Manage Refinery Operations Procedure for AWP Construction

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08.30 Manage Refinery Operations Procedure – AWP Construction Document Number:
Manage Engineering change & MOT-04210005-PR-03
Modifications – Motiva Capital
Delivery Standard
Procedure – AWP Construction

Table of Contents
Introduction .............................. 3 8.1 Training ........................................ 17

1.1 Purpose .......................................... 3 8.2 IWP Approvals Process ............. 17
1.2 The Role of Construction ............ 3 8.3 IWP Release Plan ....................... 18
8.4 IWP Template Approval ........... 20
Abbreviations and Definitions . 4 8.5 IWP Hours & Non-IWP Hours ..... 20
8.6 Bid-to-IFC Changes ................... 20
Construction Phases................. 6 8.7 Installation Manhour Unit Rates
Non-AWP Deliverables ............ 6 ...................................................... 20
8.8 Rules of Credit ............................ 22
Advanced Work Packaging 8.9 Upload of Technical Documents
Roles and Responsibilities ....... 6 ...................................................... 22
5.1 Overview ....................................... 6 8.10 Build IWPs .................................... 22
5.2 RASCI ............................................. 6 8.11 Level Four IWP Schedule .......... 26
8.12 IWP Approvals ............................ 27
AWP-C-ENG: AWP Deliverables 8.13 Constraint Management ......... 27
– Engineering phase ................ 7 8.14 IWP Backlog................................ 28
Preamble ................................................ 7 8.15 Motiva Activities ........................ 29
6.1 Constructability ............................ 8
6.2 Motiva Activities .......................... 9 AWP-C-CON: AWP
Deliverables – Construction
AWP-C-BID: AWP Deliverables phase ...................................... 30
– Bid phase ............................. 10 Preamble .............................................. 30
Preamble .............................................. 10 9.1 IWP Issuance ............................... 30
7.1 Review CWPs .............................. 10 9.2 When the IWP Cannot Be
7.2 Review Path of Construction... 11 Completed ................................. 30
7.3 Develop AWP Plan .................... 11 9.3 Change Management ............ 31
7.4 Organization Chart ................... 11 9.4 IWP Close Out ............................ 32
7.5 Estimate ....................................... 14 9.5 Progress and Productivity
7.6 Schedule ..................................... 15 Reporting .................................... 33
7.7 Motiva Activities ........................ 15 9.6 Key Performance Indicators.... 33
9.7 Daily Planning Meeting ............ 34
AWP-C-PRE: AWP Deliverables
9.8 Turnover Systems........................ 34
– Award / Pre-Planning phase 9.9 Modularization / Fabrication ... 35
................................................. 16 9.10 Motiva Activities ........................ 35
Preamble .............................................. 16
Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 1 of 38

Printed _______________ Printed copies are uncontrolled
Printed copy should not be used more than 1 month after printed date
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AWP-C-POS: AWP Deliverables 11.1 Motiva Standards ...................... 37

– Post Construction phase ..... 35 11.2 Industry Best Practices .............. 37
Preamble .............................................. 35 11.3 Industry Reference Library ....... 37
10.1 Feedback and Lessons Learned 11.4 Process Industry Practices (PIP)
...................................................... 35 ...................................................... 37
10.2 Motiva Activities ........................ 36 List of Appendices ......................... 38
References .............................. 37
List of Figures
Figure 1 – Construction AWP Deliverables Flow Chart ..................................................... 9
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Figure 2 – Flow Chart – Bid Phase ...................................................................................... 12

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Figure 3 – Sample Org Chart for Large Project ................................................................ 15

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Figure 4 – Sample Org Chart for Mid-Size Project ............................................................ 15

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Figure 5 – Sample Org Chart for Small Project ................................................................. 16

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Figure 6 – Flow Chart – Award / Pre-Planning Phase ...................................................... 19

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Figure 7 – Example Work Package Hierarchy .................................................................. 22

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Figure 8 – Inputs and Outputs for IWPs .............................................................................. 25

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Figure 9 – Sample Work Package Breakdown ................................................................. 28

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Introduction
1.1 Purpose
This Advanced Work Packaging (AWP) Procedure is intended for use by
construction contractors working on Motiva projects.
Motiva shall use AWP as a best practice on Major Projects.
The goal of this Procedure is to outline the deliverables required during the
Execute stage (detailed engineering and construction phases) of the project,
to support the AWP process and ensure that all parties involved in the project
are aligned.
1.2 The Role of Construction

Construction teams play a critical role in the success of an Advanced Work
Packaging program. Following the alignment and optimization of engineering
and procurement deliverables throughout the FEL-2 and FEL-3 stages, the
successful execution of workface planning and the productive construction
completion during the Execute stage is the culmination and intended goal of
the AWP program.
With the active participation of the construction contractor in the AWP
process, construction crews will be provided with all the information, material
and resources to work safely and efficiently. This will, in turn, increase site
safety, lower worker risk, increase productivity, and improve cost and
schedule performance.

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Abbreviations and Definitions

AWP Advanced Work Packaging
CMT Construction Management Team
CWA Construction Work Area
CWP Construction Work Package
EP Engineering and Procurement Contractor
EWP Engineering Work Package
IWP Installation Work Package
KPI Key Performance Indicator
MSA Master Services Agreement
MUR Manhour Unit Rate
RFI Request for Information
RFP Request for Proposal
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 if Motiva is taking
the Construction Management role on a project.
CWP Release Plan The CWP Release Plan is a construction alignment deliverable, and
outlines a list of Construction 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 Procurement Work Packages and 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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Construction Phases
For the purposes of this document, the following terms are used to refer to the
various construction phases throughout the project lifecycle:
➢ Engineering – Detailed engineering design, procurement and
construction RFP support, carried out by the E/EP Contractor.
➢ Bid – Construction contractor Request for Proposal (RFP) review and
proposal/estimate submission.
➢ Award – Successful construction contractor is awarded the contract,
and begins planning / pre-mobilization activities.
➢ Construction – Field execution of the agreed scope of work.
➢ Post – Close-out activities, following completion of the project scope
of work.
This document will provide details of the deliverables required to support the
AWP process at each phase.
Non-AWP Deliverables
The deliverables listed here are those specifically required to support AWP/WFP.
Other deliverables will be required as part of the RFP and the execution of any work
scopes. Those will be detailed in other documents provided to the construction
contractor.
Advanced Work Packaging Roles and Responsibilities
5.1 Overview
It is imperative to ensure that both the Motiva and construction contractor
teams are adequately staffed to support the required deliverables. The
construction contractor must evaluate their work scope (including the details
contained in this document) to determine their resource requirements, and
assign properly qualified individuals to the required roles.
5.2 RASCI
Refer to Appendix A

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Figure 1 – Construction AWP Deliverables Flow Chart (See Appendix J for full
size copy)
AWP Deliverables – Engineering phase
Preamble
It is understood that the involvement of the construction contractor during the
engineering phase of a project provides valuable insight, and helps to support the
AWP process. It is, however, not always possible to make this arrangement work,
outside of well established MSA-based contracts. As such, any references in this
document to construction contractor involvement during the Engineering Phase of a
project is considered to be optional and at the discretion of the Motiva Project
Manager. (Construction input during this phase may also be provided by a third party
contractor, rather than one of the intended bidders on the Construction RFP).

