Construction-Driven Execution Playbook

August 2016
Construction-Driven Execution
Playbook
2
Preface
The purpose of the Construction-Driven Execution Playbook is to bring project leadership
and the entire project team up to speed as quickly as possible on the concepts necessary
to effectively execute a construction-driven approach to a One Fluor integrated solution.
It provides the entire project team with an overview of the key concepts, activities and
deliverables that should be applied and completed during all project phases. Additionally,
best practice examples, references to applicable practices, and guidelines for additional
information and clarification are provided.
The playbook is a proprietary, controlled, confidential document that will be used to
disseminate construction-driven execution to project teams in offices around the world.
It is to be thought of like a sports playbook, used in such a way that if a player gets traded
from one team to another, they can read the team’s playbook and understand their role
on the team, where to line up, what the plays are, and what they are to do for each play;
they are to be ready to effectively play in the game the following week. The playbook is
to support the concept that our work is construction driven, with engineering and supply
chain as enablers.
Using the Playbook Effectively
The playbook is not an all-inclusive manual (like the Project Management Manual), nor
is it a pocket guide. It is not to be a training program, nor a sales and marketing tool. At
the end of each section, there are construction-driven considerations highlighted that
summarize the items that need particular attention. There are also highlighted references
that can be reviewed on Knowledge OnLineSM (KOL) in Connections and used as an aid or
resource.
This playbook is to be provided to the project team early in the pursuit of the project,
ideally in the proposal initiation phase. The playbook should continue to be referenced
throughout the entire project life cycle to ensure that all the construction-driven
considerations are given careful review. This playbook cannot possibly cover all issues that
can be encountered on a project, and project teams will need to be ready to tackle new
and different issues that will arise on their project. The expectation is that the issues and
mitigations will be documented and shared as future case studies in this playbook.
_______________________________
Jack Penley
President, Construction & Fabrication
3
Table of Contents
INTRODUCTION . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 10
PHASE 1 – PROPOSAL DEVELOPMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
1. SALES TEAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Strategy to Win. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
2. PROJECT MANAGEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Business Risk Management Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Commercial Execution Strategy/Commercial Alignment. . . . . . . . . . . . . . . . .13
Prime Contract Strategy. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 14
3. ENGINEERING AND CONSTRUCTION COORDINATION. . . . . . . . . . . . . . . . . . .15
Interface Checklist. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 15
4. CONSTRUCTION . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 16
Initial Construction Execution Plan. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 16
Advanced Work Packaging & Workface Planning. . . . . . . . . . . . . . . . . . . . . . . . .17
5. HEALTH, SAFETY & ENVIRONMENTAL. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 18
Health, Safety & Environmental Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
6. INDUSTRIAL RELATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Area Labor Market Analysis Report/Labor Posture Letter . .. .. .. .. .. .. .. 19
7. PROJECT CONTROLS AND ESTIMATING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Project Controls Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
8. SUPPLY CHAIN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Material Management Plan/Contracting Strategy . . . . . . . . . . . . . . . . . . . . . . .22
PHASE 2 – SCOPE DEFINITION, PRELIMINARY ENGINEERING
AND CONSTRUCTION PLANNING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Alignment Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Business Risk Management Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Interface Management Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Modularization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
4 Construction-Driven Execution Playbook — Company Confidential

2. ENGINEERING . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 28
Model Attribute Labeling . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 28
3. ENGINEERING AND CONSTRUCTION COORDINATION. . . . . . . . . . . . . . . . . . .29
Interface Alignment Checklist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Advanced Work Packaging Alignment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Construction-Focused BRMF. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
A. Risk Management Process. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .31
B. Two Types of Contingency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
4. CONSTRUCTION . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 33
Construction Staffing Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Detailed Construction Execution Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
A. Organization and Responsibilities . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 35
B. Craft Qualification/Certification Plan Overview. . . . . . . . . . . . . . . . . . . . . . .36
C. Heavy Lift and Transportation. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .36
D. Welding Plan Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
E. Craft Training and Recruitment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
F. Systems Completion and Turnover Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Advanced Work Packaging Planning . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 39
Equipment Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Temporary Facilities/Utilities Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
Construction Engineering Support . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 42
Rigging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
Site Administration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
Field Human Resources Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Construction Mobilization Checklist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48
Construction Services/Support. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .48
A. Performance Solutions . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 48
B. Construction Automation Plan. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 50
C. Construction Engineering Support . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 52
D. Constructability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53
Construction-Driven Execution Playbook — Company Confidential 5

5. HEALTH, SAFETY & ENVIRONMENTAL. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 54
Site-Specific HSE Manual. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54
Site-Specific Health, Safety, Environment
and Social Performance Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
6. INDUSTRIAL RELATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
Labor Contingency Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
Industrial Relations Field Staff Selection and Provision . .. .. .. .. .. .. .. .. 57
7. QUALITY . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 57
Quality Objectives . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 57
Site Quality Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
Site Quality Manual . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 58
Quality Management Support . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 59
Welding Plan and Matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60
Nondestructive Examination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
8 SUPPLY CHAIN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62
Construction Material Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
9. PROJECT CONTROLS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64
Establish Project Controls Baseline . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 64
The Level 3 Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65
MileMarker Implementation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65
10. FIELD CONTRACTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66
11. TURNOVER & COMMISSIONING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68
Conceptual Turnover Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68
PHASE 3 – ENGINEERING, PROCUREMENT, FABRICATION. . . . . . . . . . . . . . . . . . . . . . . . .71
Project Execution Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71
Project Procedures Manual. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72

2. ENGINEERING . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 73
Site Information Technology and Automation . .. .. .. .. .. .. .. .. .. .. .. .. .. 73
Engineering and Construction Interface Alignment Checklist . . . . . . . . . . .74
Material Delivery Dated and Required-at-Site Dates . . . . . . . . . . . . . . . . . . . . .74
3. CONSTRUCTION . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 75
Construction Execution Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Construction Mobilization Checklist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
Equipment and Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
Construction Presence in the Home Office . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 77
Detailed Rigging and Heavy-Haul Plans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78
Temporary Facilities Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80
Installation Work Package Release Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81
Construction Engineering. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 82
A. Site Project Document and Data Management Plan. . . . . . . . . . . . . . . . .82
Site Logistics. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 83
Customized Site Supervisor Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83
Construction Engineering Support . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 83
Constructability Phase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
4. QUALITY . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 85
Tracking and Reporting Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
General Auditing and Surveillance Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Supplier-Specific Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Contract-Specific Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86
Welding Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87
NDE/Post Weld Heat Treatment Plan . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 87
5. INDUSTRIAL RELATIONS (IR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87
IR Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87

6. PROJECT CONTROLS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .88
Level 4 Construction Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Cash Flow and Cash Management . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 90
Cost Analysis and Trending . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 91
Construction Progress and Performance Reporting . .. .. .. .. .. .. .. .. .. .. 92
Field Accounting Systems. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 93
7. MATERIAL MANAGEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94
8. TURNOVER & COMMISSIONING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95
Detailed Turnover Planning. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 95
PHASE 4 – CONSTRUCTION/FINAL DESIGN/ENGINEERING
SUPPORT FOR CONSTRUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97
1. CONSTRUCTION . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 97
Advanced Work Packaging Execution Plan. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 97
Construction Services . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 98
A. Performance Solutions . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 98
Construction Systems Mobilization. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .100
Manage Site PDDM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Construction Engineering Support . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .101
Rigging/Site Rigging Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
2. QUALITY . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .105
Manage Site Quality. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .105
Quality Verifying Documents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
3. SITE HSE . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .106
Organization. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .106
HSE Training and Behavioral Modification Program . .. .. .. .. .. .. .. .. .. .107
HSE Work Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
4. FIELD MATERIAL MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

Field Material Management and Administration. . . . . . . . . . . . . . . . . . . . . . . 109
Warehousing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
A. Receipt and Storage of Materials and Equipment . .. .. .. .. .. .. .. .. .110
Material Control . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .112
A. Processing of Incoming Shipments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
B. Issuance of Materials and Equipment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
C. Preservation of Materials and Equipment. . . . . . . . . . . . . . . . . . . . . . . . . . . 114
D. Vendor Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
5. PROJECT CONTROLS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Cost and Schedule. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .116
6. CONTRACTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
7. TURNOVER & COMMISSIONING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Manage Turnover. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Preparation of System Turnover Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
PHASE 5 – PROJECT COMPLETION, PRECOMMISSIONING AND CLOSEOUT. . . . . 121
1. CONSTRUCTION/PRECOMMISSIONING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Construction Completion Process. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .123
Precommissioning. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .124
Performance Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Final Acceptance/Handover. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .125
Site PDDM Closeout. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..126
2. PROJECT MANAGEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Construction Automation Systems Closeout . .. .. .. .. .. .. .. .. .. .. .. .. .. .127
Project Controls Closeout. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Supply Chain Purchase Order Closeout . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .128
Field Material Management Closeout. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Project Closeout . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .130
GLOSSARY OF TERMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
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INTRODUCTION
The purpose of the Construction-Driven Execution playbook is to provide the entire
project team with an overview of the key concepts required to create a construction-
driven approach to a One Fluor integrated solution.
It provides our construction leaders and leadership, as well as the entire project
team, with an overview of the key concepts, activities and deliverables that should
be applied and completed during all project phases. In addition, the manual
provides best practice examples, references to applicable practices and guidelines
for additional information and clarification. The playbook is intended for use in the
execution of daily project activities from the proposal phase through planning and
initiation, execution and project construction closeout, as well as start-up
and commissioning.
The playbook also addresses Construction’s support responsibilities while in the
home office during the design and procurement phases of a project in addition
to addressing engineering’s support responsibilities of the construction effort in
the field. The playbook should be used in conjunction with the Operating System
Requirements (OSR) and the Project Execution Plan (PEP).
The key to a successful Fluor project is the effective integration of engineering,
procurement and fabrication with the field construction effort. On traditional
public works and similar projects, engineering is completed first, and construction
is awarded based on bids from the final drawings and specifications. However, the
vast majority of Fluor’s project(s) portfolio is executed fast-track, design-build.
From the Client’s point of view, this allows for a shorter overall schedule and earlier
return on invested capital. At the same time, the strategy presents a challenge to
project and construction management, who must continually balance the technical
and execution risks inherent in this approach. Our ability to successfully execute
integrated engineering, procurement, fabrication and construction (EPFC) project
solutions is central to Fluor’s position as an industry leader and differentiates Fluor
from our competitors.

On every project, from the proposal phase onward, the project team must consider
how the project will be built and solicit input from appropriate representatives from
the Construction & Fabrication and Construction Services organizations. The project
must determine how constructability and advanced work packaging (AWP) will be
implemented from project initiation, including who will provide construction input
and establish appropriate plans and budgets.
The site manager is responsible for management of all project construction activities
on the site, as well as the construction support and planning activities in the home
office prior to mobilization. Each project undergoes a series of development phases
from initial conception through completion.
A project is generally divided into five phases. They include:
• Phase 1 – Proposal Development
• Phase 2 – Scope Definition, Preliminary Engineering and Construction Planning
• Phase 3 – Engineering, Procurement and Fabrication
• Phase 4 – Construction/Final Design/Engineering Support for Construction
• Phase 5 – Project Completion, Precommissioning and Closeout
Each phase has a series of key activities and deliverables to be completed with the
support of the site manager (or designee) by the end of the given phase and prior
to initiating the subsequent phase. The following information will help guide the
project team in the development and completion of each of the key activities and
deliverables by phase, as well as provide an overview of the key support functions
that are required to provide assistance.

