverable for all projects.
10.3 Timing
The WBS will be referenced throughout the engineering model and documents, so it
is crucial that it is decided early on, and only modified if absolutely required to align

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to major changes in project strategy. Any such modifications will lead to significant
engineering rework.
The preliminary WBS will be completed during the early stages of FEL-2, once the
CWA boundaries have been established. Some refinements will be needed during
the latter stages of FEL-2, to ensure on-going alignment with the contracting,
modularization and fabrication strategies.

The WBS will be defined using Motiva Project Controls standards, with project-specific
additions where required. It will represent the unit, work location, CWA and discipline.
It will be unique at the CWA/discipline level (i.e. no two WBS codes will represent the
same discipline scope within the same CWA).
The WBS will be provided by Motiva to the EP, who will ensure that it is circulated
within the project team in the form of a Job Bulletin (or equivalent).
To ensure alignment during all stages of the work, the WBS will provide the coding
structure for the EWPs and CWPs.
Figure 7 – Sample WBS

The Motiva Project Controls Manager will derive the WBS for the project, and obtain
approval from the Motiva Project Manager prior to formally issuing to the EP.

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FEL-2 - 3D Model
11.1 Deliverable
A three dimensional model representing the new scope of work as well as, where
required, details of the existing facility being tied into will be produced by the EP.
For projects where software is being used to support Workface Planning (WFP), the 3D
model will be a key deliverable in support of the work packaging software, and will
be used as the basis for graphical packaging. For projects where a manual
approach is taken to WFP, the 3D model will be used for information purposes, and to
create snapshots to provide work crews with a 3D image of the Installation Work
Package (IWP) scope.
11.2 Applicability
A 3D model will be required for all large and mega projects. For medium and small
capital projects, the requirement to produce a model will be at the discretion of the
Motiva Project Manager.
11.3 Timing
The initial generation of the 3D model may start in FEL-2, to support the estimate. If
the model work starts in FEL-3, the details listed here shall be transferred to that phase.
By ensuring that CWAs and WBS have been finalized during FEL-2, the model can be
populated with that critical data from the outset, rather than adding it in later. A
review shall be conducted at the same time as the FEL-3 Engineering Model Review.

The EP will use a recognized commercial software product to create the 3D model,
which will be developed throughout the course of FEL-2, FEL-3 and Execute to align
to the final engineering design.
It is critical that the model be maintained until all relevant engineering scope is
complete, to ensure alignment between the model and the technical documents
produced for construction.
Motiva will provide a matrix showing items that are to be modelled, items to be listed
in the component tree (but not modelled) and items that do not appear in the
component tree or the model. This list will be reviewed with the EP, and any project-
specific variations will be agreed. In some instances, discussions will be held
regarding a cost-benefit analysis for modelling certain non-key components. The EP
may be requested to provide an estimate for the engineering effort to model such
components, which the Motiva CMT will then review against the anticipated
construction benefits. In such cases, the Motiva Engineering Manager will advise the
EP of the outcome.

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Where the 3D model will be used to support software for WFP, the model file will need
to be exported and provided to Motiva for that purpose. The EP will be expected to
provide the necessary technical support resources to ensure the timely delivery of this
information, and to do so at an agreed frequency. Details of the export process are
outlined in Appendix K - AWP Technical Data Requirements. This document will also
identify the various attributes and key information components required from the
model. The EP is expected to review this document and provide confirmation that all
the requirements can be supported.

The EP’s Engineering Manager will be considered the responsible party, unless
otherwise agreed with Motiva’s Engineering Manager.
Motiva’s AWP Manager will audit the model content and transfer of data throughout
FEL-2, FEL-3 and Execute, to ensure that it aligns with the requirements to support the
work packaging in the field.

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Figure 8 – Sample Model Matrix (See Appendix F for full size copy)

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FEL-2 - Integrated Execute E,P&C Schedule
12.1 Deliverable
All schedule creation will be carried out in accordance with Motiva Project Guide 04.
It shall be noted that there will be several schedules required throughout the various
engineering phases. This document, however, is primarily focused on the integrated
engineering, procurement and construction schedule that will detail the work to be
completed during the Execute phase.
The Level Two integrated execute phase E, P & C schedule will be created during
FEL-2. (For clarity, the term Level Two in this context will refer to a schedule that is
detailed to the CWA level, not by discipline).
This schedule will look to align the primary project milestones, the engineering
schedule, the major procurement dates and the Path of Construction.
The schedule will be a living document, and will be expanded to Level 3 (EWP/CWP
level) during FEL-3, as additional information and project detail is made available.
12.2 Applicability
All projects will be required to create an integrated Engineering, Procurement and
Construction schedule.
12.3 Timing
The schedule will be created following the completion of the preliminary Path of
Construction document, early in FEL-2.

Unless otherwise agreed, the integrated schedule will be created using Primavera P6.
The overall project milestone dates will be used to create the “bookends” for the
schedule, including start of engineering, start of construction and turnover.
The Path of Construction will be considered the primary input into the integrated
schedule. That document, along with the project milestone dates, will allow the
engineering phase to be scheduled in support of the construction work.
Key dates for major equipment and vendor supplied data and deliveries shall be
incorporated into the schedule at this time, where available. These will reflect the
constraints agreed when reviewing the Path of Construction.
Preliminary information relating to fabrication and modularization, if applicable, shall

also be included at this time. This will be further refined throughout FEL-2 and FEL-3 as
more details are provided relating to the fabrication and modularization strategies.