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6.1 Constructability
The primary purpose of early involvement of the construction contractor is to provide
constructability input to the project design. The AWP deliverables listed are detailed
in “Procedure – AWP Engineering and Procurement”.
Any constructability efforts undertaken during this phase will be completed at the
office of the EP contractor.
Some of the areas of focus during this phase are:
• Construction Work Areas (CWAs) – Review and confirm that the proposed
geographical breakdown of the site aligns well to the preferred plans for
execution / installation.
• Path of Construction – Once the CWAs have been established, participate in
the Path of Construction meetings with the CMT and EP contractor. This
activity will outline the optimum installation sequence for the work scope.
• Craft Discipline Definitions – Participate in discussions with the CMT and EP
contractor to validate the proposed discipline breakdown, focusing on which
trades will perform each scope. This will ensure alignment between the EWP
breakdown and the CWP execution.
• 3D Model Review – Provide construction input to the model review meetings
(or project equivalent). Primary focus during these meetings will be to
determine whether the engineering design can be constructed in the given
plot using the available manpower, equipment and construction technology.
• CWP List – Review the EWP list and assist the CMT in determining which (if any)
EWPs can be combined and rolled into a single CWP.
• Pre-Fabrication – Provide construction input to discussions regarding the
strategy for off-site pre-fabrication, which may include module
fabrication/assembly, pipe and steel fabrication, and vessel dressing. The
goal of these discussions will be to minimize site construction hours.
• Turnaround Interface – If relevant to the scope of work, assist in the review of
tie-points and turnaround scope, to maximize pre-tar installation activities and
agree the optimum location for interface points, both in terms of the tie-ins
and all supporting trades activities. (Such as structural and electrical
installation).
• Resource Loading –
o Determine the initial resource requirements for the construction scope,
using the estimate and quantities available, to provide an assessment
of manpower and equipment loading.
o Use historical information and experience to determine the requisite
indirect plan to support the calculated trades numbers, and from this
estimate the facilities requirements.
o Where possible, expand this review to ancillary trades such as
scaffolding, to provide an overall site manpower count.
o Assess preliminary equipment plans, focusing on the largest pieces of
equipment and major durations.

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• Schedule – Review the basis for schedule, including assumed rates of

placement, to determine if the proposed Level 2 schedule is achievable, and
where the areas of potential risk and improvement are.
• Estimate – Review the basis for estimate, including quantities, unit rates,
resource costs and staffing plan, to determine if the proposed estimate is
achieveable, and where the areas of potential risk and improvement are.
If invited to participate in constructability reviews during the engineering phase, the

construction contractor shall provide, where possible, the proposed key personnel
who will undertake the work in the field. This will ensure that any lessons, strategies
and information obtained during this period is carried through to the estimates and
field execution.
6.2 Motiva Activities

Full details of the Motiva activities during this period are found in “Procedure – AWP
Engineering and Procurement”.
In addition to the items in that document, the following will be carried out by the
Motiva AWP Manager, who will be located at the EP contractor’s office facility during
this time:
• Work Packaging Software – Depending on the size and complexity of the

project, as well as the total estimated manhours for field execution, determine
whether or not to use work packaging software on the project. This will be
assessed primarily using a cost/benefit analysis, but will also consider other
critical project objectives such as schedule.
The AWP Manager will complete a proposal for the review of the Motiva
Project Manager, who will be responsible for the final decision.
If software is being used, this will be communicated to the construction

contractor as part of the RFP, so that the necessary allowances can be made
in the estimate.
• Initial Engineering Data Upload – If software is being used, the Motiva AWP
Manager will begin the set-up during the engineering phase. Initial efforts will
focus on the upload of the model, as well as the supporting engineering
information such as line list, equipment list, EWP list, CWP list etc. This will ensure
that the software is prepared for contract award, and the post-award set-up
time is minimized.

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AWP Deliverables – Bid phase
Preamble
The following assumes that there was limited or no participation from the construction
contractor during the engineering phase.
Figure 2 – Flow Chart – Bid Phase
7.1 Review CWPs

The CWPs will form the basis for the technical scope of work for the project, and will
provide both the geographic and discipline breakdowns. The construction
contractor reviews these documents to gain an understanding of the work to be
performed and materials to be provided, by the contractor and others. During this
review, any items of scope definition that are unclear are addressed to Motiva in the
form of a Request For Information (RFI). This will allow Motiva to provide resolution to
the issue, and will help to ensure that the bids received will be complete.

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7.2 Review Path of Construction

As part of the RFP, Motiva provides a copy of the Path of Construction, which was the
basis for the alignment between the engineering and construction deliverables.
Review this document, and determine if it accurately reflects the preferred
installation sequence. Any significant changes shall be outlined in the Construction
Execution Plan submitted with the bid.
7.3 Develop AWP Plan

As part of the bid submission, the construction contractor provides an AWP plan,
which will detail the work processes and steps necessary to achieve the project goals
for AWP. If the construction contractor has an existing AWP plan, this will be modified
to align to the project requirements, and presented for review. If the construction
contractor does not have an existing plan, one shall be drawn up to reflect the
requirements of this Procedure and how the construction contractor will fulfill them.
It shall be noted, however, that the requirements of this Procedure will apply to the
contract, regardless of any differences or proposed changes outlined in the
construction contractor’s AWP Plan, except where those changes are presented as
formal clarifications and accepted by Motiva prior to the execution of the contract.
The construction contractor’s AWP plan will be used as part of the assessment of the
bidders following receipt of the RFP responses.
(Note: If the construction contractor is not invited to participate during the
Engineering stage, the plan will be considered WFP only).
Refer to Appendix B for AWP Plan Checklist.
7.4 Organization Chart

The construction contractor will provide details of AWP/WFP staffing for the project,
as part of the organization chart.
AWP Sponsor / Champion:
As part of the organization chart, identify the AWP Sponsor or Champion, who will
actively promote the use of AWP/WFP on the project and who will audit the
construction contractor’s performance throughout the construction stage to ensure
that they are aligned to the AWP Plan.
AWP/WFP Lead:
Assign an AWP/WFP Lead to the project:
• The AWP/WFP lead for the construction contractor will be considered Key
Personnel, and a résumé is to be provided for that position.
• The AWP/WFP lead will be a dedicated position, meaning that this will not be
a shared role, and that the person nominated will not be required to perform
other duties outside of AWP/WFP.
• For smaller projects, the AWP/WFP Lead may also be considered a planner.