PHASE 1 – PROPOSAL DEVELOPMENT
The proper start-up of a project is probably the most critical aspect of ensuring the
future success of the project. It is imperative that the groundwork laid out in the
proposal phase be reviewed and expanded upon to the next level of detail in an effort
to define the baseline. Phase 1 generally encompasses:
• Interface with the proposal team and commercial alignment
• Project kickoff and alignment
• Project setup (e.g., integrated framework)
• Early Project Controls activities (e.g., work breakdown structure (WBS), staffing
plan)
• Review of the standard Project Procedures Manual (PPM) to identify any
deviations
• Refining and documenting the project baseline sales team
1. SALES TEAM
Strategy to Win
The purpose of the Strategy to Win alignment session is to review the request for
proposal (RFP) with the proposal team and define the One Fluor integrated solutions
strategy to win the project. The sales lead must engage the regional construction
director (or designee) to lead the Strategy to Win session to drive the construction
execution principles (constructability) from the start of the Strategy to Win to the
close of the bid.
The goal is to establish a construction-driven execution strategy that maximizes
Fluor’s profitability through a fully developed, project-specific integrated solution.
Construction-Driven Considerations
• Include identifying strategies to use integrated solutions
–– Which fabrication yards might be used?
–– What can AMECO provide?
–– Can we use Fluor-Brady services?
–– What is the best labor posture for the project?
–– How can we execute with a One Fluor mentality?
• Define best strategic practices to be implemented

2. PROJECT MANAGEMENT
Business Risk Management Framework
The Business Risk Management Framework (BRMF) is a formalized, systematic
process for identifying, assessing, managing and monitoring business risks on
any Fluor project. Upon completion of the risk review process, the risk data is
systematically entered, developed and historically maintained in the BRMF.
The sales lead has the primary responsibility to lead the BRMF and must engage the
regional construction director (or designee) to participate in the BRMF during the
proposal phase. After project award, the ownership is handed over to the project
director who has the primary responsibility through project closeout. Construction is a
key participant in each risk review and may take the lead role in the BRMF reviews as
the project moves to the field.
• Give sufficient consideration to construction risk
• Survey risk registers from similar projects (similar scope, area and labor
posture) to capture risks that typically get identified later in the project
References
• Practice 000.000.2000 – Business Risk Management Framework Process
Commercial Execution Strategy/Commercial Alignment

The Commercial Execution Strategy (CES) is intended to be developed by the proposal
team to document the commercial details, assumptions and risks associated with the
proposal and reflected in the global pricing model. Commercial aspects include the
project’s as-sold pricing, invoicing requirements, taxes, profitability and functional
systems interfaces to SAP. This document should also quantify the anticipated margin
and be read in conjunction with the Project Execution Strategy (PES).
The strategy is first issued independently during the proposal phase. During the
project initiation phase, the commercial alignment process is used to effectively align
project team members on the commercial aspects of the project.

The CES should be prepared by the proposal manager during the proposal phase and
then updated by the project manager based on the as-sold award, within 30 days of
project award.
The following checklists will be prepared or obtained at project initiation:
• Integrated Framework Alignment Checklist (for projects over $25 million)
• Country Business Checklist for [Country] (as needed)
• Basis of Reimbursement Matrix (as needed)
• Evaluate all proposed commercial advantages completely to identify less
apparent impacts to engineering, material delivery, schedule, quality and
construction installation costs. For example, material cost savings may not
outweigh additional installation costs
• Understand how construction makes money, how late drawings/material
impact construction and profitability, and potential impacts of any rip and
tear clauses in the contract
References
• Practice 000.340.0060 – Commercial Alignment Process
• Form 000.100.F0602 – Commercial Execution Strategy
• Form 630.340.F0062 – Integrated Framework Alignment Checklist
• Form 000.100.F1000 – Project Requirements Checklist Workbook
• Form 000.340.F0064 – Country Business Checklist
Prime Contract Strategy

The contract between Fluor and the Client is perhaps the most important baseline
document that should clearly define Fluor’s reimbursement, liabilities and other legal
issues regarding the project. Careful development and review of the contract terms
are essential.
The sales lead has primary responsibility for the proposal, including contract
negotiations, until contract award or notice to proceed. The project manager and
regional construction director (or designee) should participate in the proposal and
final contract negotiations.

A contract summary is also prepared as a supplemental reference and reviewed with
the project team.
• If the contract is initially an engineering-procurement contract, ensure the
contract lends itself to the addition of fabrication and construction and
continue to push for integrated solutions
• Ensure construction personnel are included for construction input and
constructability reviews even if the contract is only for engineering and/or
procurement
References
• Contract checklist in Sales and Marketing community of KOL
3. ENGINEERING AND CONSTRUCTION COORDINATION

Interface Checklist
The Engineering and Construction Interface Alignment Checklist is a key interface
document to align engineering deliverables with a construction-driven engineering
approach. Construction-driven engineering means starting from a project’s end goal,
using this to build a project’s foundation and path forward.
The three checklists included in the Engineering and Construction Interface Checklist
are:
• The Engineering and Construction Interface Checklist defines a list of activities to
be completed by engineering to fully support a construction-driven approach to
the project and who has responsibility for completing them.
• The Engineering and Construction Deliverables Checklist provides a list of
standard engineering deliverables by discipline that will provide construction
with the minimum drawings and engineering data required to make
construction and ultimately the project successful.
• The Construction and Engineering Deliverables Checklist provides a list of plans
that construction needs to complete to allow engineering to better understand
how they will support the implementation of the construction tools.

The project manager, engineering manager and regional construction director (or
designee) are all responsible for development and administration of the checklists.
The representatives are responsible for making sure that the engineering deliverables
will support constructability, construction work packaging (CWP)/workface planning
(WFP), engineering for construction systems, as well as key work processes from
other functional areas, e.g., Material Management.
The Engineering and Construction Interface Alignment Checklists must be developed
and administered after the Strategy to Win session has been completed. It should be
developed and administered in the following manner:
• The proposed project manager, engineering manager and regional construction
director (or designee) will identify what activities are appropriate based on the
RFP document.
• They should document and include these agreements as part of the proposal
PEP.
• The checklist items will provide a basis of action items that will be carried
through detail design by engineering to support construction’s needs
• Completing the Engineering and Construction Interface Checklist is the first
step in ensuring alignment between engineering and construction moving
forward
• Doing so ensures engineering is supporting its primary Client – construction
References
• Practice 000.100.1070a01 – Engineering and Construction Interface Checklist
• Practice 000.100.1070 – Engineering and Construction Interface and
Alignment
4. CONSTRUCTION
Initial Construction Execution Plan
The initial Construction Execution Plan (CEP) should clearly demonstrate that
the scope of work is well understood and that Fluor’s plan reflects the staffing
requirements, roles and responsibilities specific to the project, activities and
deliverables, means and methods, and tools and systems needed to successfully
construct, test and turn over the project.

The regional construction director (or designee) must develop an initial CEP to be
included in the proposal. The regional construction director may need to draw on
support from a number of resources to develop and submit a complete execution
plan.
During the proposal phase, develop a high-level comprehensive CEP that will provide
the basis for the proposal support team to develop the PEP.
The initial CEP is the primary building block of the PEP and should contain the
following elements:
• Construction sequence or path of construction, influenced by the start-up
sequence
• Construction execution approach (self-perform, construction management,
direct control, etc.)
• Plan for implementation of advanced work packaging/workforce planning
principles
• Development of site quality, HSE and other programs
• Use of modular construction and/or extent of onsite/offsite fabrication, etc.
• Labor strategy and labor sourcing
• Home office construction support during FEED and detailed design
• Constructability program
• Preliminary site team staffing plan
• Site logistics
• Temporary facilities, such as establishment of site offices, housing/camp
Advanced Work Packaging/Workface Planning (AWP/WFP)

AWP is a construction-driven process that adopts the philosophy of beginning
with the end in mind. When implemented correctly, it can greatly improve field
productivity and the predictability of key metrics, such as cost and schedule. AWP is
different from traditional project planning in that it provides a disciplined process for
planning and execution.
The concept of WFP is to break Construction Work Packages (CWP) into smaller,
more manageable scopes of work for a specific crew that have all of the necessary
information, drawings, materials, equipment and tooling necessary to start and
complete the work.

The regional construction director (or designee) on the proposal effort is responsible
for engaging Construction Services to develop an AWP/WFP execution strategy for the
project.
• The decision regarding the use of AWP/WFP principals needs to be made as early
as possible to make sure all groups are working toward creating the required
deliverables.
• They should integrate the AWP/WFP execution strategy with the overall PES,
with a strong focus on the integration of construction with Engineering, Project
Controls and Supply Chain work processes.
• AWP/WFP is a key construction component of a fully integrated project
solution. Implementation of AWP/WFP, a Construction Industry Institute (CII)
best practice, can significantly improve schedule and cost certainty
• To be fully effective, AWP practices should be implemented during FEED
References
• Practice 000.100.0510 – Workface Planning Construction Work Packaging
• Practice 000.100.1070 – Engineering & Construction Interface & Alignment
• CII IR272-2, Vols. 1-3 – Advanced Work Packaging Best Practice
5. HEALTH, SAFETY & ENVIRONMENTAL

Health, Safety & Environmental Plan
A site-specific Health, Safety & Environmental (HSE) plan is an overview of how the
HSE program and procedures will be implemented. HSE plans are typically 50 pages
or fewer. Modification of the Health, Safety & Environmental Management System
– Execution Practice is the preferred method to develop the site-specific HSE plan.
However, the HSE section of the PEP can be considered the site-specific HSE plan.
The regional construction director (or designee) and Corporate HSE are responsible for
developing the HSE Plan.

• Implement safety program
• Require personal responsibility and accountability for HSE management
• Incorporate the highest recognized HSE standards into engineering, design
and work processes implemented at all of Fluor-managed workplaces
• Adopt other recognized standards and relevant statutory provisions as the
basis upon which Fluor develops its own high standards
• Provide effective training, efficient communication and continuous
performance review within the HSE Management System
• Establish and monitor HSE project performance targets for Client project
workplace, by the use of audits, toolbox meetings, Job Safety Analyses (JSAs)
and Safety Task Assignments (STAs)
References
• Practice 000.653.0020 – Health, Safety & Environmental Management
System – Execution
• Form 000.653.F0100 – Job Safety Analyses (JSAs)
• Form 000.653.F0101 – Safety Task Assignments (STAs)
• U.S. Occupational Safety and Health Administration (OSHA)
• International Organization for Standardization (ISO) 14001
• Occupational Health and Safety Advisory Services 18002
• International/regional/local safety regulations as applicable depending on
project location
6. INDUSTRIAL RELATIONS
Area Labor Market Analysis/Labor Posture Letter
The area labor market analysis (ALMA) will help determine and recommend the
appropriate required labor posture and assess the overall construction contracting
environment of a given project.

A letter will be issued to site management to document the specific labor posture
recommended as most appropriate for the project.
An ALMA should be requested from Industrial Relations (IR) by the regional
construction director (or designee) through the submittal of an ALMA request form.
IR will compile the ALMA and draft the labor posture letter.
• Appropriate labor posture required
• An area labor climate assessment
• Overview of craft licensing and training requirements
• Economic overview of the region
• Fluor wage recommendation
• Identification list of competing projects
• Availability/shortages of key craft in area (welders, pipefitters, etc.)
References
• Industrial Relations Connections Page – ALMA Request Form
7. PROJECT CONTROLS AND ESTIMATING

Project Controls Plan
The Project Controls Plan identifies the controls and estimating execution strategy
to support the overall CEP. The Project Controls team lead will develop the Project
Controls Plan and proposal construction schedule and estimate with input from
project management and the regional construction director, all of whom must
approve the finalized plan.
In addition to the plan, the proposal schedule and estimate are developed by the
Project Controls team. These documents will be further developed during later stages
of the project to become key baseline documents:
• Project Controls Checklist of Services

• Project Controls Activity Plan
• Project Controls Execution Strategy
• Project WBS
• Project Chart of Accounts
• Project EPFC schedule
• Cost estimate (including directs, indirects and construction support)
• What data does construction need to be collected, controlled and monitored?
• What construction reports are required and with what frequency?
• What site project controls resources are necessary to support the CEP?
• How will progress be measured?
• What needs to be done to integrate AWP/WFP into project controls
procedures, schedule, progressing and cost control?
• What is the proposed path of construction?
• The indirect field cost should consider the following at a minimum:
–– Temporary construction facilities/camps
–– Construction and temporary utilities
–– Construction services and supplies
–– Construction management field staff
–– Construction equipment
–– Field office material/services and testing services
–– Small tools and consumables
–– Heavy-lift cranes
–– Field staff turnaround
–– Busing
–– Nondestructive Examination (NDE)

References
• Practice 000.100.0040 – Project Commercial Baseline – Binder Go-By
• Practice 000.300.0016 – Standard Chart of Accounts (SAP)
• Practice 000.051.0100 – Sales & Marketing Toolbox/Proposals & Quals
Preparation
• Practice 000.300.0050 – Project Controls Reference Systems
• Practice 000.100.0040 – Project Commercial Baseline
• Practice 000.300.0130 – Risk/Contingency Management
• Practice 000.320.0100 – Planning and Scheduling
• Practice 000.330.0100 – Work Breakdown Structure
• Practice 000.330.1010 – Cost Reporting
• Practice 000.340.0060 – Commercial Alignment Process
• Form 000.300.F0072 – Activity Plan: Project Controls
8. SUPPLY CHAIN
Material Management Plan/Contracting Strategy
The Material Management Plan describes the high-level functions, requirements, and
strategies for forecasting, controlling and reporting the project material management
scope of work. The project material manager (PMM) and/or project purchasing
manager develop the initial Material Management Plan and strategy matrix with
input from the regional construction director (or designee). The plan should include:
• Strategies for each material management discipline
• A detailed material responsibility matrix
The preliminary Project Contracting Strategy determines if/how/when/where
contracts will be developed. The amount of detail included in the plan will vary
based on the size, complexity and requirements of the projects. The initial Project
Contracting Strategy should be developed by the contracts manager in conjunction
with the engineering manager, the regional construction director and the project
manager, all of whom must approve the finalized plan.