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If the project includes tying in to an existing facility, any available preliminary

information relating to TAR activities shall also be included in the schedule, as these
typically provide dates that cannot be easily modified.
If a preliminary systems turnover plan is available, including sequence and planned

milestone dates, this can be incorporated. Otherwise, turnover will be considered a
single milestone until further detail is available.
It is crucial at this stage that a realistic timeframe be agreed for creation of CWPs
and the process of writing, assessing, negotiating and awarding the construction
contract. Failure to allow sufficient time will create delays in award of construction,
which will put additional strain on the construction effort before the work has started.

The Motiva Project Controls Manager is accountable for the engineering,
procurement, construction and commissioning project schedule framework and
developing the overall integrated master schedule for the project, including
interfacing with TAR schedules.
The EP Project Controls Manager will be responsible for the creation of the schedule,
including setting up all necessary review and discussion meetings.
FEL-2 - EWPs
13.1 Deliverable
During FEL-2, the deliverable will be a list of the planned EWPs, to act as placeholders
for the design information. This list will be comprised of all relevant disciplines in all the
agreed CWAs.
The EWP numbering system will follow the format laid out in the WBS. (See AWP-E-SEL-
4)
The EWP list will be a living document, and will be adjusted based on changes to the
design. The EWP list will also act as the basis for PWP list, to define the procurement
requirements of each work package, which will ensure alignment between
Engineering, Procurement and Construction.
Considerations for EWPs:
➢ Engineering Work Packages will represent a work scope for a discipline

within a given geographic work area to facilitate construction planning.
➢ EWPs will be delivered in the form of a document list containing all
relevant drawings, specs, standards and vendor documents.

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➢ EWPs are not prepared on a system by system basis (they will contain
components from multiple systems, and will not include systems in their
entirety). It is important that EWP boundaries support the overall
construction strategy, and are not defined solely by engineering.
➢ No EWP will cross a WBS, CWA, or CWP boundary, except in exceptional
circumstances, such as the installation of ‘home-run’ cables that cannot
be broken down. (An “end” point methodology will be established for
such components to provide the necessary WBS coding attributes).
13.2 Applicability
All projects will be required to produce an EWP list.
13.3 Timing
The EWP list will be generated once the WBS has been created, during FEL-2.

The EWP list will be created and managed by the EP, in the form of a document or
spreadsheet. Until the scope of work for each area is known, the EWP list will include
an entry to each discipline in each CWA. These will then be removed if not needed.
At this time, allowance shall be made for considerations relating to pre-fabrication

and modularization. If the project intends to carry out fabrication or modularization at
an off-site location, placeholder EWPs shall be made to differentiate this scope from
other activities using the WBS category for work location. If the decision is later made
not to use such off-site pre-fabrication, these EWPs can be removed.
Consideration shall also be given for the preliminary contracting strategy for
construction. If it is known at this early stage that the work will be divided between
various contracts or construction phases, suitable placeholder EWPs shall be
established to promote an efficient split of the scope.
Likewise, if TAR activities are planned, these shall be identified using TAR-specific
EWPs.
During FEL-3, the EWP list will be represented in the Level 3 schedule, to show delivery
date for each package, as well as the creation of the corresponding CWPs.

The EP Engineering Manager will be responsible for creating the EWP list and
reviewing it with the Motiva Project Manager, Engineering Manager and AWP
Manager.

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FEL-2 - Modularization / Pre-Fabrication / Vessel Dressing
14.1 Deliverable
Depending on the scale, location and complexity of the project, there may be
significant savings available through the use of modularization and pre-fabrication.
During FEL-2, the project team will assess these opportunities and, if favorable, will
produce a preliminary plan for modularization and pre-fabrication. This plan will
identify which areas of the facility will be affected, suitable limits for the modules,
which elements of the pipe and steel scope shall be pre-fabricated, and the
execution strategy for vessel dressing.
If the project plans to use work packaging software, there are certain fabrication
deliverable requirements, including the native files for the pipe spool drawings and
structural steel detail drawings. Refer to the attached Appendix K for details.
14.2 Applicability
It is expected that all projects will make a determination as to the applicability of a
modularization and pre-fabrication strategy, but that it will only be required on those
projects that can demonstrate a suitable saving.
Figure 9 – Example of a module. (The yellow box represents the maximum shipping volume).
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14.3 Timing
The preliminary plan for modularization and pre-fabrication shall be drawn up during
FEL-2. This will ensure that, if Motiva and the EP teams consider such approaches, the
engineering is aligned to support this approach.

A meeting will be held between the key stakeholders from the EP and Motiva to
review the plot plan and (if available) 3D model, to identify which areas are
appropriate for modularization and pre-fabrication.
Primary focus for modules will be on large structures such as pipe racks, stairway
structures and major equipment.
Primary focus for pre-fabrication will be based on quantity of pipe and steel required
for the project, and the ease of access to the worksite location.
Opportunities for modularization and pre-fabrication will be assessed based on:
• The quantity of work in each area that can be pre-assembled, and therefore work
hours moved from the work site to an off-site location.
• Additional cost for steel frames that would not be required with stick-built.
• Cost differential between work completed at site versus off-site.
• Items which can be safely installed in a module.
• Access to the work fronts on the module as well as connections once at site.
• Transportation of the modules to the site, including limitations with the heavy haul
plan.
• Ability of the equipment/bulk material procurement to support mod yard
construction schedule
• Additional bracing and support (including removal costs at site).
• Availability of heavy lift resources at site to install the modules.
• Availability of skilled manpower at each location.
• Ability of fabricator to deliver in a sequence to support Path of Construction.
• Ability of offsite fabricator to deliver a product of the required quality.
• Approved fabricators list.
• Costs for inspection at an off-site location.
Consideration shall also be given to the possibility of Super-Modules, which will be delivered
individually, and assembled on site at a laydown area, before being transported to the work
front for final installation. This helps to minimize manhours at the work front.