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WorkFace Planners:
• Provide the quantity and estimated duration of discipline-specific planners
that will be used during the project to create the IWPs.
• For larger projects, the planners will remain in a planning role throughout the
course of the construction stage, providing support to the field installation
teams once the IWPs have been created and issued.
• For smaller projects, the planners may be expected to transition from a
planning role to a field execution role, once the IWPs for their discipline have
been created and issued.
Subcontractors:
• Where the construction contractor intends to use the services of
subcontractors to perform various parts of the scope, there may be a
requirement for those subcontractors to use WFP and provide IWPs.
• For large subcontracts, such as E&I, where the scope of the subcontractor will
typically be greater than 10% of the construction contractor’s hours, and
where the subcontractor is autonomous on a day-to-day basis (i.e. the crews
are not directed by the construction contractor), this subcontractor will
participate in WFP, and create IWPs to support their field crews.
• In such cases, as part of the bid submission, the construction contractor is to
identify which subcontractors will use WFP, and identify their planning
personnel.
• For small subcontracts, and for those where the subcontractor’s personnel are
directed by the construction contractor, the subcontractor’s role will be
written into the construction contractor’s IWP, and reviewed with the
subcontractor personnel prior to the work starting.

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Figure 3 – Sample Org Chart for Large Project
Figure 4 – Sample Org Chart for Mid-Size Project

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Figure 5 – Sample Org Chart for Small Project
7.5 Estimate
The CWPs form the basis of the estimate to be provided by the construction
contractor. Costs, manhours, key quantities and installation rates of placement will be
required as part of the bid submission, broken down to the CWP level.
The CWP estimates will create the estimated manhour targets for the IWPs that will be
planned and published during the construction stage. They will also be used to
calculate a reasonable quantity of placeholder IWPs during the planning stage,
which will be refined once the IWP scopes are detailed.
The estimate shall clearly differentiate between direct hours and indirect hours,
where direct hours are taken to be those that will be applied to and earned on IWPs.
All non-earnable hours are to be included in the indirect sections for the estimate,
and therefore excluded from IWP development.
The construction contractor’s estimate will include for the requisite number of
personnel to support the AWP/WFP Plan, in alignment with the Organization Chart
submitted.
The construction contractor will also reflect the WFP approach in their estimate (i.e.
manual vs software). Where manual packaging will be used, the number of
personnel required for planning is typically higher. Where software packaging will be
used, the construction contractor will allow time for Motiva provided training and IT
infrastructure (i.e. computers) to operate the software.

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Note: When evaluating the time required to develop an IWP, the following general guidelines may
be used. To develop an IWP using Word and Excel, without the support of automation tools, the
average time required can be as much as 6–12 hours depending on the discipline and scope. To
develop an IWP using an automation tool, the average amount of time required is 2-4 hours. Time
requirements may vary dependent upon work scope and WorkFace Planner experience.
7.6 Schedule
As part of the bid submission, provide a schedule to show the planned execution in
the field in accordance with the Motiva scheduling requirements listed in Section 2.1,
“Motiva Standards”. This schedule is broken down to the CWP level, with sufficient
detail to show the interdependencies of the CWPs and to validate the proposed
execution strategy.
Following award, during the detailed planning stage, this schedule is broken down to
the IWP level.
The bid schedule will also reflect the agreed duration of the planning stage, and
outline the tasks that will be completed during this stage, prior to full mobilization and
the start of work activities in the field.

As part of the formation of the RFP to support the bid process, the Motiva AWP
Manager:
• Holds a meeting with the various construction contractors bidding the work to
review the AWP requirements and discuss the proposed methodology for
work packaging (manual or software, as defined during the engineering
stage).
o This meeting will also provide the construction contractor an
opportunity to understand the AWP/WFP expectations.
o If software is being used, the AWP Manager provides an overview of
the software, its capabilities and its limitations.
• Works with the Motiva Project Controls Manager and Contracts Manager to
assign milestones and progress items in support of the AWP/WFP execution in
the field. This will ensure that the construction contractor has financial
incentive to adhere to the AWP Plan, and that certain payments will only be
released once key activities are completed. This information is
communicated to the construction contractor as part of the RFP, in the form
of the Payment Schedule.

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AWP Deliverables – Award / Pre-Planning phase
Preamble
The pre-planning phase will begin following the award of the contract, and will
continue until full mobilization to the field has occurred and work has started. This will
be a key phase for AWP, allowing for the establishment and training of the planning
teams, and the generation of the first IWPs, which will ensure that a sufficient backlog
is available prior to mobilization.
It shall be noted that the pre-planning phase will be used to accomplish all the tasks
detailed below, which include a number of pre-requisites to the development of the
IWPs.
Figure 6 – Flow Chart – Award / Pre-Planning Phase

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8.1 Training
Following award, the construction contractor is provided training for AWP/WFP. This
training, to be supplied by Motiva, is separated into three parts, over five consecutive
days.
The first part covers AWP/WFP theory, and provides a basis for understanding the
need for the use of the Best Practice. All the key personnel for the construction
contractor, as well as the named planners, will attend this training, which will last
approximately two days.
The second part covers a review of this Procedure and provides clarity for the
construction contractor team and expectation alignment between the construction
contractor and the Motiva CMT. All the key personnel for the construction contractor,
as well as the named planners, will attend this training, which will last approximately
one day.
For the final part, training is provided on the software to be used (if applicable). This
training is intended only for the planners and any other personnel (such as Project
Controls) who may be involved in entering data into the system. This training will last
approximately two days. Following completion of the software training, each
participant will be provided with a username and password for access..
Note: If the contractor’s project personnel demonstrate sufficient education and
experience with AWP practices and (if applicable) the software, the training period
can be reduced to a one day alignment session. This will be at the discretion of the
Motiva AWP Manager.
8.2 IWP Approvals Process

One of the early deliverables is a documented approvals process for the IWPs. If this is
included in the construction contractor’s AWP Plan, it is reviewed by Motiva and, if
accepted, implemented on the project. If it is not included in the AWP Plan, it is
discussed at the start of the pre-planning stage between the construction contractor
and the Motiva AWP Manager.
The standard expectation for approvals is that, following creation of each IWP by the
Planner, it is circulated to the Superintendent / Construction Manager, a Safety
Representative / Safety Manager, and the Quality Representative / Quality Manager.
Each of these named representatives will review the content and provide either
approval for release or feedback to the Planner for changes to be made prior to
release.

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Depending on the size and complexity of the project and the internal processes
within the construction contractor organization, this approvals process can be
reviewed and adjusted, to ensure that it is fit for purpose.
Planning Note: It is not the intent that any member of the Motiva team be required to review
and approve the IWPs. Copies of all IWPs will be made available to Motiva for information
only.
- If work packaging software is being used, Motiva personnel can access the IWPs directly.
- If work packaging is being done manually, the contractor will provide Motiva with a copy
of the approved IWP no less than 21 days before the work defined in the IWP is to start.
o Where work packaging is being done manually, the approvals will be in the
form of a signature from the responsible party on the cover page of the IWP.
o Where work packaging is being done using software, the review of the
package and approval can be done within the software, which will provide a
time and date record for the approval.
This approvals process is reflected in the IWP Release Plan.
8.3 IWP Release Plan

At the start of the planning phase, following the completion of the training, the
construction contractor will develop the IWP Release Plan. This will show the
breakdown of the CWPs into discrete work packages, and align the IWPs to the
project schedule.
Initially, the IWPs will be placeholders, with an assumed quantity based on the CWP
hours and schedule duration. (IWPs shall be approximately 500 hours, to support one
crew for one week, so dividing the CWP hours by 500 will provide a suitable estimate
for placeholders).
The release plan is set up with the placeholder IWPs showing in the first column, and
then the disciplines in the second column. The IWP name will reflect the CWP name,
Planning Note: It is recommended that the IWP placeholders be given unique numbers,
outside the CWP breakdown. (e.g. If there are estimated to be 500 IWPs on a project, they
can be numbered 0001 through 0500, rather than restarting at 0001 for each CWP).
Further, if the large subcontractors are creating IWPs, the placeholder numbers should be
segregated in such a way as to provide easy identification of who is doing the work. (e.g.
Prime contractor takes IWPs 0001 through 0999, first subcontractor takes IWPs 1000-1999 and
second subcontractor takes IWPs 2000-2999).