Materials
• How will material control and planning integrate with requirements of
AWP/WFP?
• Ensuring the right material and equipment are being issued and staged to
meet construction schedules and WFP requirements
• Strategic Sourcing. Have we considered additional risk to the construction
schedule? Have we included dedicated personnel within shops as part of cost
comparison?
• Purchasing. Have we considered max/min containers onsite for bulks? Do we
need to support a more responsive site purchasing program?
• Logistics/Expediting. How to provide efficient, low-cost transportation,
security and storage of material to and within construction sites? Have we
identified sufficient expediting resources at supplier shops and fabrication
yards? Have we identified opportunities for radio frequency identification
implementation to improve material handling and control?
Contracting strategy
• What are Fluor’s self-perform construction opportunities on the project?
• What are the qualified construction contractors in the area?
• What are the prevailing or traditional labor conditions at the work location?
• What are the performance and safety records of potential contractors located
in the area of the work or with a history of working in that area?
• What contracting strategy best supports the construction schedule?

References
• Practice 000.400.0700 – Material Management Organization, Roles and
Responsibilities
• Practice 000.410.1920 – Material Management Control Level Schedule
• Practice 000.410.1930 – Project Material Management Alignment
• Practice 000.410.1970 – Performance Measurement
• Practice 000.430.1201 – Project Contracting Plan
• Practice 000.430.0503 – Construction and Contract Management Interface
• Practice 000.430.0502 – Contract Management and Project Controls Interface
• Practice 000.430.1211 – Preparation of Project Execution Plans and Project
Procedures
• Practice 000.470.1200 – Field Material Management Plan
• Form 000.410.F1101 – Project Proposal Support Options
• Form 000.410.F2920 – Material Responsibility Matrix
• Form 000.410.F2921 – Material Responsibility Matrix – Modular Work
• Form 000.430.F0072 – Activity Plan Contract Management
• Form 000.410.F0072 – Activity Plan Material Management
• Form 000.470.F0072 – Activity Plan Field Material Management
• Guideline 000.400.0701 – Project Material Management Typical Organization
Chart
• Guideline 000.410.1900 – Material Management Project Start-up

PHASE 2 – SCOPE DEFINITION, PRELIMINARY ENGINEERING
AND CONSTRUCTION PLANNING
The preliminary engineering phases complete the new facility’s functional
requirements or schematic design. This phase is sometimes called front-end
engineering and design (FEED) or front-end loading (FEL).
The preliminary engineering schematic design usually includes general site layouts,
overall process flow diagrams, mechanical flow diagrams, and process datasheets on
all process and utility equipment. This finite set of critical elements (deliverables) of
the schematic design will change with the industry being considered.
Considerable construction execution influence and thinking must go into the
feasibility and broad-scale planning of the new facility. Engineering and supply chain
efforts in Phases 1 and 2 lay the groundwork for a successful, productive construction
site. Construction input and constructability reviews have a major impact in reducing
the Total Installed Cost (TIC) of the project.
Alignment Process
The alignment process is a standard framework intended to establish an agreement
among parties on the roles, responsibilities, objectives and work processes for
the scope of work. From the beginning of a project, alignment and team-building
sessions lay the groundwork for increased interpersonal relationships, promote
effective and efficient communications, streamline work processes, and heavily
promote a construction-driven mindset.
The project manager is responsible for leading the alignment process. The site
manager shall be a mandatory participant for all EPC projects. Results from alignment
sessions can include:
• Communication of stakeholder business drivers
• Clear definition of roles and responsibilities of owner and/or contractor
organizations
• Key result areas for project success are defined and agreed to by participants
• Priorities among cost, schedule, safety and quality are agreed to and
communicated
• Definition and understanding of communication channels and authorities
• Define the discipline data requirement

• Ensure project team understands roles and responsibilities in supporting a
construction-driven execution mindset
• Use this opportunity to ingrain in the team a construction-driven focus
• Always asking the simple question: “How will this impact construction?”
• Project manager to ensure that site manager is part of approval/signature
process for all change notices, contracts, purchase orders and job bulletins
References:
• Practice 000.100.1655 – Alignment Process
• Practice 000.100.0060 – Standard Project Procedures Manual;
Section 2.1, Project Kickoff and Alignment
• Form 000.100.F0611 – Agenda for Internal Kickoff/Alignment Meeting
Business Risk Management Framework (BRMF)

The Fluor BRMF is a formalized, systematic process for assessing, managing and
monitoring Fluor’s business risks (both project and nonproject related risks). This
process is an integral part of the Fluor work process and the way we manage our
business.
As per the OSR, the project manager is responsible for reviewing the BRMF on a
quarterly basis (or more frequently if circumstances dictate) using the BRMF website.
The site manager must participate in BRMF reviews.
• Identify and assess project risks and their impacts. The risk list is an
indispensable list that acts as a thought stimulator and promotes a
common/standard risk language.
• Establish a risk event contingency fund.
• Consider engaging off-project personnel who have executed site projects
similar in scope, location, Client and geographic conditions

References
• Practice 000.000.2000 – Business Risk Management Framework
• Practice 000.000.2020 – Identifying Corporate Risk Projects
• Practice 000.000.2030 – Risk Event Contingency Management
Interface Management Plan

Interfaces occur during every phase of a project and in a variety of forms. The
Interface Management Plan describes the methods and strategy for identifying,
resolving and managing internal and external interfaces on a project.
The project manager shall assign an interface manager to lead the Interface
Engineering and Supply Chain efforts in the home office. For EPC projects, a
construction interface coordinator will be required throughout the construction phase
to act as the focal point for interface activities in the field. The interface manager will
develop an Interface Management Plan with a well-defined transition to site.
• The interface management function must adapt to suit the home office and
construction site needs
• A clear construction focal point for interface related issues must be
established during FEED and maintained throughout the duration of the
project
• Internal interfaces involve disciplines or groups within the same organization.
Clearly defined internal interfaces are critical to a highly construction-driven
project
References:
• Practice 000.100.1510 – Interface Management Practice
• Practice 000.200.0701 – Format and Implementation of Project Interface
Practices
Modularization
Modularized facilities offer a shorter construction schedule, better quality control at a
lower cost, greater opportunities for completing the project on time and opportunity
for significant capital cost savings.

The project manager must contact the Modular Solutions team to perform a module
strategic analysis. This high-level evaluation will determine the initial philosophy,
which can be expanded further into a detailed modularization strategy.
• Modularization may be advantageous when any of the following project
conditions exist:
–– Remote site location
–– Adverse weather conditions at the site
–– Short supply of local skilled craft labor
–– Short supply of construction equipment and small tools
–– Greater labor efficiency or lower labor rates available at an outside
fabrication yard
–– Insufficient local infrastructure to support a large labor force
–– Suitable transportation and receiving and handling facilities available for
modules
References:
• Practice 000.516.0000 – Modularization Planning Guide in KOL
2. ENGINEERING
Model Attribute Labeling
It is imperative to check data consistency within the 3D model to verify that the
data attributes correlate with data within the discipline database. The reference
database engineer will generate reference data conflict reports. These reports
show discrepancies between piping and electrical components in the model versus
components in the reference database. The attribute format also needs to be verified
across all work fronts to confirm that data is consistently following a common format.
This also applies to any subcontract engineering model data.
The engineering manager, lead piping engineer, discipline application specialists, and
regional construction automation lead should all meet and align on what tools will be
used for construction and the data format and attribute requirements.
Key deliverables include:
• Hold a meeting to align on data requirements for construction automation tools

• Prepare conference notes to document tools, data requirements, action items
and responsible persons
• For Fluor’s construction automation tools to function properly, all engineering
data imported into them must be in the same format. Verify all data checks
have been completed against the 3D model and the active project databases
3. ENGINEERING AND CONSTRUCTION COORDINATION

Interface Alignment Checklist
The checklist developed during the proposal will be administered a second time. The
checklist is to be reviewed by the assigned project manager, engineering manager
and site manager (or designee). Using the proposal checklist as a reference for
discussion, the checklist is administered a second time and approved.
The second issue of the checklist is included in the appropriate section of the PEP.
Based on agreements documented in the checklist, an estimate is prepared, reviewed
and approved by management. A budget, staffing plan and resources are then
allocated to make sure that agreements are implemented.
Special focus is to be paid to the construction system planning engaging the
engineering, regional construction automation lead, project information manager
(PIM), discipline application specialists, piping lead and construction engineering
manager (CEM).
• Based on agreements documented in the checklist, an estimate is prepared,
reviewed and approved by management. A budget, staffing plan and resources
are then allocated to ensure that agreements are implemented
• Define the engineering numbering format
• Define the data integrity philosophy
• Define the data format
• Define the discipline data requirement

• Keep in mind that engineering and supply chain are key drivers in
construction productivity
• Ensure drawings are completed per schedule with no holds
• Ensure POs are placed with delivery dates to meet or beat required onsite date
• Checklist should be the basis of an action plan list for engineering and
construction to make sure all agreements are adhered to
• Plan for biweekly construction-focused, mini-model reviews as these have
been proven to drive out constructability details over the life of the project
References:
Advanced Work Packaging Alignment

During the scope definition and conceptual engineering phase of the project, the
project team must align on AWP project requirements and continue to refine an AWP
strategy. For an AWP system to be effective, several things are required, including a
well-organized project structure, strategic early planning, effective project controls
systems, and established document control and material management systems.
The project manager is responsible for mobilizing the WFP manager to the project
early to complete the key deliverables. The project manager, construction manager
and field material manager (FMM)/field purchasing manager (FPM) are responsible
for meeting the WFP requirements and developing a strategy to have the engineering
deliverables and materials completed and available in time to support construction.
• Assign AWP/WFP manager to the construction group
• Identify AWP requirements stated in the prime contract
• Prepare AWP/WFP organization chart
• Prepare AWP/WFP staffing plan (approximately one planner for every 50 - 100
craft)
• Prepare AWP/WFP estimate
• Mobilize AWP/WFP staff

Once mobilized the AWP team will:
• Develop CWP list
• Develop CWP installation sequence plan (release plan)
• Determine work packaging automation data requirements to support AWP/WFP
strategy, e.g., SmartPlant® Construction (SPC), MaterialManager® (MatMan),
and MileMarkerSM
• Align with engineering and procurement regarding data sourcing, formatting
and timing requirements
• Ensure that all the leads understand what they need to do to support the
AWP efforts
• EWP/CWP release plan to follow path of construction
• Discipline WFP leads to integrate with design discipline counterparts
References:
• Practice 000.100.0500 – Advanced Work Packaging (under development)
• Practice 000.506.0000 – Constructability Manual (under development)
• Practice 000.200.0935 – Constructability Process
Construction-Focused Business Risk Management Framework

(BRMF)
A. Risk Management Process
Fluor’s disciplined, methodical and comprehensive risk management approach will
help to make sure that preventive measures are implemented as soon as possible.
Such a process can be segmented into four effective phases:
• Risk Identification. The identification stage begins with a brainstorming
session to thoroughly visualize the risks and start listing opportunities.
Corporate Risk will review the project in detail and forecast all risks that may
arise to threaten success. A user-friendly database is used to prompt the areas of
risk and then record every risk identified.