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Figure 10 – Considerations for Modularization / Pre-Fabrication / Vessel Dressing

The Motiva Construction Manager will be responsible to consider the various options,
with support from the Motiva Procurement Manager, and determine if modularization
and pre-fabrication is an option for the project. If it is agreed to be feasible, the
Motiva Construction Manager will create a report detailing the preliminary plan and
the justification for it. The Project Manager is responsible for final approval of the plan.

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FEL-2 - Turnaround
15.1 Deliverable
A preliminary plan for TAR activities will be required at FEL-2, if applicable to the
project scope.
This plan will look to identify the work that is required to be performed in advance of
a plant TAR, and the work scope that has to be completed during the TAR. The early
identification of this scope will help to maximize the pre-work and minimize the TAR
scope.
15.2 Applicability
This plan will only be required for projects which tie in to an existing facility, or rely in
any way on the shutdown of an existing facility for any scope aspect prior to start-up.
15.3 Timing
The preliminary TAR strategy shall be defined during FEL-2, with an understanding that
this will be a live document which will be refined throughout FEL-3 as additional
information becomes available.

The TAR planning will begin with the tie-in list, which will be started during FEL-2. This list
will be assessed to determine quantity of tie-ins and approximate duration for each,
including any related demolition and replacement of existing components.
The Motiva CMT will lead the review of each tie-in, with input from the EP, to
determine scope requirements, placement of existing facilities and the work required.

The Motiva Construction Manager will be responsible to create the preliminary TAR
plan, which will then be reviewed with the management team at the facility.
Given the criticality of this activity, it is important that all TAR stakeholders participate
in this process, including the Motiva Process Engineer, Operations, TAR group, and the
EP team.
FEL-2 - Contracting Strategy
16.1 Deliverable
During FEL-2, a preliminary understanding of the proposed contracting strategy will
allow for more efficient alignment with the CWAs, Path of Construction and WBS.
Engineering deliverables can be designed with scope breaks in suitable locations to
support a geographic and discipline-based split. (e.g. If one contractor will do the

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early civil, piling and foundations, and another contractor is doing the general
mechanical work, the engineering can be tailored to make those scope breaks
reflect in the EWPs).
16.2 Applicability
For small projects with only one contractor and no pre-fabrication, this will not be a
requirement. Larger projects shall make an early assessment to determine if the
proposed contracting strategy impacts engineering.
16.3 Timing
This preliminary review shall be undertaken during the latter stages of FEL-2, once a
better understanding of the estimate, quantities and pre-fabrication are available.

The preliminary contract strategy will be arranged as a meeting between the key
Motiva personnel. Various available options for scope breaks, contract type and
timing will be discussed. These will be weighted and scored based on how each
represents best value for the project.
The results will be shared with the EP, as a preliminary assessment only, to determine
what changes need to be made to the project WBS list or EWP list to support this
strategy.

The Motiva Procurement Manager will be responsible for facilitating and recording
this discussion, and, with assistance from the Motiva Engineering Manager, reviewing
it with the EP.
FEL-2 - Estimate
17.1 Deliverable
A full project cost estimate is created during FEL-2, as an update to the preliminary
estimate created during FEL-1. This estimate, for FEL-2, will have a target range of -
15% to +30%.
The estimate is prepared in accordance with Motiva standards. The information

below is a summary only.
The estimate will utilize many of the deliverables listed above to ensure alignment
with the WBS, schedule and Path of Construction. One critical deliverable is that the
estimate is broken down in a accordance with the WBS, to allow for an easier
transition to CWP estimates at later phases.

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The costs for procurement of the major equipment will come from the initial vendor
information provided to the EP, as well as details from the preliminary heavy haul
plan. Other bulk material cost are estimated based on historical information.
For construction direct costs, the estimate is derived from the primary bulk quantities
in the model (linear feet of pipe / tons of steel / linear feet of cable etc), using
historical rates of placement for similar work scopes in the area where the project will
occur. Indirect costs are calculated based on the durations shown in the Level 2
schedule and the heavy equipment strategy outlined in the Path of Construction.
This estimate will be refined during FEL-3, with a target of +/-10%.
17.2 Applicability
All projects will be required to create an estimate at FEL-2.
17.3 Timing
The estimate will be created during the latter stages of FEL-2, once enough
information is available to provide a reasonable estimate of bulk quantities, and
once the costs of the major equipment and purchased components are known.

The EP utilizes their standard estimating process and software for the creation of the
FEL-2 estimate, in accordance with the Motiva standard noted above.

The Motiva Project Controls Manager is accountable for the project cost estimate.
The EP Project Controls Manager will be responsible for producing the estimate,
including incorporating all feedback from Motiva key stakeholders.
FEL-2 - CWPs
There is no requirement for CWP deliverable creation during FEL-2. These packages are
created during Execute, and finalized shortly after receipt of each EWP.

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FEL-3 - Plot Plan
20.1 Deliverable
The preliminary plot plan created during FEL-2 will be updated throughout FEL-3 until
such time that sufficient data is available for the plan to be locked.
20.2 Applicability
A final IFC plot plan is a requirement of all projects, regardless of size or type.
20.3 Timing
The plot plan will be finalized during FEL-3, prior to the release of the first EWPs.

Follow standard engineering practices to develop the plot plan deliverable.