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with the unique IWP number following on. (e.g. CWP-3014-14-4-2-00 will create IWP-
3014-14-4-2-00-0001 and IWP-3014-14-4-2-00-0002 etc).
The dates assigned to the IWPs shall be aligned to the CWP dates from the
construction contractor’s bid schedule. Once the scope for each IWP is determined,
and the installation order is confirmed, the IWP dates can be shortened and
sequenced within the boundaries of the CWP dates.
The IWP Release Plan is matched to the project schedule, so that the level of detail
reflects the execution plan as it is finalized throughout the planning stage. If using
work packaging software, the Primavera P6 schedule and the IWP Release Plan can
be synchronized so that changes to the schedule will update the Release Plan.
The Release Plan is a key tool to understand the timing of the IWP releases and how
they support the planned work in the field. It will show the planned execution date for
the work, and will use that to calculate the date required for the IWP to be
generated, and then for the IWP to be constraint-free and ready for issue to the field.
This will provide the construction contractor AWP Lead and the Motiva AWP Manager
with a tool for checking the readiness of the planned work for the coming weeks.
The Release Plan will also reflect the approvals of the IWPs, allowing for a quick
reference to show if there are any on-going delays with approvals from the various
representatives.
The Release Plan is a living document, and the construction contractor AWP Lead is
responsible for ensuring that it is updated and shared with the Planners and the
Motiva AWP Manager.
Refer to Appendix C for IWP Release Plan Template.
Project
Construction
Work Area 101
Discipline Discipline
CWP 101-1 EWP 101-1 CWP 101-2 EWP 101-2
IWP 101-1-1 IWP 101-1-2 IWP 101-2-1 IWP 101-2-2
Figure 7 – Example Work Package Hierarchy

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8.4 IWP Template Approval

Motiva uses a standard IWP template, which is made available to the construction
contractor. If the construction contractor determines that the IWP template can be
enhanced with certain minor modifications, these will be proposed to the Motiva
AWP Manager, who will review them and, if acceptable, approve the modification
of the template.
Once the template has been established in the pre-planning stage, it will not be
altered in layout or appearance throughout the course of the project.
If certain sections of the template are not required for some elements of the scope of
work, that section is marked as N/A for the relevant IWPs, rather than being removed.
Refer to Appendix D for IWP Template.
8.5 IWP Hours & Non-IWP Hours

As part of the set-up for work packaging, the construction contractor will meet with
the Motiva AWP Manager early in the pre-planning stage to review the hours in the
estimate, to verify the total packaging hours.
This assessment will look at all indirect hours (such as materials handling and
equipment operators) and support contractors (such as scaffold contractors, NDE
contractors etc).
Each type of indirect or support activity is reviewed to determine if it shall be
included in the IWPs as part of the work scope, or just as a constraint.
Once the review is complete, any changes to the estimate hours (in terms of direct
and indirect split) will be recorded, so that the estimate can be baselined for direct,
earnable IWP hours only.
8.6 Bid-to-IFC Changes

During this early pre-planning stage, any changes to the CWPs issued after the close
of the RFP will be provided to the construction contractor and reviewed. The
construction contractor will update their estimate and provide a change request
that breaks the new work down by CWP.
Once reviewed and accepted by Motiva, this additional scope is incorporated into
the overall project CWP estimate, and the total manhours, cost and key quantities
are updated.
This will then form the revised baseline for the hours on the project, which is the target
for the combined total of the IWPs.
8.7 Installation Manhour Unit Rates

Following the completion of the revised estimate (if required), the construction
contractor will then provide installation manhours unit rates (MUR) for each discipline
to Motiva, in the form of manhours for each packageable component type. These
MUR’s will be the basis of estimate for each IWP.

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The construction contractor may be required to make modifications to their estimate

to support the MURs for work packaging.
It is the responsibility of the Motiva AWP Manager to work with the construction
contractor to determine the best MUR profile for each discipline, and how this is
applied to the work packaging software, if applicable.
When applied to the project quantities, the MURs shall provide the total IWP
installation hours for the project.
It is critical to understand the level of detail of the information provided at this stage,
as it will form the basis of progress reporting. The granularity of the MURs, combined
with the Rules of Credit, will impact the construction contractor’s ability to claim
progress.
It is expected and a fundamental requirement of executing WFP that the manhours
for each component, when combined with the component rules of credit are
earned within one week. The planners must ensure that there are no dependencies
or intermediate work that prohibits the component and its rules of credit from being
worked constraint free from start to finish.
The following explains the MUR structure for each primary discipline:
(Other disciplines are to be discussed with the Motiva AWP Manager to agree a
suitable unit rate structure).
Pipe installation – This is dependent on the way that the construction contractor has
structured his estimate. If the construction contractor has used unit rates for each
pipe size, wall thickness, component etc, these will be provided. If the construction
contractor has used another method such as a blended estimate by linear foot or a
calculation of total welded inches, then the overall pipe hours will be divided by the
agreed key quantity to represent the MUR.
Pipe hydrotest – As this is typically a factor of the pipe installation hours, it is provided
on the same basis as the pipe installation MURs.
Structural steel installation – The construction contractor will provide manhours per
ton for each type of steel (light/medium/heavy/grating/handrail etc).
Equipment and Modules – An estimated MUR is provided for each piece of
equipment and module, to cover the installation process. If large equipment has
multiple installation activities, MURs can be provided for each activity. (Such as
installation of internals, placement at final location etc). Any subsequent work such
as piping interconnects, platforms, ladder, etc will be managed using the discipline-
specific MURs.
Electrical – Key items such as cable pulling, conduit installation and cable tray
installation are provided based on MURs per linear foot for each size / type. Other
items such as installation of supports and termination of cables are provided using
the construction contractor’s estimate basis. Electrical equipment is provided as
MURs for each piece of equipment / tagged item.
Instrumentation – An estimated MUR is provided per instrument, based on the tag
number.