• Risk Analysis. After identifying potential risks, focus is given to the assessment
of all known risks. These known risks are then prioritized to identify where to
focus the mitigation efforts. Two factors may be used to prioritize risk – the
probability of the risk occurring and the impact to the project and its associated
companies (if the risk does occur).
• Mitigation (Response). Financial institutions may be required to reject
the investment, buy insurance or follow some other direct method (such as
hedging). Owners could decide not to proceed or to transfer risks identified to
others – partners, contractors or both.
• Fluor, in its risk mitigation, actually identifies action to be taken, assigns
people/company to the task, and sets times for implementation. The
assignment of risk is to the organization that is most capable in managing the
risk. These plans are reviewed and agreed upon by the project, operations and
management personnel, as well as Fluor’s Corporate Risk group.
• Fluor must have contingency plans for some of the unusual or external risks
that could appear. An example might be obtaining alternate labor sources
from different countries. The thinking must extend beyond normal risks. The
mitigation stage is also the time to document what actions are required to
promote the opportunities identified.
• Risk Management. During the prospect evaluation, listing major risks may
be enough. However in later phases of execution, specific forms that organize
the detailed risks, action plans, responsible parties and (if required) risk events
contingency calculations are more useful.
B. Two Types of Contingency

• Estimate. Monetary value allocated to the project budget to cover inaccuracies
in the project estimate
• Event-driven. Monetary value allocated to the project budget to cover costs
associated with risk events
Participation in the project risk review is done by all project disciplines including the
site manager to:
• Determine project risks
• Determine the probability of the risks
• Determine mitigation for risks
• Update the project risk register
• Assign contingency

• The risk management process must include participation from as many
applicable construction personnel as feasible, to include those familiar with
the project as well as those familiar with the type of project or region
References:
• Practice 000.000.2000 – Business Risk Management Framework Process
4. CONSTRUCTION
Construction Staffing Plan
The Construction Staffing Plan will identify the key staff positions that will be
required to manage the project and identify and plan for the additional indirect staff
positions that will be required to support and plan the project in the home office. The
site manager will work with the construction functional managers to determine the
amount of staff needed to complete the scope of work in the field.
The team should thoroughly review the prime contract to determine personnel and
any special requirements that could impact the number of staff that a Client may
require to be included on the project. Examples include the ratio of safety personnel
required per the number of craft and the ratio of weld inspectors required per the
number of welders. Deliverables include:
• Field Staffing Plan
• Site Organization Chart
• Home Office Construction Organization Chart
Ultimately the site manager is responsible for developing the Construction Staffing
Plan and the Construction Organization Chart.
The amount of construction personnel required to manage and support the project is
dependent upon a number of factors/activities including:
• Size of the project
• Execution approach (CM vs. self-perform)
• Contract type (lump sum vs. reimbursable)
• Prime contract requirements
• Project complexity

• Country or region
• Schedule (planned progress per month)
• Craft skill level
• Hold, witness and inspection requirements
• Testing (construction and precommissioning)
• As-built deliverables requirements
• Project documentation requirements
• Vendor preservation requirements
• Vendor surveillance plan
• Offsite fabrication locations
• Ensure construction office representatives are actively involved in all office
engineering reviews and approvals that have direct construction impact
• Develop a calendar of office engineering activities to ensure the correct
construction representatives attend and provide input
Detailed Construction Execution Plan (CEP)

The site construction effort represents a large part of the project cost, and the way the
effort is executed has a significant influence over the ultimate cost and completion
date of the project. A key function of the construction organization must therefore be
the effective planning, scheduling and sequencing of the work as well as the efficient
use of methods, techniques, tools, equipment and qualified workforce to perform the
work as described in the following plan.
The detailed CEP should be built upon strategies outlined in the initial CEP in the
proposal. The CEP will provide a summary of the scope of construction and the
execution approach to completing the work.
The construction execution section of the PEP will:
• Provide an overview of how Fluor will execute the work
• Provide the specific strategy and framework for how the project will be
constructed
• Integrate the construction effort into the engineering, procurement and
contracting of the facility

• Demonstrate a Baseline CentricSM approach
• Use the construction team’s knowledge and experience to control costs
and achieve the project’s schedule, quality and safety objectives during the
construction of the facility
The site manager is responsible for developing and issuing the CEP and will draw
on support from a number of resources, such as construction engineering, material
management and superintendents, to develop and submit a complete execution plan.
The plan should clearly demonstrate that the scope of work is well understood and
that Fluor’s plan reflects the staffing requirements, roles and responsibilities, activities
and deliverables, means and methods, and tools and systems needed to successfully
construct, test and turnover the project.
• Identify the key strategic best practices that will be implemented for this
project, such as safety, scaffolding, excavations, etc.
References:
• Practice 000.100.0010 – Standard Project Execution Plan (PEP) Go-By for
Studies/Small Projects
• Practice 000.100.0050 – Standard Project Execution Plan (PEP) Go-by for
Large Projects
A. Organization and Responsibilities

The plan should provide a site Organization Chart and Staffing Plan, as well as an
overview of the key construction personnel positions and responsibilities that will be
required to execute the project.
The site manager has overall responsibility for assigning responsibilities for the field
organization at the site, ensuring that field operations are conducted according
to the contract, and that commercial opportunities for Fluor are maximized. The
Organization Chart should reflect the hierarchy, communication and reporting
between the office(s) and site.

• Plan for home office personnel to join field team; identify candidates early
• Plan for home office construction support through 90% model review
• Plan for on-boarding key site management personnel in FEED and carry
through preliminary engineering
B. Craft Qualification/Certification Plan Overview

For self-perform construction projects, Fluor provides testing and certification for
skilled craft, supervisors and welders. This should include the testing and certification
process for all field supervisors. Modifications or special procedures shall be done via
consultation with Fluor’s Corporate Welding department. All welder testing shall be
performed per the corporate welding standards or project-specific welding manual.
The site manager (or designee) will consult Craft Services, HR and Construction
Services/Construction Welding to develop an overview of how Fluor will hire, qualify
and train craft.
• Early engagement of Construction Services Welding group
• Welder qualification methods shall be deliverable based
C. Heavy-Lift and Transportation

Cranes and rigging used on Fluor projects will be supplied either by AMECO or a crane
rental vendor depending on the size/capacity. Placement of all heavy equipment and
vessels will be performed by the heavy-lift and transportation contract and will be
coordinated with all other site activities.
The site manager (or designee) is responsible for working with the Construction
Services Heavy-Lift and Onsite Transport group to develop preliminary heavy-lift
plans and study crane types, numbers and sizes needed for the project.
• Preliminary heavy-lift plans
• Preliminary heavy-haul studies
• Equipment plan histogram

• Integrate rigging engineers early during plot plan development
• Ensure coordination between logistics and onsite transportation
• Identify automation tools to aid in preparing lift plans and transport studies
D. Welding Plan Overview

The Welding Plan Overview will provide information on the weld processes and
procedures that may be used for the project. All welding will be performed in
accordance with Fluor’s welding manual.
The site manager (or designee) shall contact the Corporate Welding group to assist
the project by developing a comprehensive welding manual during the EPC phase of
the project.
The key deliverable is to develop a welding execution strategy.
• Define golden or closure weld requirements
• Consider automatic/semi-automatic for Outside the Battery Limits (OSBL) and
large-bore pipe welding
• Welding (stamped or not stamped) per American Society of Mechanical
Engineers (ASME) and National Board Inspection Code (NBIC) which relates
to the national boiler pressure codes, will meet the requirements of the Client
discipline engineering practices, Fluor’s Quality Control System Manual –
boiler and pressure vessel code, and Fluor’s Welding Manual
• The target for field weld reject rates for all projects is 4% to 6% on all types of
materials, using all welding processes
• The site manager (or designee) and a Fluor Corporate Welding representative
shall discuss strategies to achieve target field reject rates
References:
• Practice 000.512.0010– Corporate Welding Manual

E. Craft Training and Recruitment
Craft Services provides best-in-class solutions in the following areas of expertise: craft
compensation, craft recruiting and craft workforce development and training. The
craft workforce strategy will provide a project overview for how Fluor will recruit, hire,
train and retain project craft.
Craft Services is responsible for working with the site manager (or designee) to
provide a project craft workforce strategy.
Craft Services can provide an overview that describes the keys to recruitment
and retention of craft which include how we will do the following:
• Maintain market competitive wages and incentives
• Aggressively recruit skilled craft
• Retain existing craft resources on projects
• Expand corporate commitment to skilled craft training
• Review per diem and housing requirements
F. Systems Completion and Turnover Plan

The Systems Completion and Turnover Plan should cover the precommissioning,
data management and turnover services through the construction phase and up to
the final mechanical completion, including the transfer of care, custody and control
(TCCC) by the Commissioning group. The approach, methods, activities and tools
that will be used for the project should be clearly explained so that they address the
proposal requirements.
The site manager (or designee) must work with the Construction Services Turnover
& Commissioning group to make sure that they have sufficiently understood the
turnover and commissioning scope and Fluor’s involvement.
A plan should be developed and included in the construction execution write-up,
which addresses how Fluor will install, test, turn over, commission and assist with
plant start-up.

• Develop mechanical completion roles and responsibility matrix
• Need to engage the Client to determine the start-up sequence (begin with
the end in mind)
• Develop preliminary system P&IDs and work with process to determine how
system boundaries will be maintained and incorporated into the project
P&IDs
References:
• Practice 000.100.0050 – Standard Project Execution Plan (PEP) Go-by Section
16
• Practice 000.507.0020 – Construction Turnover Manual
• Practice 000.507.0010 – Mechanical Completion Roles and Responsibility
Matrix
Advanced Work Packaging Planning

WFP is the construction portion of the AWP process and provides rigorous planning
to ensure the work is executed in an organized, sustained and effective construction
effort within distinct construction work fronts.
The identification of construction work packages (CWPs) becomes one of the key
building blocks of the project planning effort. The priority of CWP execution will drive
both engineering work package (EWP) and installation work package (IWP) planning
and execution.
The WFP manager, Project Controls manager, FMM/FPM, project manager and site
manager must all align on the project plan, roles and responsibilities and AWP/WFP
execution strategy.
• Develop an AWP execution plan
• Define boundaries of CWPs
• Determine discipline work packaging scope (i.e., CSA, piping, electrical, etc.)
• Alignment with construction, engineering and purchasing (or supply chain if this
includes contracts)
• Determine automation tools to be used

• Consider the impact of the following in your AWP Planning:
–– Self-perform or construction management
–– Number of contractors, expected contractor scope and contractor
coordination requirements
–– Capabilities of contractors regarding work planning and control
–– Construction site location-specific requirements
–– Onsite and offsite fabrication approaches
–– Turnaround or turnaround-like events in scope
–– Scope of modularization
–– Client/facility requirements for turnover/precommissioning or
commissioning and start-up
• Define the target size for field installation work packages (FIWPs) and/or
CWPs, may vary by discipline
• Reach out to other disciplines to carefully evaluate selection and
implementation of automation tools to ensure compatibility with SPC
References:
• CII IR272-2, Vols. 1-3 – Advanced Work Packaging Best Practice
Equipment Plan
On self-perform projects, Fluor is normally responsible for providing construction
equipment, transportation, scaffolding, shoring and tools for construction.
Construction equipment is defined as an item that requires skilled labor to operate
and maintain.
Consumable supplies such as lubricants, rags, hand cleaner, rope, etc. are also needed
for construction and are used up during the course of the project. Subcontractors
typically provide their own construction equipment and tools; they are usually
self-sufficient.