The plot plan will be produced by the EP Contractor. The EP Engineering Manager will
be considered the responsible party for this deliverable, with final approval from the
Motiva Construction Manager.
FEL-3 - Path of Construction
21.1 Deliverable
The preliminary Path of Construction is created during FEL-2, and updated throughout
FEL-3 as additional information and data is released.
21.2 Applicability
All projects produce a final documented Path of Construction as a stage gate
deliverable.
21.3 Timing
The final Path of Construction will be completed during FEL-3, and will be issued to the
Construction contractor as part of the Construction Contract RFP.

Changes to the Path of Construction from the draft issued at FEL-2 will be based on
any significant alterations to the execution strategy or constraints, including:
➢ Delivery dates for major equipment

➢ Seasonal weather conditions
➢ Pre-fabrication, dressed vessel and modularization strategies
➢ Availability of manpower and equipment for construction

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➢ Opportunity work that can be completed earlier than planned

➢ Any other delays or impacts from outside sources such as permits
The Motiva CMT will review the final version of the Path of Construction, to validate
the constructability of the plan, and ensure that the necessary manpower and
resources are available to support the execution strategy.

The Motiva Construction Manager is responsible for updating and issuing the final
version of the Path of Construction.
FEL-3 - Model
22.1 Deliverable
Update the 3D model throughout FEL-3, as engineering work progresses.
22.2 Applicability
A full 3D model will be required for all major projects. For small capital projects, the
requirement to produce a 3D model will be at the discretion of the Motiva Project
Manager.
22.3 Timing
The model will be updated throughout FEL-3, as additional information becomes
available from vendors, and as the overall design progresses.

The EP will continue to manage the model throughout FEL-3 within the recognized
commercial software product. All engineering changes that impact the scope will be
updated within the model, such that the updated model at the end of FEL-3 is an
accurate representation of the work scope as understood at that time.
The EP will provide a copy of the model file, including all required supporting data, to
Motiva on an agreed frequency.

otherwise agreed with Motiva’s Engineering Manager.
Motiva’s AWP Manager will audit the model content and transfer of data throughout
FEL-3 and Execute, to ensure that it aligns with the requirements to support the work
packaging in the field.

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FEL-3 - Modularization / Pre-Fabrication / Vessel Dressing
23.1 Deliverable
During FEL-3, the project team will update and finalize the plan from FEL-2, and
perform a final assessment of the requirements for modularization, pre-fabrication
and vessel dressing (Collectively –“pre-fab”).
This plan will identify which areas of the facility will be affected, suitable limits for the
modules, which elements of the pipe and steel scope will be pre-fabricated, and the
execution strategy for vessel dressing.
23.2 Applicability
It is expected that all projects will make a determination as to the applicability of a
pre-fab strategy, but that it will only be required on those projects that can
demonstrate a suitable saving.
23.3 Timing
The pre-fab plan shall be drawn up early in FEL-3, once enough information is
available to make an assessment of the options for each aspect.

A meeting will be held between the key stakeholders from the EP and Motiva to
review the model and identify which areas can support modularization, pre-
fabrication and vessel dressing. This review will focus on the engineering and
constructability aspects of the pre-fab, to determine if the preliminary plan created in
FEL-2 was correct and whether the engineering design can facilitate the agreed
approach.
If, at this stage, it is determined that pre-fab is achievable, cost and schedule
estimates will be provided by the EP for the various available options. These will allow
the Motiva CMT to make a determination as to the viability of each approach.
It is important to note that any determination relating to any aspect of pre-

fabrication, particularly with respect to work done overseas, will not only consider
cost, but also schedule, safety, quality, inspection requirements, material availability,
resource availability, contract strategy, as well as any other factors that the CMT
determine as being project-specific.

The Motiva Construction Manager will be responsible to consider the various options,
and determine if modularization and pre-fabrication is an option for the project. If it is
agreed to be feasible, the Motiva Construction Manager will update the FEL-2 report,
detailing the final plan and the justification for it.

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The EP will be responsible for detailing all technical requirements (including those in
Appendix K) to the chosen fabricator(s).
FEL-3 - Turnaround
24.1 Deliverable
A final plan for TAR activities will be required at FEL-3, if applicable to the project
scope.
This will be an update to the plan generated during FEL-2 which will look to identify
the work that is required to be performed in advance of a plant TAR, and the work
scope that has to be completed during the TAR.
24.2 Applicability
This plan will only be required for projects which tie in to an existing facility, or rely in
any way on the shutdown of an existing facility for any scope aspect prior to start-up.
24.3 Timing
The final TAR strategy shall be agreed during FEL-3, prior to the completion of the
contracting strategy and estimate.

The TAR planning will begin with the tie-in list, which will be updated during FEL-3. This
list will be assessed to determine quantity of tie-ins and approximate duration for
each.
The Motiva CMT will lead the review of each tie-in, to update and confirm scope
requirements, placement of existing facilities and the work required.
A key component of this review will be the constructability. The Motiva CMT and, if
available, the Construction Contractor, will work with the EP to review the existing
facility model and determine the optimization of pre-TAR work, and which items must
be included in the TAR.
The objective of this review will be to confirm the scope breaks, identify the critical
scope elements for TAR, and ensure that the designed elements can be safely
installed during TAR.

The Motiva Construction Manager will be responsible to create the final TAR plan,
which will be reviewed with the management team at the facility.