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Foundations – MURs are provided for foundations as hours per cubic yard, for each
foundation type (pier, wall, slab etc).
Grout – MURs are provided for grout as hours per cubic yard, for each type of grout.
(It shall be noted that, if grout is not modelled, MURs will have to be provided for
grout on a more discrete basis, such as hours for each piece of equipment or
support).
Insulation – MURs are provided for manhours per linear foot for each type and
thickness of insulation. Alternatively, if the construction contractor has estimated by
isometric or piece of equipment, this can be provided as the MUR.
8.8 Rules of Credit

For each unit rate, rules of credit are provided by the construction contractor. These
will reflect the various stages of work for each installation activity. Smaller activities
(such as completing a pipe weld) will not need multi-step rules of credit, rather just
one, 100% complete rule of credit (“Weld”). But longer activities that cannot be
broken down into separate unit rates will require rules of credit (such as a pipe spool
installation, equipment installation, cable pulls, etc.).
8.9 Upload of Technical Documents

For projects using work packaging software, the construction contractor will upload
the IFC drawings and other technical documents to the software at this time, to
ensure that the latest revisions are all in place to allow packaging to start.
This upload is done using PDF copies of all of the files, and the construction
contractor’s master document list. Details on how to complete this upload, and how
to maintain the documents once uploaded, are provided as part of the training.
At the discretion of the construction contractor, following review with the Motiva
AWP Manager, the documents can be uploaded to the specified EWPs/CWPs within
the software, or all uploaded into a single searchable folder (to avoid duplication).
8.10 Build IWPs

Following completion of the prerequisites (as listed above), work packaging can
begin.

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(It shall be noted that certain work packaging tasks can be started prior to the
completion of all the pre-requisites. The construction contractor is encouraged to
begin scope assessment, setting package limits and the IWP write-ups during the
early phases of the pre-planning stage, on the understanding that IWPs can be
completed once the remaining pre-requisites are in place).
Figure 8 – Inputs and Outputs for IWPs
Agree The Scope and Sequence:

The first stage in creating the work packages is for the discipline Planners to review
the scope of each CWP with the discipline General Foreman or Superintendent. This
review will focus on understanding the total scope, and agreeing both the
breakdown of that scope into IWP-level packages, and the preferred installation
sequence for the IWPs.
Once agreed, the Planner will then work to create the packages in the agreed order
to support Construction work.
Compile the Drawings:
The Planner will review the scope of work for each IWP and will assess which drawings
and technical documents need to be included in the package.
All details specific to the package shall be included, but general items such as
specifications, standards and a plot plan shall not be included in every package.
These items shall be made available to the foreman at the work location as part of
an overall information binder, so that each IWP can be scope-specific, and avoid
the inclusion of ‘boilerplate” information.

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The Planner creates a drawing list for the IWP, and attach copies of the drawings to it,
ensuring in each case that the latest revision has been used. If work packaging
software is being used, this process is either fully (in the case of pipe scope) or partly
automated, as the drawing list and drawings are exported from the software. It is,
however, still incumbent on the Planner to know which drawings are required.
Manhour Estimate:
The Planner creates an estimate for manhours in the package.
If work packaging is being done manually, the estimate is done manually, requiring a
quantity take-off from the drawings and the use of a spreadsheet (or equivalent) to
calculate the manhours.
If work packaging software is being used, the estimate is created automatically using
the component, unit rates and rules of credit that were provided.
Material List:
The Planner will create a material list for the IWP, taking the relevant information from
the drawings, and including any parts or consumables not listed on the drawings.
If work packaging software is being used, a list of all modeled components is created
automatically. The planner is required to review and verify the completeness of the
list, and add other non-modeled components that are required for the work scope.
Write the IWP:
The Planner will use the IWP template to create a write-up for the work package. This
write-up will include all information necessary for the Foreman and crew to complete
the work.
Include the following:
Scope – Tell the crew what work is involved in the IWP, what work will be done by
others in advance, and where the extents of the IWP start and finish.
Safety – Provide information on scope-specific safety items. If, for example, the scope
requires the use of non-standard PPE, this shall be detailed in the IWP.
Work Area Constraints / Interdependencies – What other work will be happening in
the area during this time? What other work needs to be completed before this
package can be executed?
IWP Assumptions – State any assumptions made at the time of creating the IWP (such
as “Weather conditions for the scheduled data will allow the foundations to cure
without the need for hoarding and heating”).
Plant Operations – How will this work scope be impacted by on-going plant
operations? Is a permit required? How / when will it be issued?
Specialty Contractors – Does this scope require the assistance of any specialty
contractors (e.g. heavy lift contractor, post weld heat treatment contractor etc)
Estimated Manpower – How many people will be required to complete the scope?
Where relevant, separate by trade. (e.g. Four pipefitters, one welder and one
laborer).
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Schedule – When is the work planned to start and end?

Quality – What are the pre-requisites for the scope, and what is the status? (e.g. weld
procedure, ITP, hold points).
Vendor Information – If the package contains any vendor supplied materials or
equipment, provide the relevant documentation (e.g. Installation manual). Also,
provide details of any requirement for vendor involvement during the process, such
as a need for the vendor to witness the installation.
Materials – Give details of where the material will be delivered, by whom and when.
Make any requirements for the crew clear. (e.g. “Pipe spools and all field installation
parts will be delivered by the material handling team the day before the scope is
planned to start. But the crew is responsible for collecting the valves from the
warehouse.”)
Tools – List any non-standard tools required for the scope, and how these will be
delivered / made available to the crew.
Equipment – Detail the equipment to be used to support the scope, including the
duration that the equipment is made available, and whether that equipment is
dedicated to the scope, or shared with another crew / IWP.
Drawing Index – List of drawings for the IWP. (If using work packaging software, this
will be provided automatically based on the drawings that the planner assigns to the
IWP).
Model Shots – Provide a series of annotated model shots, showing the scope of work
from various angles, positions, or elevations. The annotations shall be used to identify
Planning Note: Include all information required by the foreman and crew to perform the work.
However, do not attempt to tell the foreman and crew how to perform the work. Detail the scope-
specific information relevant to the particular IWP. Exclude standard boilerplate wording such as
“Crew should remember to wear PPE” in the safety section. Write the sections using a fit-for-purpose
approach. Some sections/IWPs are very simple while other sections/IWPs are more complex (e.g.,
critical lifts, coordinating with multiple crews/contractors, or work completed during a tight
schedule timeline).
tag numbers, spool numbers, equipment numbers, or to provide notes on particular

points of detail.
All IWPs shall have the following characteristics:
➢ Total scope defined shall be suitable for a crew under one Foreman to
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complete in a one week duration. (Two week duration by approved

exception). Depending on crew size, this will be approximately 500
manhours. This is only an average and shall be noted that IWP size can
exceed that threshold based on construction execution.
➢ Each IWP shall be discipline-specific. (e.g. pipe / steel / electrical)
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o There are exceptions to the single discipline aspect of IWPs. These

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exceptions shall be discussed as one-off occasions that support

both site/area prep work and completions work.
➢ There shall be a defined, measurable, physical quantity to allow for
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progress reporting.
Project Qty 1
5,000,000
Hours
Construction
Work/Design Areas
25 CWAs
Engineering Work Package
500 EWPs
Construction Work Package
500 CWPs
Installation Work Package
10,000 IWPs
Figure 9 – Sample Work Package Breakdown
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8.11 Level Four IWP Schedule

Once each CWP has been broken down into IWPs, create the Level 4 schedule in
accordance with Motiva standards and the construction contractor’s construction
execution plan.
Review impacts to the as-bid Level 3 CWP schedule with Motiva and submit change
requests where needed for deviations impacting established CWP durations, start
dates, finish dates, milestones etc.
Note: Depending on contract terms and conditions, engineering status, size and complexity
of work, a rolling IWP schedule development plan may be required rather than 100% IWPs
packaged and scheduled prior to the start of construction. These requirements are
addressed in the RFP development stage by the Motiva CMT and incorporated into the
contractor’s AWP Plan.
Provide the Level 4 IWP schedule developed during this pre-planning phase to
Motiva for review and approval at least three weeks prior to the start of site
construction work.