Fluor’s preferred supplier for construction equipment, tools and consumables is
AMECO, a Fluor subsidiary, and on reimbursable projects their participation should be
encouraged. Lump-sum projects will ordinarily rely on AMECO for these services.
The site manager has responsibility for preparation of a detailed project plan for
construction equipment and for determining an alternate source of supply from
AMECO if the prime contract dictates the necessity for competitive bids and approves
selection of the equipment suppliers.
The site manager is responsible for:
• Preparation of a detailed Construction Equipment Plan, including a specific
description of each piece of equipment and the intended duration on the project
• Selection of an equipment supplier for the project, preferably AMECO
• Be sure to address specific requirements of the prime contract
• For international projects, there may be import restrictions and re-export
considerations
Temporary Facilities/Utilities Plan

The site manager has responsibility for planning and managing installation of all
temporary facilities. Engineering may be asked to support this effort with layout
drawings and/or material takeoffs. The project manager has responsibility for
including cost of these facilities in the project budget as indirect field costs and
verifying compliance with the contract and budget. On some projects, the Client is
responsible for supplying temporary facilities or services, for example, firewater for
hydrostatic testing, use of the plant air system, parking areas, etc.
The Construction Execution Manager (CEM) will assist the site manager or
construction manager to develop a Temporary Facilities Plan and provide project
estimators with the details for the scope of services/facilities for the indirect portion
of the budget estimate. This effort includes identifying and locating:
• Field office requirements and location
• Office and construction trash/debris collection and removal
• Man camp facilities (if required)
• Man camp support (food services, laundry, transportation, etc., if required)
• Clock alleys (electronic timekeeping)

• Fabrication shops
• Lunch facilities
• Craft parking and maintenance
• Craft change areas
• Site logistics
• Site vehicle requirements
• Temporary roads and maintenance
• Temporary power and utilities (water supply, sewage, etc.)
• Telephone/electronic data requirements
• Temporary fencing
• Heavy-haul routes
• Field material warehouse and laydown areas
• Construction equipment storage and maintenance
The site manager, project manager, construction manager, CEM, engineering
manager, contracts manager and engineering disciplines are all responsible for
supporting this effort.
• Temporary Facilities/Utilities Plan
• Temporary facilities scope of work
• Temporary facilities estimate
• Temporary facilities design documents
Construction Engineering Support

The construction engineering function’s primary responsibility during premobilization
planning is to provide constructability support to construction operations and site
quality program.
The site engineering manager shall facilitate the following:
• Develop a site construction engineering organization chart
• Plan for mobilization and create checklist
• Plan for temporary facilities (including man camp design and development, if
required)
• Identify modularization, skid assemblies and pre-assembly requirements

• Perform heavy-haul and heavy-lift planning
• Develop construction activities for an integrated EPC schedule
• Support the estimate with detailed indirect estimate components
• Develop job descriptions for discipline construction engineers
• Participate in turnover system planning and definition
• Participate in WBS definitions
• Participate in CWP definitions
• Participate in the development of construction sequence planning
• Prepare plans for test packages and turnover records
• Develop construction/turnaround work package strategies
• Assist Material Management in the development of a Material Responsibility Matrix
• Assist Contract Management in the preparation of the Project Contracting Plan
The primary goal of a project Constructability Program is to promote a focus on
delivering the lowest capital cost facility and support an integrated project team
based on the requirements of the PEP with:
• Quality goals
• Schedule savings
• Cost-reduction goals
• Safety goals
The project Constructability Program will establish specific goals that add value to the
program in the form of:
• Enhanced safety
• Cost control
• Improved schedule
• Improved operation
• Improved maintenance
• Minimization of adverse environmental impact
• Involvement of all project team members as active participants and contributors
• Inclusion of constructability as an integral part of the project culture and the
work processes governing the project
• Assurance that results are tracked in utilization of the constructability log, that
these are measured, and that contributors to this process are recognized for their
input

The following specific activities will be produced in Phase 1 of the Constructability
Program:
• Implement Constructability Log
• Provide input to plot plan development
• Establish construction techniques and methodologies
• Constructability studies – installation and testing
• Plan a constructability kickoff meeting to provide an overview of the
Constructability Program and details of specific goals and deliverables along
with a preliminary schedule
• Establish construction interfaces and verify the requirement for construction
participation at all constructability reviews
• Constructability is facilitated by construction, but the most effective
Constructability Program requires involvement from all parties and all
engineering disciplines. Checklists are available for review and use by all
members of the project team
References:
• Practice 000.506.0000 – Constructability Manual (under development)
• Practice 000.200.0935 – Constructability Process
Rigging
Project heavy-haul and rigging studies will be produced and will include all details
to clearly define the project requirements for receiving from either a land carrier or a
seagoing vessel at the designated location. The studies will also include transporting,
positioning and offloading at the designated location the items specified as
heavy-haul items and that will be installed onto permanent foundation(s) at the
construction site.
The site rigging engineer will be responsible for developing the project-specific
rigging and lift procedures to include:
• Heavy-haul requirements
–– Permits/local authority requirements/Army Corps of Engineers
–– Route impact analysis/route studies
–– Road/bridge condition analysis

• Crane requirements
–– Onsite testing and inspections
–– Lift classification determination: non-critical or critical lifts
• Rigging requirements
–– Client specifications
–– Design standards for rigging
• Lift plan requirements
–– Company policy compared to Client policy
• Support development of construction execution strategy
• Modularization of equipment and structure
–– Transportation limitations
–– Identify opportunities for modularization
• Determine crane needs to support project-wide lifting requirements
–– Site walk down
–– Identify heavy-haul/lift contractor(s) for budgetary estimate
–– Identify long-lead items
• Participate in site and unit plot plan development reviews
–– Preliminary crane locations
–– Transport routes
–– Fabrication areas
–– Vessel/equipment dress-out areas
–– Identify utility interferences
Site Administration
The site services manager shall create the Site Administration Plan which should
address the following information:
• Administrative services
–– Project space and planning
–– Office furniture and equipment
–– Administrative personnel and clerks
–– Reprographics
–– Office supplies
–– Mail and courier services

–– Phones
–– Cell phone usage
–– Server network
• Administrative control activities
–– Site communications and setup
–– Correspondence to Client
–– Site conference notes
–– Trip reports
–– Job bulletins
–– Numbering format of site communications
–– Issuing and storing job bulletins
–– Organizing project documents
–– Post office box and mail distribution
–– Authorized signature list
–– Organization chart
–– Bulletin boards and postings
–– Forms and management
–– Business travel
–– Expense reporting
–– Overtime authorization
–– Timesheets
–– Vacation schedule
The Site Services Plan is to be issued for inclusion in the overall CEP.
Field Human Resources (HR) Plan

The Field HR Plan is a complex, multifaceted system designed to support the needs
of both management and employees. A project-specific plan should be developed for
each project to comply with Fluor policy and local regulations.
The plan should address the following information:
• HR responsibilities
• Practices
–– Approvals of craft employment/terminations/rate increases
–– Approvals of salaried employment/terminations/rate increases

–– Craft hiring process
–– Salary hiring process
–– Termination process
–– Medical leave of absence
–– Employee discipline
–– Rehire practice
–– Craft per diem guidelines
–– Salary per diem guidelines
–– Per diem proof of resident acceptable documents
–– Address changes for per diem guidelines
–– Craft promotions
–– Salary promotions
–– Craft compensation
–– Salary compensation
–– Adverse weather
–– Craft jury duty
–– Salary jury duty
–– Orientation/training pay
–– Craft skills training
–– HR/training facility
–– Employee relations
–– Community relations
A field HR manager is responsible for issuing a plan that should be included in the CEP
prior to mobilization to the site. The field HR manager should refer to Fluor’s Field HR
Practices Manual.
The project’s field HR lead has the primary responsibility for developing the Field HR
Plan with the support of the business line HR representative.
The Field HR Plan is to be issued for inclusion in the overall CEP. The field HR manager
should refer to the reference documents while developing the project-specific plan.
References:
• Fluor Field Human Resources Practices Manual (under development)
• Form 000.600.F0002 – Human Resources Project Plan Checklist

Construction Mobilization Checklist
The Construction Mobilization Checklist is used by the construction functional
managers, as well as the site manager to identify and complete items that should be
completed prior to mobilization to a project site. It is also an audit tool that is used by
Corporate Quality Assurance to gauge the readiness of the project construction staff
to mobilize to the site.
The site manager (or designee) is responsible for reviewing the checklist and ensuring
that each item related to their discipline has been addressed based upon the scope of
the project and the execution strategy. The site manager should complete and status
all relevant items on the Mobilization Checklist.
References:
• Form 000.509.F0951 – Construction Mobilization Readiness Audit Checklist
Construction Services/Support
A. Performance Solutions
Performance Solutions enlists performance engineers to work with their teams to
identify and quantify WPIs for their projects. Performance Solutions will work with
project and construction management to finalize the scope of services for their
projects.
Performance Solutions representative duties in this phase can include the following:
• Coordinate the scoring of CII’s 10-10 Program
• Coordinate implementation of the CII Best Productivity Practices Implementation
Index (BPPII) – a tool designed to help managers and superintendents plan
productivity enhancing jobsite activities

• Perform an activity analysis to evaluate current work processes to enable
effective, efficient and safe workforce performance. Identify any work process
improvement (WPI) opportunities
• Provide the latest plot plan and local area information to the Performance
Solutions team to ensure the logistics study is optimum and accurate
• Determine to what extent the value awareness program will be implemented
on the project
• Review project metrics, goals, progress and actions to assure all the project
team members focus on a single set of project goals/objectives
• Engaging Performance Solutions in Phase 1 can help site management and
project management to develop effective processes and an efficient jobsite
that can yield improved time-on-tools numbers
References:
• Practice 000.100.0050 – Standard Project Execution Plan (PEP) Go-by Section 16
• Practice 000.507.0010 – Mechanical Completion Roles and Responsibility
Matrix
In this phase, Performance Solutions can help site management prepare a conceptual
site logistics study to identify and address:
• Movement and traffic flow of people on and within the site (e.g., busing, site
access, egress)
• Material and equipment/tool logistics (including receipt of material, location
and flow of material and equipment to work areas)
• Equipment scheduling and utilization
• Location of temporary facilities, parking, lay-down yard, warehouse, lunchroom,
clock alleys, etc.
• Craft work space density (square footage of work space for craft)
A lessons learned or implemented improvement program develops an information
set, which is documented during the life of a project. This information set describes
what happened, why it happened and what was implemented in response to the
event in sufficient detail to allow the lesson to be useful for other projects.

• Performance Solutions will begin to facilitate identification and implementation
of implemented improvements from previous projects.
• Performance Solutions will begin to maintain a list of implemented
improvements from current project.
B. Construction Automation Plan

The Construction Automation Plan (CAP) will align Engineering, Construction and
Project Automation with roles and responsibilities for executing scope identified
for the tools. With scope definition for the tools, a framework for engineering
data requirement is initiated. The CAP will include naming conventions, defined
deliverables, roles and responsibilities, scope of work and deliverable schedule.
Construction automation tools aim to reduce cycle time, increase efficiency and
decrease rework. The tools will aid in the alignment and joining of engineering and
construction as one unit, as well as optimize the project’s work processes, interfaces
and turnover deliverables by linking key components together for project execution.
This is most effective when Fluor uses its standard suite of construction automation
tools in concert with our standard project automation tools on EPFC projects.
The site manager (or designee), assisted by the Construction Automation team and
Construction Services, provides an understanding of each tool’s capabilities and a
forecast budget for Automation team support.
Listed below is a representative sample of value-adding construction automation
systems available for your project.
• Managing materials. MatMan provides a complete solution that integrates all
material management functions for all disciplines into one seamless system.
• Using SmartPlant-3D (SP3D) engineering data for construction – InVision®/
SmartPlant Review. InVision consolidates project data with the SP3D (PDS)
model and supports early planning, field material management, construction
completion and turnover planning, hydrostatic systems testing, start-up and
field progress.
• Work package planning. SPC is a CWP planning system that is integrated with
various other SmartPlant products. SPC automates work package planning to
address the process of organizing and delivering all elements necessary before
work is started.
• Access to SmartPlant Electrical (SPEL) Data. SPEL is a server-based
electrical design tool that stores the bulk of electrical data.
• Access to SmartPlant Instrument (SPI) Data. SPI is a server-based
instrumentation design tool that stores the bulk of instrument data.