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FEL-3 - Contracting Strategy
25.1 Deliverable
During FEL-3, a final contracting strategy for fabrication and construction is required,
which will allow for confirmation of the alignment with the CWAs, Path of
Construction and WBS.
25.2 Applicability
A final contracting plan will be a requirement for all projects with a fabrication or
construction component.
25.3 Timing
This final review shall be undertaken during the latter stages of FEL-3, once the pre-
fab plans are finalized, and engineering has progressed to the point where major
quantities are estimated.

The final contract strategy will be arranged as a meeting between the key Motiva
personnel. The preliminary plan drawn up during FEL-2 will be reviewed, and the basis
for the decision, including the weighting and scores, will be challenged and
revalidated.
A key consideration at this time will be the contract type, and the readiness of
engineering to support that decision.
➢ A reimbursable (T&M) or unit rate contract is typically more favorable where

engineering deliverables will continue to be produced during and after the
issue of the RFP.
➢ A lump sum approach is more favorable when all key engineering
deliverables will be in place to support the RFP, and provide the contractor
with a detailed scope of work on which to bid.
Once the Motiva CMT has reached a decision, the results will be shared with the EP,
to confirm alignment to the engineering deliverables and schedule.

The Motiva Procurement Manager will be responsible for facilitating and recording
this discussion, and, with assistance from the Motiva Engineering Manager, reviewing
it with the EP.

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FEL-3 - EWP List
26.1 Deliverable
During FEL-3, the list of planned EWPs that was created during FEL-2 will be updated
to reflect the scope of work, plan for modularization / pre-fabrication, contracting
strategy, and to remove any placeholders that are no longer relevant.
The EWP numbering system will continue to follow the format agreed during FEL-2,
which will be verified to confirm that it supports the various project strategies
(Contract / Pre-Fab / TAR etc)
The end result during this stage will be the finalized EWP list. All engineering
deliverables will then be assigned to a specific (or in some cases multiple) EWP
throughout the course of detailed engineering.
This list will also act as a basis for the Engineering deliverables and level of detail
displayed in the Level 3 schedule.
26.2 Applicability
All projects will be required to produce a finalized EWP list at this stage.
26.3 Timing
The final EWP list will be established once the contract strategy, modularization / pre-
fab strategy, and the TAR strategy have been established, and prior to the update of
the Schedule to Level 3.

The EWP list will be created and managed by the EP, in the form of a document or
spreadsheet. The EWP list can also be created using the EWP Release Plan format.
(See Appendix G)

The EP Engineering Manager will be responsible for finalizing the EWP list and
reviewing it with the Motiva Project Manager, Engineering Manager and AWP
Manager.
FEL-3 - CWP List
27.1 Deliverable
Following on the from the creation of the EWP list, a CWP list will be created to
document the expected quantity and sequencing of the CWPs.
27.2 Applicability
This will be required on all projects in which Motiva is assuming a CM role.

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27.3 Timing
The preliminary CWP list shall be generated following the completion of the revised
EWP list.

The CWP list will be established by using the EWP list as a basis, where the CWPs will
exist on a one-to-one basis with the EWPs. This will help to ensure that the CWPs follow
the same logic regarding area and discipline breakdown that was agreed for the
EWPs.
The next step will be for the Motiva CMT to review the CWP list and determine which
CWPs can be grouped. The primary considerations for grouping CWPs are:
• Site-wide disciplines, such as earthworks, where applying an area breakdown
does not provide any value.
• Small scopes of work, where the total hours for all the CWPs of that discipline
do not justify splitting into CWAs.
• Other constructability considerations at a project-specific level that make it
unwieldy or impractical to separate the scope into CWAs.
In such cases, the multiple EWPs will be deliverables to support a single CWP.
The CWP list shall also be annotated to reflect the contracting strategy and the pre-
fabrication strategy, by appending the contract number or contract scope (e.g.
Early Civil / General Mechanical etc) to denote who will receive the CWP for
execution.
The CWP list can be created using the CWP Release Plan (See Appendix H)

The Motiva Construction Manager, with assistance from the AWP Manager, will be
responsible for creating and maintaining the CWP list. If the Construction Contractor
has been engaged at this time, they shall be invited to review and provide
comments.
FEL-3 - Integrated Execute E,P&C Schedule
28.1 Deliverable
All schedule creation will be carried out in accordance with Motiva Project Guide 04.
It shall be noted that there will be several schedules required throughout the various
engineering stages. This document, however, is primarily focused on the integrated
engineering, procurement and construction schedule that will detail the work to be
completed during the Execute phase.
A Level Three integrated execute phase E,P&C schedule will be created during FEL-3,
following on from the Level 2 schedule created during FEL-2. (For clarity, the term

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Level Three in this context will refer to a schedule that is detailed to the
EWP/PWP/CWP level).
This schedule will continue to align the primary project milestones, the engineering
schedule, the major procurement dates and the Path of Construction.
28.2 Applicability
All projects will be required to create an integrated Engineering, Procurement and
Construction schedule.
28.3 Timing
The schedule will be created following the completion of the updated Path of
Construction document, once the various strategies (Pre-fab, TAR and contracting)
have been finalized, and the EWP list has been created.

Unless otherwise agreed, the integrated schedule will be created using Primavera P6.
Based on the concept of Construction Driven Engineering, the Level 3 schedule will
use the Path of Construction as the primary driver, working back from that document
to show how the engineering deliverables will be completed in such a way as to
support the optimum sequence of installation.
The Level 3 schedule will be resource-loaded, with estimated hours taken from the
FEL-2 estimate, both for engineering and construction. This will then be used to
determine adequate resource availability for all phases of the work.
Key dates for major equipment and vendor supplied data and deliveries will be
updated in the schedule at this time, based on the latest information from vendors
and suppliers.
Updated information relating to fabrication and modularization, if applicable, will

also be included at this time.
The timelines allocated for creation of CWPs and the process of writing, assessing,
negotiating and awarding the construction contract will also be reassessed at this
time, to ensure that all parties consider them to be realistic and supported by the
pre-requisite deliverable dates.
If the project includes tying in to an existing facility, all information relating to TAR
activities and date for TAR(s) shall also be included in the schedule. This will help to
determine whether sufficient time is available for all pre-TAR activities to be
completed.