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8.12 IWP Approvals

Circulate the IWP for review and approval electronically or manually, based on the
established approval work flow.
When using work packaging software, all approvals are completed within the
software. If any individual required to approve a package has no access to the
software, they shall review the package directly with the Planner, who then approves
on their behalf.
Capture review comments and incorporate required changes into the IWP. Update
and reissue the IWP for approval.
Remove the approval constraint after receiving all approvals.
Update the IWP Release Plan when the approvals have been received.
8.13 Constraint Management

After approval and prior to issuing IWPs to the field, identify and monitor all constraints
that impact the crew’s ability to carry out the work:
• Safety and Permitting – are the required approvals in place to do the work?
• Quality Control – have all pre-requisite documents been approved? (ITP, WPS
etc.)
• IFC Drawings – are all drawings released for construction?
• Schedule – is the work being performed in accordance with the current plan?
• Materials – are all required materials on hand?
• Pre-Fabrication – have all fabrication deliverables been completed?
• Work Access & Laydown – is there space to do the work, place the equipment
and store materials?
• Craft Availability – are sufficient trained manpower resources available to carry
out the work?
• Construction Equipment and Tools – are all required equipment and tools on site?
• Scaffolding – have scaffolding requirements been planned and erected prior to
work start?
• Subcontracts – are subcontractors approved to work and are contracts in place?
• Predecessor Packages – have all incomplete IWPs that precede this one been
identified?
• Service Providers – have service provider scopes been completed? (Survey,
hydrovac etc)
An IWP can only be released when all the constraints have been removed, or if those
remaining constraints have been identified and scheduled to occur in advance of
executing the IWP.

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Update the IWP within the Release Plan / software to show as “Ready for the Field”.
Note: The Planner is required to play an active role in constraint management, including, for
example, walking the work location to confirm that access is available, and checking in
person that the scaffolding has been erected to support the scope. Constraint management
cannot be an exercise in assumption.
Sign off each constraint as they are removed, such that by the time the package is issued to
the field, the crew has a written record that the Planner has verified the IWP is constraint-free.
8.14 IWP Backlog

Create one month of IWP backlog to support the planned direct craft personnel in
advance of mobilizing construction crews.
Maintain three working weeks of constraint-free IWP backlog. Ensure that the
packages being added to the three week look-ahead schedule can be started by
the crews on the planned date.
Implementation Suggestion: The number of constraint free backlog packages that each
WorkFace Planner is required to produce is directly related to the burn rate of the crews that
they are supporting. As a standard, at any time, the available backlog of constraint free
packages shall allow for three times the weekly burn rates of the crews. (e.g. If one
WorkFace Planner is supporting six crews of ten people; the weekly burn rate is 3,000 hours. If
each package averages 500 hours, there shall be a total of eighteen packages available).
This backlog of available constraint free packages allows for alternate work fronts to
be available to the Superintendent and Foreman in the event of unplanned conflicts
(e.g. too many people in one area, consumables not available, Operations denying
access to an area, etc.).
Monitor the number of available constraint free backlog packages on a weekly
basis. Having too many available packages indicates an issue with close out or
performance of the work in the field. Having too few available packages indicates
that field activities are in danger of slowing or stopping due to lack of work in hand.
Implementation Suggestion: In order to maintain continuity of field activities, it is necessary

that Planners keep certain packages in reserve. These allows for special circumstances, such
as work that can be done indoors during severe weather, or work that can be done at
ground level in sheltered areas during high winds.

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During the pre-planning stage, the Motiva AWP Manager will:
o Review the construction contractor AWP Plan, and assess the content against
the Motiva requirements. Any items found to be insufficiently detailed or to be
contrary to the Motiva Procedure are reviewed with the construction
contractor.
Once any necessary changes have been made to align the plan to the
agreed contractual expectations, it is approved and returned to the
construction contractor.
o Carry out an interview with the construction contractor AWP Lead, to gain a
full understanding of the construction contractor’s plan and the details of
how the AWP Lead will facilitate that plan in the field. This meeting will also be
used to set expectations for communication between the two leads.
o Provide training to the construction contractor, as detailed above. This
training will focus on the Best Practice and the software (if applicable). The
training will also provide clarity on the expectations relating to the software,
and the construction contractor’s use of it.
o Prior to full mobilization, carry out a readiness assessment / audit, and provide
the findings in a report to the Motiva Construction Manager and the
construction contractor Project Manager. This audit will look to determine the
status of the construction contractor’s AWP/WFP set-up and list any remaining
activities required to complete before work can begin.
o If the project is utilizing work packaging software, the Motiva AWP Manager
will work with the software provider to upload the construction contractor
deliverables into the system. These will include the IWP list, the approvals work
flow, the unit rates and the rules of credit.
o Provide on-going guidance and technical support to the construction
contractor.

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AWP Deliverables – Construction phase
Preamble
The construction phase begins following the setup of site facilities and the
mobilization of manpower and equipment to the work site. Once complete, the first
IWPs, created during the pre-planning stage, can be executed.
No work shall be executed by field crews without an approved IWP in any discipline
supported by this AWP/WFP plan, except with the written approval of the Motiva
Construction Manager.
9.1 IWP Issuance

Add the approved, constraint-free IWPs to the three week look ahead plan, ensuring
alignment with the construction schedule.
Print and retain a single hard copy of the IWP and file it, ready to be issued when
required.
Implementation Suggestion: Printing should not be done more than 3 weeks prior to
construction start date, as this increases the likelihood of changes being required.
Any drawings or other documents to be used as field copies are supplied as a second set, to
ensure that no documents are removed from the IWP binder when the work is being
executed.
When the Foreman has completed an IWP, and is ready to start a new IWP, the General
Foreman requests the IWP from the Planner. Before issuing the IWP, the Planner verifies that
the requesting General Foreman is the one named on the IWP. Any variances shall be
approved by the construction contractor Construction Manager.
The hard copy IWP is then issued to the General Foreman, who delivers it to the relevant
Foreman for execution. (This step can include any discussion regarding the scope of work or
particular areas for focus).
Once issued, log the IWP as “Issued” in the planning software/release plan, to ensure
that the date released is recorded.
9.2 When the IWP Cannot Be Completed