• Site security and access control system. Access Control System is a proximity
reader-based access control system that provides access security at project
jobsites, time and attendance records, and reporting features. All site access will
be handled by a third party.
• Cost management and forecasting (tracking direct and indirect costs).
Deltek Cobra is a cost system designed to aid in controlling project expenses.
• Scheduling and priority management (planning). Primavera is a generic
planning and scheduling tool.
• InSequence/planning – InSequenceSM/SmartPlant Review/Primavera/
Excel. InSequence is Fluor’s automation tool that delivers construction-focused
execution planning for critical project work sequencing and resource availability
through 4D construction simulations.
• Managing welder qualifications, weld data, weld consumables. NEWSSM
is Fluor’s proprietary application for tracking, managing and reporting on
all aspects of pipe welding. An option can be to use NEWS as a control and
reporting mechanism to validate the weld data of the service contractors.
• Managing construction completion and turnover. MCPlusSM is Fluor’s
integrated solution for construction planning and turnover management.
• Project incident tracking/safety tracking. Fluor’s global information
management system (GIMS) MIER shall be used for safety tracking and incident
reporting as per Fluor’s Global Information Management System – GIMS; an
incident tracking register shall also be maintained onsite.
• Access to project-wide issued documentation. Coreworx/Projects
OnLineSM (POL) are web-based tools that will be used to share key documents
on the project. All new projects are starting on Coreworx. Current projects will
transition from POL to Coreworx by the end of 2016.
• Progress and performance tracking. MileMarker is a progress and
performance system designed by project controls to support construction
management.
• Computer hardware asset management. Fluor’s Site Asset Management
is a system that will help track all the computer hardware equipment that is
brought to site and/or purchased locally.

• Construction Automation’s support estimate should be developed in detail to
support the scope of automation anticipated
• Groundwork for all tools must be laid during FEED
• Alignment of data requirements and formatting for automation tools
between engineering, supply chain and construction is critical at this stage
References:
• Practice 000.508.0000 – Construction Automation Plan
• Practice 000.653.1203 – Global Information Management System – GIMS
C. Construction Engineering Support

The primary construction engineering function is to provide constructability and site
technical support to construction operations and the Site Quality Program. During
the FEL or FEED phase of the project, the CEM may be assigned to the design team to
provide construction support.
The CEM shall be responsible for the following:
• Updating Section 11 – Construction Support and Section 15 – Construction
Execution of the Standard Project Execution Manual (PEP)
• Updating Sections 11 and 15 of the Standard Project Procedures Manual (PPM)
• Issuing appropriate site-specific bulletins to the PPM
• Assisting and participating in the development and implementation of the
constructability plan
• Completing and implementing the Construction Management and Control (CMC)
section of the Project Activity Model (PAM)
• Developing and implementing a Construction Activity Plan (see Quality Manual)
• Determining to what extent modularization, skid assembly and pre-assembly
will be used
• Identifying and performing constructability studies as required
• Developing various CEPs
• Assisting in the development of a project’s Mobilization Plan

• Assisting in the development of the HSE manual (site-specific manual)
• Assisting in the development and approval of the Site Quality ManuaL
• Assisting in the development of project-specific welding and NDE manuals
• Providing input to the CAP
• Prioritize constructability studies to support key areas of focus for the early
construction planning efforts
• Ensure all early studies and plan development support the CEP
• At a minimum, Phase 1 is the time for the CEM to engage design engineers
to implement constructability practices that facilitate drawing packaging,
hydrotesting, inspection and system turnover
References:
• Practice 000.000.1000 – Operating System Requirements (OSR)
• Practice 000.100.1400 – Project Activity Model (PAM)
• Practice 000.100.0050 – Standard Project Execution Manual (PEP)
• Practice 000.100.0060 – Standard Project Procedures Manual
• Practice 000.500.F0072 – Activity Plan Construction
• Practice 000.509.0000 – Site Quality Manual
• Practice 000.511.0000 – Nondestructive Examination (NDE) Manual
• Practice 000.512.0100 – Corporate Welding Manual
D. Constructability
Constructability is a process driven wholly by the need to impact the construction
phase resulting in improved overall project delivery costs and schedules.

Constructability is defined as:
“... the optimum use of construction knowledge and experience in planning, design,
procurement and field operations to achieve overall project objectives.”
Fluor has expanded this process to include the additional concepts of maintainability
and operability, including the effective and timely integration of construction,
maintenance and operations ideas and experience into the project resulting in
reduced life cycle costs for the facility. This process is implemented through a team
effort involving the Client project team, engineering contractor and construction
contractor (including vendors, suppliers and subcontractors where applicable)
working toward the common goal of producing a quality facility, while optimizing
cost, schedule and safety.
The entire project team is responsible for the Constructability Program on the project.
The project Constructability Program is managed by the site manager (or designee);
however, it is a team effort that requires support from every member of the project.
• During the scope definition phase, it is extremely important to highlight the
key areas of focus for the early constructability and construction planning
efforts. Examples include:
–– Site drainage
–– Scope of underground
–– Minimize excavations
–– Modularize, pre-assemble and pre-cast
–– Heavy-haul and heavy-lift
–– Standardize materials
–– Maximize automated systems
–– Welding
5. HEALTH, SAFETY AND ENVIRONMENTAL (HSE)

Site-Specific HSE Manual
Fluor’s HSE Execution Plan will be used as the foundation for developing site-specific
HSE practices, procedures and directives. It will contain only the procedures identified
as HSE deliverables in the Client HSE prime contract deliverables and applicable
regulations.

All site-specific HSE practices, procedures and directives will be developed jointly with
the Client and will be transmitted to the Client for endorsement via
Coreworx/POL. All new projects are starting on Coreworx. Current projects will
transition from POL to Coreworx by the end of 2016. Fluor will chair workshops to
review development of the site-specific HSE manual weekly with the Client to ensure
alignment and that the content of the documents meets Client expectations.
The construction HSE director is responsible for developing the HSE Site Execution
Plan and Site-Specific HSE Manual.
The Site HSE Execution Plan and Procedures will be reviewed annually and revised
as needed. This revision will include updating the index of the HSE Execution Plan to
include the numbers of the individual site-specific procedures, plans and directives as
they are developed.
• Decide on the safety programs to be implemented onsite and ensure you have
identified the required resources to effectively implement
• The site HSE manual will be developed to focus on three primary areas:
–– Life critical procedures will be developed and finalized as first priority to
include:
• Confined space entry
• Fall protection
• Crane/rigging
• Lock out/tag out
–– Procedures that support construction will be the second priority. Examples
include incident reporting, training, smoking, etc.
–– Support procedures will be the third priority, such as employee recognition
plan, key performance indicators, craft voice in safety, etc.
References:
• Practice 000.653.1300 – Project Start Up and Site-Specific HSE Plan

Site-Specific Health, Safety, Environment (HSE) and Social
Performance Plan
A site-specific HSE and Social Performance Plan is an overview of how the HSE
program and procedures will be implemented.
A Site HSE manager is usually assigned to the project. The HSE plan includes:
• HSE policy and strategic objectives
• General requirements
• Specific health requirements
• Safety
• Security
• Environmental management
• Transport
• Social performance
• Organization, responsibilities, resources and procedures
• Hazardous activities and safe work practices
References:
• Practice 000.653.0020 – Health, Safety and Environmental Management
System
Labor Contingency Planning
Fluor policy requires all business line projects to have a Labor Contingency Plan prior
to mobilization. Following the project award, IR will contact site management to
coordinate the contingency planning process.
The Labor Contingency Plan serves as a reference tool for Fluor’s site management in
the case of any potential labor disturbances onsite and provides the necessary steps
to be taken if such events should occur. Information provided in the contingency
plan includes, but is not limited to, the identification of the following: potential
labor concerns, interfacing with local law enforcement, establishing local counsel,
identifying local union jurisdiction, establishing emergency communication
procedures, and establishing dual gates if necessary.

The site manager (or designee) must work with IR to ensure they have sufficient
detailed input for a comprehensive Labor Contingency Plan.
Industrial Relations Field Staff Selection and Provision

IR will determine the project team and supply the necessary IR representatives based
on the scope of services (CM, EPCM, EPC, self-perform) and the total manpower
required by the project.
7. QUALITY
Quality Objectives
To support the quality policy, Fluor will implement these objectives:
• Execute work in accordance with established procedures
• Strive for continuous improvement of our services
• Continue to focus on meeting Client expectations
Performance according to these quality objectives is reviewed on a regular basis.
Additional quality objectives may be set at the office and/or project level, as deemed
necessary by site management.
Site Quality Planning

A number of quality plans and programs are prepared to monitor site quality
objective performance.
The following plans and programs are prepared to meet the quality objectives:
• Prepare Quality Staffing Plan
• Develop project audit strategy
• Review quality management section of the standard PPM and prepare job
bulletins if needed
• Develop and issue Project Audit and Gate Reviews Plan
• Develop and deliver any needed quality system training for project team and JV
partners
• Develop project quality performance indicators (QPIs) program

• Develop and maintain Supplier Quality Surveillance Plan
• Hold alignment meeting with project leads to finalize surveillance plan
• Prepare project inspection and test plan templates
• Prepare Site Quality Manual
• Representatives from Quality should be engaged early in development of the
CEP to identify possible risks and opportunities
References:
(Quality Section)
• Practice 000.042.F1030 – OSR Quality Audit Checklist
• Practice 000.042.F1036 – 10CFR50 Appendix B - Quality Audit Checklist
• Practice 000.042.F0240 – Quality Manual Review Checklist
• Practice 000.450.1201 – Supplier Quality Surveillance (SQS) Practices
• Practice 000.042.F0097 – Quality Performance Indicators (QPIs) Template
• Practice 000.450.1521 – Surveillance Assignments
Site Quality Manual

The Site Quality Manual is the basis of the quality program at site, and its
requirements are contract deliverables. The Site Quality Manual is the governing
document for the Fluor quality system and will be kept up to date to achieve project
quality objectives.
The PPM, used in conjunction with the Site Quality Manual, contains or identifies
approved procedures used to identify, document and verify the appropriate
reviews and approvals of changes to design documents that are requested by field
organizations and provides requirements for document control. In addition, as part of
the PPM work process, this document promotes the use of job bulletins to help clarify
specific procedures. The job bulletins are considered a supplement to the PPM.
Fluor Quality and Global Construction Services staff will conduct independent audits
of project compliance to this manual. The audits are conducted to provide the project
manager, site manager and Client with an independent evaluation of the Site Quality

Program status and adequacy. The initial audit will be conducted at approximately 10
to 20 percent of overall progress and additional audits will be performed on a periodic
basis throughout construction.
Quality Management Support

During the early construction planning phases, the Project Quality Manager (PQM)
will be instrumental in planning the site quality activities.
The following are the key activities and deliverables that the PQM should perform:
• Develop the ITPs and select the quality verifying documents (QVDs) that must be
used for the project
• Assist/facilitate development of quality section of the PEP
• Support development of Project Activity Plans
• Participate in determining criticality rating approach
• Support development of Project Requirements Checklist (PRC). The PRCs are the
normal method used to capture and organize key project information
• Develop project standard quality requirements for purchase orders.
The PQM shall review the prime contract to identify all contract flowdowns that
need to be included in the purchase order template to assure supplier awareness
of the applicable quality requirements at the earliest possible stage in the
request for quote/purchase order process.
• Develop project standard quality requirements for contracts. Each
contract includes the applicable quality requirements as indicated on
Attachment E to the contract. The Site Quality Manager (SQM) has prime
responsibility for site construction-related contracts where the PQM has
responsibility for other than site-related contracts, and/or at the early stage
of the project when the SQM has not yet been mobilized. The PQM always
maintains overall responsibility.
• Identify inspection tool needs. Determine ASME and National Board
Inspection Codes and Requirements. ASME and National Board Inspection
Codes govern pressure vessel and pressure piping construction, assembly and
repair. There are specific requirements that must be met and notifications given
depending on the jurisdiction that the work is being executed in.
• Review welding plan. The welding plan outlines the welding strategy for
the project and the requirements. For self-perform projects, the construction
welding engineer will prepare the welding manual, which will include all of the
welding procedures to be used.