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A preliminary systems turnover schedule shall also be included at this time, if there is
an intent for the project to require intermediate milestone deadlines for the
completion of construction.

The Motiva Project Controls Manager is accountable for the engineering,
procurement, construction and commissioning project schedule framework and
developing the overall integrated master schedule for the project, including
interfacing with TAR schedules.
The EP Project Controls Manager will be responsible for the creation of the schedule,
including setting up all necessary review and discussion meetings.
FEL-3 - Estimate
29.1 Deliverable
A full project cost estimate will be created during FEL-3, as an update to the estimate
created during FEL-2. This estimate, at FEL-3, will have a target range of +/-10%.
The estimate is prepared in accordance with Motiva standards. The information

below is a summary only.
The estimate will utilize many of the deliverables listed above to ensure alignment
with the WBS, schedule and Path of Construction. As with the FEL-2 estimate, it is
critical that the estimate is broken down in a accordance with the WBS, to allow for
an easier transition to CWP estimates.
The costs for procurement of the major equipment will come from the updated
vendor information provided to the EP, as well as details from the refined heavy haul
plan. Other bulk material cost will be estimated based on quotations, where
available, and historical information.
Costs for pre-fabrication and modularization, if applicable, will be obtained from unit
rate quotations, either for this project, or for historical projects of similar size in the
same general location.
For construction direct costs, the estimate will be derived from the primary bulk
quantities in the model (linear feet of pipe / kilograms of steel / linear feet of cable
etc), using historical rates of placement for similar work scopes in the area where the
project will occur. Indirect costs will be calculated based on the durations shown in
the Level 3 schedule and the heavy equipment strategy outlined in the Path of
Construction.
If a Construction Contractor has been engaged during FEL-3, they will be able to
provide significant detailed input into the estimate for the Construction phase.

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29.2 Applicability
All projects will be required to create an estimate at FEL-3.
29.3 Timing
The estimate will be created during FEL-3, once enough information is available in the
model to provide a reasonable estimate of bulk quantities, and once the costs of the
major equipment and purchased components are known.

The EP will utilize their standard estimating process and software for the creation of
the Define estimate, in accordance with the Motiva standard.

The Motiva Project Controls Manager is accountable for the project cost estimate.
The EP Project Controls Manager will be responsible for producing the estimate,
including incorporating all feedback from Motiva key stakeholders.

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Engineering & Procurement AWP Deliverables – Execute Phase
Execute Phase - Model
31.1 Deliverable
The model will be updated throughout the Execute phase, as engineering work
progresses. It will be the basis for reviews at Execute 1 Stage Engineering Model
Review and Execute Stage 2 Final Model Reviews.
31.2 Applicability
A final 3D model will be required for all major projects. For small capital projects, the
requirement to produce a model will be at the discretion of the Motiva Project
Manager.

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31.3 Timing
The model will be finalized once all graphical elements have been issued as part of
an IFC EWP, during the Execute phase.

The EP will continue to manage the model throughout the Execute phase within the
recognized commercial software product. All engineering changes that impact the
scope will be updated within the model, such that the final model is an accurate
representation of the work scope being issued.
The EP will provide a copy of the model file, including all required supporting data, to
Motiva on an agreed frequency.

otherwise agreed with Motiva’s Engineering Manager. Motiva’s AWP Manager will
audit the model content and transfer of data throughout Define and Execute, to
ensure that it aligns with the requirements to support the work packaging in the field.
Execute Phase - Contracting Strategy
32.1 Deliverable
During the Execute phase, the contracting strategy will be used as a guide to identify
and develop the RFPs for each scope (e.g. The Construction RFP and, where
relevant, the Pre-Fabrication and Modularization RFPs).
32.2 Applicability
A Construction RFP will be required for all projects.
32.3 Timing
Where the project intends to utilize a Lump Sum contract type, the Construction RFP
will be issued once all the EWPs and CWPs have been created.
Where the project intends to utilize a Reimbursable or Unit Rate contract type, the
Construction RFP can be issued once a sufficient amount of technical data is
available from engineering to provide an estimate of quantities.
Pre-fabrication and modularization RFPs will follow similar logic for timing based on
technical data availability.

The RFP will be created in accordance with Motiva Supply Chain Management
standards.

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Motiva’s Procurement / Contracts Manager will be responsible to oversee the
creation of the RFP, with assistance from the PMT (Project Manager, Construction
Manager, Project Controls Manager, Engineering Manager and AWP Manager – as a
minimum) in compiling the details.
Execute Phase - EWPs
33.1 Deliverable
Engineering Work Packages (EWPs) will be created during the Execute phase. These
will follow the WBS breakdown laid out in FEL-2, and the list finalized in Define. The
EWPs will represent the complete engineering technical documentation for the
scope of work.
The intent of the EWP is to provide all the necessary technical detail to allow the
Motiva CMT to provide the Construction Contractor with a clear and complete
scope of work.
The EWP will contain a written scope of work, as well as lists of the relevant
engineering documents and any procurement / vendor information pertinent to that
scope.
The EWPs shall:
• Outline the details of the work to be performed, without attempting to explain

how the work is to be done.
• Avoid the use of any statements contained within standard project
procedures or specifications.
• Include clear definition of scope limits, both in terms of work covered under
other EWPs and work to be performed by others.
• Include all necessary supplier / vendor information, and ensure that the scope
of work identifies any remaining work to be completed by the contractor on
all supplied items.
The EWP list is updated throughout detailed engineering, using the EWP Release Plan.
(See Appendix G). This aligns the EWP release dates to the CWP creation and the
integrated schedule, and provides a summary document to show the status of each
package.
33.2 Applicability
All projects will be required to produce EWPs for the work scopes.