If an IWP that has been issued to the field cannot be completed, the Foreman or
person who identifies the issue immediately raises the concern with the General
Foreman.
The General Foreman reviews the impact with the relevant Planner, to determine
whether the IWP should remain in the field or be withdrawn. As a guide, if the impact

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cannot be removed within the timeframe that the package was due to be
completed, it shall be removed from the field.
If the package remains in the field, the Planner assists in monitoring the status of the
constraint until it is removed, and work can recommence. Any IWP that is held in the
field due to unresolved tasks that are expected to lag is to be reported to the Motiva
Construction Coordinator.
If the package is removed, its status is changed to “Pending”, and the Planner again
monitors the constraints to determine when it can be reissued.
Should the Planner determine at that time that the constraint on the removed
package is pending for too long, the unfinished items shall be withdrawn from the
IWP and repackaged for installation at a later date.
In all cases, the Planner and General Foreman must collaborate to determine that an
alternate package is available and constraint-free for the crew to use in the interim.
9.3 Change Management

For the purpose of this document, change management refers to alterations or
updates to engineering-generated documents, such as drawings, specifications and
vendor information.
Motiva Document Control will receive all formal requests for technical clarification or
changes to IFC documentation. This process is documented in Motiva’s RFI Practice.
Submitted RFIs are evaluated by the project engineer responsible for the area who
determines the best path to efficiently resolve the RFI. When a design change is
determined to be necessary the project engineer will notify the construction
contractor of the scope and anticipated delivery of the revised documents. The final
disposition of the RFI is formally transmitted by Motiva document control.
If the change is rejected, it is returned to Engineering, and not uploaded to
Document Control. As such, it is not brought into the schedule and therefore has no
impact on the IWPs.
Throughout the change management process, the Planners work closely with the
construction contractor Project Controls to ensure that the necessary adjustment is
made to the manhours, cost and quantities. It is the responsibility of Project Controls
to ensure that such changes are documented and approved.
If the change is accepted, it is updated in Motiva Document Control and transmitted
to the construction contractor Document Control, for distribution to the Planners. The
file itself is updated in the Project database so that the latest revision is available for
incorporation into an IWP.
At this point, the change management process becomes a series of decision gates:
➢ If the document is not already part of an IWP, then the IWP process is
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unaffected and the document is incorporated when required by the

schedule.
➢ If the document is part of an IWP, the Planner reviews the IWP status to
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determine if the work scope has already been executed.

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➢ If the work hasn’t been executed, the IWP is withdrawn, revised and
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reissued.
➢ If the work has been fully executed, a new IWP is drawn up for the change
5T
and flagged as rework.

➢ If the work is in progress, the Planner meets with the General Foreman to
5T
determine whether the change can be made at that time.

➢ If the change can be made without major impact to the scope in
5T
progress, the IWP is reissued to include the change.

➢ If the change cannot be made without major impact to the scope in
5T
progress, a new IWP is drawn up for the change and flagged as rework.
For more details, and for a visual representation of the above, refer to the attached
flow chart. (Appendix H)
9.4 IWP Close Out

Once the work is complete, the Foreman walks the scope down to ensure that there
are no incomplete items. If satisfied that the scope is 100% complete, the Foreman
requests a walk-down by the General Foreman. The Foreman signs off the IWP and
records the date completed. As part of this sign-off, the Foreman documents any
safety incidents that occurred during the execution of this work. This allows the HSSE
team to conduct a review of the incident as it relates to the IWP.
The General Foreman completes a walk-down with the Foreman, the Contractor QC
and the Owner QA/Inspector. This walk-down will confirm that the IWP scope is
complete and meets the project technical specifications. Following the walk-down,
the parties will review and sign off on the quality verification documents, to be used
for system turnover.
As part of this sign-off the Quality Control representative is required to review the
drawings and confirm whether or not there are any as-built mark-ups associated with
the IWP.
Once the General Foreman has completed the walk-down, and is satisfied that the
scope is 100% complete, he/she accepts the IWP from the Foreman and provides
another package for execution. At this time, the General Foreman signs off the IWP
and records the date. As part of this sign-off the General Foreman shall be required
to confirm whether or not there are any deficiencies with the completion of the
package. Such deficiencies, if noted, shall be detailed on the IWP close out form and
quality verification documents.
The Quality Control representative returns the completed and signed-off IWP to
Document Control, who scans the entire document to create an electronic record.
Once the package has been signed off and scanned, it is returned to Quality Control
for incorporation into the project turnover. Any parts of the IWP not required for
turnover or document retention can be destroyed.
The quantity surveyor is responsible to check the installed quantities and report any
discrepancies from the planned quantity to project controls and the Planner. The
quantity surveyor is assigned by the construction contractor.

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As part of the close out procedure, it is important that the Foreman / General
Foreman provide feedback to the Planners regarding any issues with the package.
This does not need to be limited to issues associated with not being able to close a
package, but can include anything that would improve the constructability of future
packages.
The Planner will mark the IWP as Complete in the IWP Release Plan.
9.5 Progress and Productivity Reporting

Reporting interfaces with Motiva CMT and Project Controls shall be in accordance
with Motiva Project Controls Requirements.
The construction contractor updates progress on a weekly basis, and reports progress
based on the installation of the components of each IWP, using the established rules
of credit.
The Planner receives progress information from the field supervision, and transfers this
information to the work packaging software. If manual packaging is being used, the
progress is recorded on an agreed tracking system or spreadsheet.
IWP progress is calculated automatically as the roll-up of the progress of the
components, using their manhours as weighting.
The IWPs progress will then roll up to the CWP level, and from there, in accordance
with the established WBS and reporting levels, ultimately to the overall project level.
The Planner periodically audits progress reporting from the field supervision to
determine the accuracy of the data being provided. In the case of software
packaging, this can be done using a colorized version of the model for field audits.
The construction contractor codes actual hours expended in performing the work to
the IWP. Actual hours are reported along with the earned hours progress information
to derive a Productivity Factor (Earned/Actual).
The construction contractor Project Controls is responsible to upload the actual hours
either to the work packaging software or to the tracking spreadsheet. From this
information, the construction contractor Project Controls will provide the required
reports to Motiva for review.
9.6 Key Performance Indicators

The construction contractor AWP Lead is required to produce a weekly report
showing Key Performance Indicators (KPIs) for work packaging. These will include:
• Percent published – total hours published in IWPs as a percentage of the
baseline estimate. (Direct hours only).
• Percent packaged – total hours packaged in IWPs (whether or not published)
as a percentage of the baseline estimate. (Direct hours only).
• IWP Backlog – calculated as available IWP hours divided by the craft
personnel on site.