• Review NDE Manual. The corporate construction NDE level III will prepare an
NDE Manual for the project. The manual will contain the requirements for all
NDE to be performed on the project. Where others provide the service, usually
they are required to hold 17025 certification covering testing activities. They
would also operate following our manuals, etc. and are usually engaged by the
contractor (overseen by Fluor) responsible for the scope of work.
• Inspection requirements and interfaces with construction engineering
should be clearly identified prior to mobilization and considered during
development of the staffing plan
References:
• Practice 000.100.0050 – Standard Project Execution Plan (PEP) Go-by Section 12
Welding Plan and Matrix

During the construction planning phase of the project, and as part of the project
Constructability Program, the construction welding activities and details will be
finalized.
The quality manager and welding engineer shall be responsible for the following:
• Define scope
• Define materials
• Define sizes
• Environmental conditions
• Welding process options
• Consumable availability
• Consumable control
• Pipe welding datasheet action, i.e., due date
• Welder testing facilities
• Functional and field support

• The welding engineer should work with piping to ensure that a minimum
number of weld procedures are used on project and that materials and
procedures specified do not result in onerous welding or NDE requirements
References:
• Practice 000.512.0010 – Corporate Welding Manual
Nondestructive Examination (NDE)

During the construction planning phase of the project, the construction NDE
requirements will be finalized and documented.
SQM, Level III, shall develop the following:
• Define scope
• Define applicable codes and specifications
• Determine applicable inspection methods
• Identify potential NDE contractors
• Develop NDE contract documents
• Perform NDE contractor prequalifications
• Subcontractors and equipment required to perform NDE onsite and at shops
should be continuously communicated to construction and the project
management team. More extensive requirements may need to be addressed
in subcontract scopes of work
References:
• Form 000.042.F0240 – Quality Manual Review Checklist

8. SUPPLY CHAIN
These plans and activities are extensions of the material planning strategies
developed earlier, but primarily focus on the material and equipment availability
by discipline, area or CWP. They also focus on confirming, allocating and releasing
material for staging purposes, ensuring there is enough of the right material on hand
to sustain construction.
The material manager will facilitate the following:
• Define long-lead items. Based upon construction sequence and priorities,
estimated delivery times and project management schedule requirements,
items that must be procured early in the project are identified.
• Material management system setup. Install and set up MatMan on the
project. MatMan is the program that will be used to support the material
management function on the project. The system will support all engineering
disciplines and all types of procured material (bulks, tagged engineered
equipment, assemblies, mark pieces, spare parts, etc.) for the project. The
MatMan system will provide for the necessary control and status reporting for
each component of the material management operation.
• Procedures. Develop all relevant procedures for purchasing, expediting,
logistics, material planning, SQS and field material management.
• Material management plan validation. MatMan will confirm that the
strategy being developed meets all project requirements.
• Bulk overbuy plan. Definition of the overbuy strategy that will be used when
defining quantities for bulk materials.
• Project material (control and planning) procedures/job bulletins.
Preparation of procedures and job bulletins in addition to the PPM.
• Request for quotes (RFQ) grouping and timing document tracking
report. Planning is based on the project-level schedule and the CWP planning,
indicating which types of material can be grouped together in RFQs and what
the timing shall be to support construction and turnover sequence.
• Project material management plan update. Update of the project material
management plan to suit the actual contract situation.
• Establish control base quantities. The baseline estimate is issued to the
project team. The project team is then challenged to establish the control
base quantities that are tied to the estimate totals. Once established, it is
the responsibility of each engineering discipline to load these quantities into
MatMan.

Construction Material Management
Based on preliminary construction sequencing, corresponding design priorities,
construction schedule and (if available) plant turnover requirements as per the prime
contract, general strategies will be prepared that will be further defined individually
within the functions of Material Control, Purchasing, etc. General strategies include
functional responsibility; single office, multi-office and third-party execution
strategies; Client role; detailed material responsibility matrix; and general material
strategies.
There are a number of deliverables that commence in Phases 1 and 2:
• Material responsibility matrix
• Material management project master document setup
• Inspection plan
• Material management plan (including Construction Phase) including:
–– Purchasing plan
–– Expediting plan
–– Logistics plan
–– Field material management plan
• Identify plans for field material management and warehousing to include:
–– Material planning and control
–– Receiving and issuing
–– Warehousing/inventory management
–– Surplus and scrap disposal
–– Backcharges
–– Supplier Quality Surveillance (SQS)
–– Preservation
–– Overages, shortages, damages and other deficiencies
–– Field purchases

9. PROJECT CONTROLS
Establish Project Controls Baseline
Project Controls is responsible for preparing the project baseline for a project by
guiding its transition development from the contract award and proposal documents
into useful monitoring, analysis and control tools. This project baseline is used to
monitor success in attaining project cost and schedule targets. This should be done on
all projects, regardless of type.
Elements of the project baseline include:
• Contractual agreement
• Project coding
• Target schedule (Level 3)
• Baseline estimate
• Resources
• Plans
Project Controls will lead the development of the project baseline. Ultimately the
project manager is responsible for controlling total project cost and schedule.
The Project Controls Lead shall develop the following:
• Construction progress curves
• Craft staffing plans
–– The plans should be constructed in accordance with the contracting plan
(if a self-perform project, the curves should be constructed by prime cost
account).
–– Preliminary construction plans should be able to answer questions to support
estimating, cash flow projections, training plans, camp/catering requirements,
transportation requirements, sanitary facilities requirements, etc.
• The Level 3 Schedule will require extensive input and review from
Construction to confirm sequencing and realistic durations
• The schedule must agree with the other project Baseline-Centric documents
of scope, budget and execution plan
• AWP/FIWP integration into the schedule and addressed in subcontract scopes
of work

References:
• Practice 000.300.0001 – Project Controls Practices – Table of Contents
• Practice 000.320.0400 – Schedule Risk Analysis
The Level 3 Schedule

The Level 3 Schedule will include key activities of each discipline in the engineering
phase, major procurement line items under each account, and associated
resource-loaded construction activities.
The site manager has the responsibility to make sure that the project team
understands the path of construction and that the integrated Level 3 EPC Schedule
includes the construction activities in the appropriate sequence. The construction
management team will assist in the development of the project schedule by
providing construction requirements, including milestone schedules, initial logic
network and turnover schedules.
MileMarker Implementation
SM
MileMarker is the tool used by Fluor to calculate construction progress with a wide
range of capabilities in dealing with project indicators, progress, performance,
forecasts, wage analysis, work planning and reporting.
MileMarker will contain all of the data from the detailed estimate relative to field
labor and material quantities. The project manager and site manager must set the
usage for MileMarker on the project.
The Project Controls lead shall ensure the following:
• The detailed estimate backup must support the level of control and output
expected from MileMarker.
• Estimated labor data must be loaded at a comprehensive level of detail to allow
accurate use of MileMarker’s reporting features.

10. FIELD CONTRACTS
Contracts’ primary role is change management and claims mitigation of
subcontracted work. This is achieved through detailed planning of the work to be
subcontracted, whether it is part of the project scope of facilities or is required to
indirectly support self-perform construction. Detailed planning starts from project
inception in coordination with Construction Management to outline the work that
will be subcontracted. The result is detailed in the Project Contracting Plan, which is
required on every project and determines the what, when, how and where contracts
will be developed. The Project Contracting Plan is incorporated into the overall PEP as
Section 10.
Criteria to be considered for contract scoping include the following:
• Vertical versus horizontal splits in work packaging
• Size of contracts in relation to contractors’ financial and resource strength
• Availability of qualified contractors and craft skills
• Labor posture
• Limiting contractor interfaces (other contracts/plant operations, Fluor self-
perform)
• Suitability for individual discipline packages to include engineering, supply and
installation
• Suitability for multidiscipline contracts (e.g., control building, substations)
• Site conditions
• Reasons for Fluor or contractor supply of materials
• Availability of scope definition from engineering
• Construction restraints (working space/laydown, etc.)
• Reasons for selecting various pricing modes (lump sum, unit price, etc.)
• Schedule implications – pre- and post-award activities
• Likely contracts growth and design development
• Construction philosophy relating to support contracts (scaffolding, NDE and
warehouse)
• Client requirements or preferences including affirmative and proactive measures
associated with business diversity

From the Project Contracting Plan, staffing requirements and plans are determined,
contract development schedules are created, and risk management and claims
avoidance strategies can be performed. Further project setup documents, which may
have been issued during proposal or FEED phases of the project, are further refined,
approved and issued for use as follows:
• Activity Plan outlines key contracting documents requiring review/approval.
• PPM highlights key contract processes and procedures. This forms part of the
overall PPM as Section 10.
• Contract risk assessment matrix identifies risk associated with prime contract
obligations, project execution requirements, contract basis and strategies. This is
performed in conjunction with project BRMF.
• Project bidders list details potential bidders to be prequalified for each contract.
• Project-specific terms and conditions involve corporate standards incorporating
flow downs from prime contract with Client as approved by legal. This typically
involves changes to indemnities, guarantees, insurance, confidentiality,
assignment, laws and regulations to name a few.
• Template contract forms are corporate standards incorporating any flow downs
from prime contract with Client and project/site specific conditions.
Further project setup of operations is required using CMSiSM.
CMSi is a Fluor-developed, integrated, internet-enabled contract management
software used to manage all aspects of the contract and provide reporting.
Specifically, it coordinates with:
• The tax department to determine tax status and exemptions
• Client, insurance and risk departments to implement an owner-controlled
insurance program (OCIP) or company-controlled insurance program (CCIP)
• Project Controls to establish cost coding and reporting requirements
• HSE to incorporate the project HSE rules and regulations
• Quality to incorporate the project quality requirements
• All disciplines to establish interface roles and responsibilities involved in
development, evaluation and award of contracts, including RFP creation, RFP
bid explanation presentations and technical and commercial evaluation plans/
resources

• Consider extent of contractor’s interface with Fluor automation tools; the
level of visibility they require (MatMan), advanced work packaging efforts
(SPC), and turnover (MCPlus)
11. TURNOVER & COMMISSIONING

Conceptual Turnover Planning
During the preliminary engineering and construction planning phase of the project,
the Turnover & Commissioning representative should work with Client operations
to establish a systems turnover list and descriptions based on the scope of work and
preliminary engineering documentation.
Fluor uses a three-phased approach for turnover, commissioning and testing.
• Phase 1 includes premobilization planning and procedure development activities
such as:
–– Engineering design review
–– Construction review
–– Commissioning scheduling
–– System scoping of P&IDs
–– System scoping of electrical one-lines
–– Commissioning procedure development
–– Operating procedure development
• Phase 2 includes field/site-based activities such as:
–– Precommissioning system flushing
–– Electrical backfeed/system energization
–– Equipment/system commissioning
–– Personnel training coordination
–– Calibration and testing prior to operations
–– System component integration testing
–– Emissions control systems optimization
• Phase 3 includes field/site-based activities such as:
–– Facility tuning
–– System response testing and tuning

–– Emissions testing
–– Performance testing
–– Facility turnover
–– Reliability demonstration
The Turnover & Commissioning representative shall facilitate the first phase of
turnover, commissioning and testing:
• Review/develop final phase’s section of PPM and PEP
• Support Project Controls in development of schedule with input on
precommissioning and systems turnover
• Develop first draft of mechanical completion dates for systems identified in
the preliminary turnover systems list. These dates should be based on the
commissioning and start-up schedule
• Align with engineering on the information/documentation requirements
from equipment and instrument vendors. This would include items such as
calibrations certificates, preservation requirements, testing and commissioning
spares, timing for receipt of operations and maintenance manuals, vendor
support requirements, etc.
• Turnover input for contracting philosophy and, for construction management
projects, provide input to invitation-to-bid documents
• Develop initial draft of Systems Turnover and Acceptance Plan and issue it for
approval. Obtain documented approval from the Client of the systems and
facility acceptance criteria. This approval should include commissioning and
operations lead if available at this phase
• Coordinate with construction automation manager (CAM) and Construction
Services on turnover requirements for construction automation tools (e.g.,
MatMan, InVision, MileMarker, NEWS, MCPlus, SPC, etc.)
• Attend BRMF meetings and give input as it relates to Turnover & Commissioning
activities
• Coordinate with the PIM to audit the engineering data for content and integrity
• Coordinate closely with Quality on definition of the ITPs and QVD forms that
meet the Client contract and execution plan requirements. Place special focus
on the forms that relate to system turnover, punch listing, etc., to assure they do
not conflict with the Systems Turnover and Acceptance Plan. It is recommended
that these specific forms be included in the Systems Turnover and Acceptance
Plan in lieu of the Site Quality Manual