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33.3 Timing
The EWPs will be produced during the Execute phase, as the design is finalized for
each discipline. The EWP release dates will be those agreed in the Level 3 schedule,
which will ensure that the EWP releases support the Path of Construction.
It is critical that the EWPs are released when ready, rather than being held back and
issued in batches. This will give sufficient time for review, and for creation of the CWPs.

Unless otherwise agreed in advance with the Motiva Project Manager / Engineering
Manager, the EWPs will follow the layout and format outlined in the attached “EWP
Template”. (See Appendix I). This will ensure consistency across all projects.
Once each EWP is completed, it will be transmitted by the EP’s Document Control to
Motiva’s project Document Control. From there, it will be circulated internally within
the Motiva CMT for review, comment and approval. Details of the durations
associated with the review and approval process will be outlined in the Level 3
schedule.
(Note: All engineering lists are required to reference the turnover system, at the
component level – e.g. piping line list, cable schedule, instrument list etc)

The EP’s Engineering Manager will be responsible for the creation of the EWPs,
maintaining the EWP Release Plan, and for ensuring that the EWPs are completed on
time.

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Figure 11 – EWP / CWP Inputs
Execute Phase - CWPs
34.1 Deliverable
Construction Work Packages (CWPs) will be created during the Execute phase. These
will be aligned on a one-to-one basis with the EWPs, except where the Motiva CMT
has chosen to combine multiple EWPs into a single CWP. (Refer to AWP-E-DEF-8 –
CWP List).
The CWP list is updated throughout detailed engineering, using the CWP Release
Plan. (See Appendix H). This aligns the CWP release dates to the integrated schedule,
and provides a summary document to show the status of each package.
34.2 Applicability
All projects will be required to produce CWPs, which will be provided to the
Construction Contractor(s) as part of the RFP and will form the basis of the estimate
breakdown.

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34.3 Timing
The CWPs will be the final deliverable of the engineering phase of the project. They
will be created immediately following the release of each EWP.

Unless otherwise agreed, the CWPs will be compiled using the attached template.
This will ensure consistency across all projects.
The CWP will incorporate all the design details of the EWP, and add the relevant
construction information that will be required to give the Construction Contractor a
comprehensive understanding of the work to be executed.
Where the EWP will look to explain what work is to be done, the CWP will also include
details of how the work is to be done.
The CWP will include such details (where relevant) as:
• Safety/Permit Requirements
• Quality
• Manpower
• Regulatory / Permitting
• Pre-Existing Conditions
• Major Equipment
• Motiva / Contractor Material
• CWP Interdependencies
• Constructability Review Data
• Motiva Supplied Services / Sub-Contracts
• Vendor Data / Site Support
The CWP content will be impacted in part by the contracting strategy for the
Construction phase. If, for instance, the work is executed on a lump sum basis, the
CWP will leave certain sections (such as manpower requirements) up to the
contractor to determine. If, however, the work is being executed on a reimbursable
basis, the CWP will clearly stipulate all the requirements, acting as more of an
instruction.
Given that the CWPs will form part of the basis of estimate for the Construction
Contractor, it is important to consider the type and level of detail of information to be
provided, and the extent to which such detail can be construed as an instruction.

The Motiva Construction Manager will create the CWPs, and maintain the CWP
Release Plan.

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In certain circumstances, at the discretion of the Motiva Project Manager, the

creation of the CWPs can be issued as a deliverable to a third party.
Execute Phase - Materials / Equipment

The procurement and supply of material and equipment is a crucial component in
the successful implementation of AWP, and is often a potential source of problems
on projects.
For all Motiva projects, the Procurement Contractor will be required to adhere to
Motiva’s Procurement process / project plan.
In addition to this process, in order to support the project AWP targets, the following
are key deliverable requirements for all procurement:
All materials are to be purchased against an PWP, which will correlate directly to a
CWP. For clarity, it is not the expectation that orders will be placed on an CWP-by-
CWP basis for bulk items. The requirement will be that items ordered are tagged with
a CWP number.
➢ In the case of unique, tagged items, the CWP number will be listed against
the item being purchased.
➢ In the case of bulk items, the quantities for each CWP will be listed as line
items within the purchase order, and aggregated by size/type.
➢ In the case of fabricated steel and pipe spools, each piece or spool will be
tagged with the reference CWP, which can be used to ensure that
fabrication supports the path of construction, and the timing of deliveries for
erectable packages can be pinpointed.
Suppliers will be instructed to carry this level of detail onto their paperwork, such that
when the material is received, it can be accounted for at a CWP level.
For any packaged items, such as equipment, the Procurement Contractor will work
with the supplier to understand the exact details of the state of completion of the
item when it reaches site. The supplier will be required to provide the following
information:
• Any shipping components that are to be removed, and what is to be done

with those items.
• Any spare parts that are shipped with the item, which are not intended for
immediate use.
• Testing requirements for the item.
• Storage and preservation requirements for the item.
• Any ship-loose materials, including details on how such materials will be
shipped and how many cases / crates will accompany the primary item.
• Details of any assembly or work required on site to complete the item,
including the installation of any ship-loose items.