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• Three Week Readiness – the percentage of IWPs listed on the three week
lookahead that are published and constraint free.
• Hours per IWP – the average number of hours in all the published IWPs.
• Average days per IWP – the average schedule duration of each IWP
(planned, then actual).
This list is amended or expanded at the discretion of the Motiva AWP Manager to
include other KPIs determined to be critical to the project success.
Refer to appendix E for a template that includes that KPI calculations and sample
reporting graphs.
9.7 Daily Planning Meeting

The construction contractor AWP Lead will host a daily planning meeting, which is
attended by the discipline Superintendents, the site leads for each large
subcontractor, as well as members of the Motiva CMT and facility Operations
personnel.
This meeting will discuss current activities, upcoming work, and any current issues that
could impede progress on site.
Please refer to Appendix I for details.
9.8 Turnover Systems

It is essential that consideration for turnover systems is made early in the construction
stage. There is no expectation that IWPs are built by turnover system, as this is
impractical for bulk construction. Rather, a means to cross-reference the IWP scope
to the turnover system is required.
All engineering lists provided to the construction contractor will include the turnover
system information, at the component level (piping isometric, cable, instrument).
If work packaging is being packaged manually, when each IWP is packaged, the
planner will add the IWP number to the relevant lists (piping isometric list, cable
schedule, instrument list). As each IWP is completed, this progress can be copied to
the relevant lists. This information can then be combined to show a complete
component list by IWP for each turnover system, allowing an easy reference to the
work progress, and providing a basis to understand the remaining scope in each
system.
If work packaging software is being used, this information can be exported from the
software without additional data entry.
Early, consistent and accurate tracking of this data will facilitate an easier transition
from bulk construction to systems completion during the latter stages of installation.
Intermediate milestone dates for system turnovers will be provided by Motiva, and
the contractor can track IWP content by system to ensure that the relevant IWPs are
completed in time to support the milestone dates.
Using work packaging software, system progress can also be easily and graphically

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tracked to highlight any potential delays or impacts in advance of the milestone

dates. This will allow the contractor to take action to recover the schedule.
9.9 Modularization / Fabrication

Depending on the complexity of the project, there may be opportunity/benefit to
applying work packaging principles for modularization and fabrication activities.
This requirement will be driven on a project-by-project basis, at the discretion of the
Motiva Project Manager and Motiva AWP Manager.

During the construction stage, the Motiva AWP Manager will:
• Maintain the set-up of the software (if applicable), including management of
accounts, licenses, service requests, data integrity and troubleshooting. The
Motiva AWP Manager is the point of contact for the software company and
any contractor issues with the software.
• Provide on-going training and support, for the Best Practice, this Procedure
and the software, throughout the construction phase.
• Audit the construction contractor throughout the course of construction to
ensure that the planning work is being done in alignment with the approved
construction contractor AWP plan and Motiva requirements. This will include
periodic discussions with field personnel to review the use of the IWPs and
understand any possible improvements to the program.
• Perform regular audits on the reported progress, to determine the validity and
accuracy of the information. This will include field inspections using a
colourized model, where available.
• Audit actual hours reporting based on gate logs and safety statistics.
• Provide internal reports to the Motiva CMT to show the readiness and on-
going health of the AWP program throughout the life of the project.
AWP Deliverables – Post Construction phase
Preamble
This phase will follow once all major construction activities have been completed,
and is part of the contract close-out activities.
10.1 Feedback and Lessons Learned

The construction contractor is required to participate in a meeting at the end of the
project to discuss feedback and lessons learned relating to AWP/WFP. This meeting is
facilitated by the Motiva AWP Manager, and shall include all key representatives
from the construction contractor team who were involved with the AWP/WFP
process.

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The intent of the meeting is to document the positive aspects of the program, any
particular areas of success, and any areas of improvement or suggestions for
modifications to enhance the program.

The Motiva AWP Manager will record the minutes of the lessons learned meeting and
produce a close-out report to be circulated within the Motiva CMT and provided to
the construction contractor.
Where applicable, the Motiva AWP Manager incorporates the lessons leaned back
into the relevant AWP/WFP documents.

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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 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 Engineering and Procurement” details the
requirements for the FEL-2, FEL-3 and Execute stages, including the involvement of the
Engineering and Procurement (EP) Contractor, the Motiva Construction Management Team
(CMT) and the generation of Engineering Work Packages (EWPs) and Construction Work
Packages (CWPs).
11.1 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.
11.2 Industry Best Practices

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

➢ COAA Advanced Work Packaging Templates and Tools
https://www.coaa.ab.ca/library/
3T 3T
➢ https://www.construction-institute.org/
3T 3T
11.4 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) RASCI
B) AWP Plan Checklist
C) IWP Release Plan
D) IWP Template
E) KPI Template
F) Software Implementation Matrix
G) Software Use Matrix
H) Swim Lanes
I) Daily Planning Meeting
J) Construction AWP Deliverables Flow Chart


Manage Refinery Operations Procedure for AWP Construction

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Motiva Restricted

MIPM Code and Name:

Procedure – AWP Construction

Introduction .............................. 3 8.1 Training ........................................ 17

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 1 of 38

AWP-C-POS: AWP Deliverables 11.1 Motiva Standards ...................... 37

Figure 2 – Flow Chart – Bid Phase ...................................................................................... 12

Figure 3 – Sample Org Chart for Large Project ................................................................ 15

Figure 4 – Sample Org Chart for Mid-Size Project ............................................................ 15

Figure 5 – Sample Org Chart for Small Project ................................................................. 16

Figure 6 – Flow Chart – Award / Pre-Planning Phase ...................................................... 19

Figure 7 – Example Work Package Hierarchy .................................................................. 22

Figure 8 – Inputs and Outputs for IWPs .............................................................................. 25

Figure 9 – Sample Work Package Breakdown ................................................................. 28

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 2 of 38

1.2 The Role of Construction

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 3 of 38

Abbreviations and Definitions

CMT Construction Management Team

CWA Construction Work Area

CWP Construction Work Package

EP Engineering and Procurement Contractor

EWP Engineering Work Package

IWP Installation Work Package

KPI Key Performance Indicator

MSA Master Services Agreement

MUR Manhour Unit Rate

RFI Request for Information

RFP Request for Proposal

TWP Test Work Package

WBS Work Breakdown Structure

WFP WorkFace Planning

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 4 of 38

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 5 of 38

Advanced Work Packaging Roles and Responsibilities

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 6 of 38

AWP Deliverables – Engineering phase

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 7 of 38

Some of the areas of focus during this phase are:

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 8 of 38

• Schedule – Review the basis for schedule, including assumed rates of

If invited to participate in constructability reviews during the engineering phase, the

6.2 Motiva Activities

• Work Packaging Software – Depending on the size and complexity of the

If software is being used, this will be communicated to the construction

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 9 of 38

AWP Deliverables – Bid phase

Figure 2 – Flow Chart – Bid Phase

7.1 Review CWPs

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 10 of 38

7.2 Review Path of Construction

7.3 Develop AWP Plan

7.4 Organization Chart

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 11 of 38

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 12 of 38

Figure 3 – Sample Org Chart for Large Project

Figure 4 – Sample Org Chart for Mid-Size Project

Figure 5 – Sample Org Chart for Small Project

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 14 of 38

7.7 Motiva Activities

Version: 1.0 Date: October 2018 Sponsor: A.Jansen ECCN: Page 15 of 38

AWP Deliverables – Award / Pre-Planning phase

Figure 6 – Flow Chart – Award / Pre-Planning Phase