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• All work to be completed at site by the supplier, including work relating to

those items detailed above.
This information shall be included in the EWP, and therefore in the CWP, to ensure
that the Construction Contractor(s) bidding the work are fully aware of all scope
items that shall be included in their bid.
Lastly, if the Motiva CMT is proposing to use any material tracking software for the
project (including GPS tracking, bar codes etc), the Procurement Contractor will
provide all procurement and expediting information periodically throughout the
Project, in a format to support such software.
Turnover
Planning for commissioning and completions is another key aspect of a successful
AWP implementation. If this is not considered during the early engineering phases, it
will be very difficult to re-align construction priorities during the latter stages of the
installation scope.
The Motiva Operations group will work with the Motiva Project engineers to establish
the turnover systems, including their limits, and provide a refinery standard naming
convention for these systems.
The EP contractor will then be responsible to carry this turnover system designation
throughout the design, including incorporation into all relevant lists, and attributes
within the model.
The propogation of this data throughout the design will facilitate the Construction
contractor’s efforts to produce work packages by bulk construction, but be able to
switch to turnover system prioritization at the required time. It will also allow for
progress reporting by turnover system, to align to the integrated EPC schedule.
Early identification of the turnover systems and the data integrity of this information
throughout the design will be vital to a smooth turnover of the facility.
Deliverables Checklist
A checklist is attached to this Procedure, which will be utilized throughout the
Engineering phases by the Motiva AWP Manager, to track the progress of the
deliverables listed above, and provide a record of their completion.
This checklist will also be referenced when providing a status / readiness report to the
Motiva CMT.

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References
This document is part of a suite of AWP Procedures. All documents relevant to the scope of
work will be made available to the EP contractor.
The parent document “Procedure – Introduction to Advanced Work Packaging” details the
history and background of AWP and WFP, including why Motiva has elected to use this best
practice.
The other document “Procedure – AWP Construction” details the requirements for the
construction phase of a project, including the involvement of the Construction Contractor
and the generation of IWPs.
38.1 Motiva Standards

Advanced Work Packaging ties in with many areas of a project. As such, this
Procedure shall be read in conjunction with the Motiva Capital Delivery Standard,
and all associated Standards.
38.2 Industry Best Practices - AWP

➢ RT 272: Advanced Work Packaging, Joint CII and COAA Initiative
➢ RT 319: CII Best Practice: Advanced Work Packaging
38.3 Industry Reference Library

➢ COAA Advanced Work Packaging Templates and Tools
https://www.coaa.ab.ca/library/
32T 32T
38.4 Process Industry Practices (PIP)

➢ RT-003 CII Best Practice: Constructability
➢ RT-113 CII Best Practice: Front End Planning
➢ RT-121 CII Best Practice: Planning for Start Up

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List of Appendices
A) Engineering Stage Deliverables Flow Chart

B) Roles and Responsibilities – RASCI
C) CWA Development Checklist
D) Path of Construction Development Checklist
E) Path of Construction Template
F) Sample Model Matrix
G) EWP Release Plan
H) CWP Release Plan
I) EWP Template
J) CWP Template
K) AWP Technical Data Requirements
L) Deliverables Checklist


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Motiva Restricted

MIPM Code and Name:

Procedure – AWP Engineering and Procurement

1 Introduction .............................. 5 FEL-2 - Path of Construction .. 15

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 1 of 52

13.5 Responsible Party ...................... 25 FEL-3 - Model .......................... 34

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 2 of 52

28.5 Responsible Party ...................... 41 33.1 Deliverable ................................. 45

Execute Phase - Model ......... 43 Execute Phase - Materials /

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 3 of 52

Figure 2 – RASCI Chart

Figure 3 – Example of a Plot Plan

Figure 4 – Example of CWAs

Figure 5 – Example of Order of Installation

Figure 6 – Flow Chart for Iterative Approach to Path of Construction

Figure 7 – Sample WBS

Figure 8 – Sample Model Matrix

Figure 9 – Example of a Module Shipping Volume

Figure 10 – Considerations for Modularization / Pre-Fabrication / Vessel Dressing

Figure 11 – EWP / CWP Inputs

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1.2 The Role of Engineering and Procurement

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Abbreviations and Definitions

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Advanced Work Packaging Roles and Responsibilities

Figure 2 – RASCI chart. (See Appendix B for full size copy).

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 9 of 52

Engineering & Procurement AWP Deliverables – FEL-1

5.1 Preliminary AWP Plan

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Engineering & Procurement AWP Deliverables – FEL-2

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 11 of 52

FEL-2 - Plot Plan

Figure 3 – Example of Plot Plan

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 12 of 52

7.4 Method of Creation

7.5 Responsible Party

FEL-2 - Construction Work Areas

Figure 4 – Example of CWAs

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8.4 Method of Creation

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 14 of 52

8.5 Responsible Party

FEL-2 - Path of Construction

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 15 of 52

Figure 5 – Example of Order of Installation

9.4 Method of Creation

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• Availability and timing of vendor data.

If the engineering and procurement constraints cause significant changes to the

The constrained version of the Path of Construction, which incorporates both

A template for the Path of Construction document is attached as Appendix E.

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 17 of 52

Figure 6 – Flow Chart for Iterative Approach to Path of Construction

9.5 Responsible Party

FEL-2 - Work Breakdown Structure

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 18 of 52

10.4 Method of Creation

Figure 7 – Sample WBS

10.5 Responsible Party

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