• After definition of the project-specific QVDs, develop the list of critical QVDs
that shall be tracked with MCPlus and included in the systems turnover package
(TOP). Align and obtain documented approval with the Client; include the
commissioning and operations lead if available at this phase
• Define parameters to be implemented into MCPlus and InVision in Phase 1

PHASE 3 – ENGINEERING, PROCUREMENT, FABRICATION
Detailed engineering and design involves taking the approved preliminary or
schematic design and developing it into detailed construction drawings and
specifications. Detailed engineering is the process of successfully analyzing and
designing all the components of the facility so that they comply with recognized
codes and standards of safety and performance. The resulting design is documented
in a set of detailed drawings and specifications that will tell the constructors exactly
what to purchase and how to build the structures and systems in the field.
Project Execution Plan (PEP)
The PEP is one of the documents that form the project baseline. The PEP includes
detailed scope of work statements and project requirements and provides the
strategic and tactical plans necessary to successfully execute the project in accordance
with Fluor’s Operating System.
The overall responsibility for this activity lies with the project manager. The site
manager is responsible for developing Section 11 – Construction Support and Section
15 – Site Construction Execution Plan.
• The completed PEP is reviewed and approved by the project manager and site
manager. In addition, the local business line operations leader must review and
concur with the PEP.
• The requirements for Client approval are based on project-specific requirements.
• The PEP serves as a roadmap for the planning process and provides the vehicle
for communicating the approved plan to the project team.
• The PEP must be kept current and be made available to the entire project team.
• The PEP is the plan that forms the foundation upon which successful projects are
executed and built.
• The PEP must discuss those topics that will communicate the big picture of the
overall project and address project risks.
• The document will contain approaches, strategies and brief descriptions for
appropriate subject studies matter.
• While the site manager is only responsible for a portion of the PEP, his review
and approval of the PEP is critical to construction-driven execution of the project

References
• Practice 000.100.0010 – Standard Project Execution Plan (PEP) Go-By for
Studies/Small Projects
• Practice 000.100.0050 – Standard Project Execution Plan (PEP) Go-by for
Large Projects
Project Procedures Manual (PPM)

The standard PPM describes Fluor’s standard procedures for executing a project,
presenting procedures, instructions and approaches at a level of detail that applies to
most projects. The manual is meant to be used in one of two ways:
• Use it as-is, without modification (normal method). This manual can be
used as-is on Day 1 of a project with project-specific information or procedure
deviations provided by the use of job bulletins.
• Revise and issue it with project-specific information (infrequent
method). Under extraordinary circumstances, the manual may be revised to
include project-specific information with project-specific headers and then
issued to the project team.
There are three sections of the PPM that are heavily focused on construction execution
methods and procedures.
• Section 11. “Construction Support” addresses Construction’s support of
Engineering in the home office during the design and procurement phases of a
project (e.g., constructability, etc.) and also addresses Engineering’s support of
the construction effort in the field (e.g., issue of DCNs, as-builts, etc.).
• Section 15. “Site Construction Execution” Plan provides construction methods
and procedures and also references Fluor practices and other sections of this
manual that are used to conduct site construction execution activities according
to Baseline-Centric principles.
• Section 16. “Final Phases of the Field Work” provides procedures for use
during the final phases of the construction work under the provisions of the
prime contract and in accordance with the testing, turnover and acceptance
information in the PEP. It covers precommissioning, mechanical completion,
turnover, commissioning, start-up, performance testing and final acceptance.

• The site manager is responsible for issuing and managing all Job Bulletins
related to Sections 11, 15 and 16
References
2. ENGINEERING
Site Information Technology and Automation
The purpose of this automation/information technology (IT) plan is to describe the
systems that will be designed, installed and used by the field staff during the course
of the project. It provides an overview of the major automation/IT system features
and capabilities for all IT and telecommunications systems.
• Ensure the following major integration aspects have been taken into
consideration:
–– Construction integration. Identify the key components that need to be
electronically linked for the execution of the project (MatMan, InVision,
SPC)
–– Material optimization. Use electronic material systems. Alignment of these
systems with the engineering and analysis software will optimize material
procurement. Accuracy of information for required project components
is dramatically increased, which reduces rework and waste (InVision,
material, equipment status)
–– Supplier integration. Streamline the definition of components by use of
preferred, prequalified suppliers that are partnered electronically in the
project effort (ETAs, progress data)
–– Service contractor (subcontractor) integration. Electronic data exchange
of drawings and information with the service contractor will compress
schedules and reduce communications errors (contract administration,
progress)
–– Bandwidth requirements for construction automation applications.
Evaluate Citrix vs. direct connection to home office vs. site-specific servers;
define data delivery plan; and consult regional CAM

Engineering and Construction Interface Alignment Checklist
After the start of detailed design, the Engineering and Construction Interface
Alignment Checklist will be reviewed again. The checklist, developed in FEED,
is reviewed by the assigned project manager, engineering manager and site
manager (or designee), as well as all discipline leads to ensure that Engineering and
Construction remain aligned on deliverables, interface points and data needs.
• For Fluor’s construction automation tools to function properly, engineering
data imported into them must be in the same format, and all of the
information needed to populate the tools must be entered into the 3D model
• Data quality and integrity is key; a data audit plan will be developed to
check/test data before the design gets too far along
• Continue mini-model reviews started in FEED though detailed design. Model
reviews schedule will need to support the Construction Execution schedule
References
Material Delivery Dates and Required-at-Site Dates

Required-at-site (RAS) dates are established as a part of the preliminary Construction
Plan based on supplier data availability, material and equipment lead times, and
construction complexity. A well-thought-out path of construction is required to
effectively establish the RAS dates. The development of RAS dates provides a point of
reference to prioritize tasks for all phases of the project.
The site manager is accountable for all RAS dates. No changes to the RAS dates will be
approved without soliciting input from the site manager (or designee).
A formal RAS Date List must be developed for each project. The RAS Date List is to be
a controlled document. Revisions as described above may become necessary, and
changes should be communicated via distribution of the revised document. The RAS
Date List shall be the presiding document, and all references to RAS dates will be
based on the data contained on the RAS list.

The RAS Date List will be made available through Fluor’s electronic data document
tracking system with assured revision control to ensure all parties have access to the
latest information.
A single point of contact to address inquiries and/or to submit changes should be
identified and accepted by all entities. As the contributing entities compile their data,
the project planner/scheduler will use the same information in setting milestones in
the project schedule, assessing impact of durations and sequence of the data. For this
reason, the assembly of the RAS Data List and continued maintenance will be handled
by scheduling as there is no conflicting interest of the scheduler to establish or meet
RAS dates.
With the completion of the estimated durations and dates, an agreed-upon RAS
Date List can be established based on construction needs, availability of material
and engineering data. Equipment and materials RAS dates may be based on
several strategies:
• Development of a standard lag between arrival and start of construction
activities
• Determined windows of deliveries for like equipment and materials
• Determined windows of deliveries based on CWPs
• Specific construction-driven task for preassembly, predress, shake out, or
other material and equipment staging and kitting
3. CONSTRUCTION
Construction Execution Plan (CEP)
The CEP is a formal document that will be issued prior to site mobilization which is
included in the overall PEP in Section 15. Standard CEP templates can be found on
KOL and be tailored depending upon whether the construction effort will be self-
perform or CM.
The site manager and construction staff are responsible for writing the CEP and
issuing it formally to the Client and project team.

The issued for construction (IFC) CEP should provide further detail to all previous
editions as more information regarding scope and execution means and methods
should be known. At a minimum, the CEP will cover how the following will be
executed in the field:
• Organization and responsibilities
• Construction execution strategy
• Temporary facilities
• Construction sequence
• Construction Quality Audit Plan
• Quality Control Plan
• Field material management
• Qualification/certification training
• Rigging (transportation/lifting)
• Welding
• NDE
• IR
• Construction site HSE and security
• Construction automation
• Performance Solutions program
• Preservation plan
• Scaffolding plan
• Flange management plan
• Construction engineering plan
• AWP plan
Construction Mobilization Checklist

Prior to mobilization to the site, each of the site discipline managers should review
and complete each of the activities and deliverables listed on the Construction
Mobilization Checklist. Each of the items on the checklist should be addressed and
N/A should be placed next to the items that are not applicable based on prime
contract requirements or execution approach.
The site manager and each direct report is responsible for reviewing the checklist,
completing the sections that apply to their functional responsibility and completing
each of the items on the checklist that apply.

The checklist must be completed for each of the items that apply to the project scope
of work. The checklist will be used as an audit tool during an internal QA audit to
determine the readiness of the site team.
References
• Practice 000.509.F0951 – Construction Mobilization Readiness Audit
Checklist
Equipment and Tools

The site manager is responsible for developing a plan to procure and maintain
equipment and tools for the project. AMECO is Fluor’s preferred supplier of equipment
and tools.
The site manager will issue a detailed project plan for construction tools and
equipment prior to mobilization, as well as an equipment forecast estimate.
The plan will address projected quantities, rates and mobilization/demobilization
dates for major equipment items. In addition, it will address at a minimum:
• Equipment sourcing
• Equipment tracking
• Maintenance
• Inspections
• Tools and consumables controls
• Fuel procurement, storage and distribution
• Procurement of welding rods and gases
• Drinking water and ice distribution
• The site manager should work with the AMECO management team to
develop the plan
Construction Presence in the Home Office

A site manager (or designee) will be assigned to the project to provide
constructability input and assist with planning. Ideally, this representative is someone
who will transfer to the field upon mobilization, typically the site manager, the CEM
or another key member of the Construction Management team.

Depending on project size, more than one construction representative may be
assigned, or for smaller projects only part-time support may be provided. However, it
is essential that a construction representative continue to be available on the project
after construction has started to provide input at weekly project team meetings, for
document reviews and for estimate and schedule development.
The site manager and project manager must ensure that a home office Construction
Support Staffing Plan and Organization Chart are developed. In addition, the site
manager must develop a Construction Support Plan (Section 11 of the PEP) to
identify the types of activities that the construction support team will be involved in
performing and completing.
Actions/key deliverables include the following:
• Home office construction support organization chart
• Home office construction support staffing plan
• Home office construction support plan
Detailed Rigging and Heavy-Haul Plans

During detailed engineering and site mobilization, the rigging group has a number of
activities and responsibilities.
It is the site manager’s responsibility to contact Construction Services’ Heavy-Lift and
On-Site Transport group to support the studies and rigging and heavy-haul plans that
must be completed.
During detailed engineering and site mobilization, the Heavy-Lift and On-Site
Transport group’s responsibilities include:
• Participate in site and unit plot plan development in addition to crane location
determination
• Provide rigging input into structural design and mechanical equipment
–– Specialty rigging design
–– Lifting attachment design
• Assist with finalizing modularization plans
• Procure long-lead items
–– Large cranes
–– Specialty rigging
• Determine heavy-haul transportation requirements

–– Equipment needs showing loading arrangements of the heavy-haul items
on transport equipment, along with specifications of hauling equipment,
including but not limited to, tire and axle loading pressures and required
ground pressure during transportation
–– Finalize haul route and load test if required, include identification of
power/communication lines, signal lights, signs, critical turns, bridges,
overpasses, railroad crossings, necessary route improvements and temporary
staging areas
–– Transport beam needs
–– Coordinate with local Department of Transportation
–– Permit and escort requirements
• Selection of haul/lift subcontractor(s)
–– Develop scope of work
–– Short-lead items
–– Review bids/assist with final selection
• Finalize crane plot layouts
• Confirm ground bearing requirements
–– Remediate as necessary per soils evaluation
• Identify lifting/erection interferences on plot plans
• Oversee rigging hardware procurement
–– General site rigging material and equipment
• Identify potential critical lifts
–– Critical lifts are divided into the 3 categories (A, B and C, based on weight and
adjacent equipment and facilities)
–– Critical lifts include, but are not limited to:
• Lifts made when the load weight is 75 percent or more of the rated
capacity of the crane (unless weight criteria supersedes)
• Lifts that require the load to be lifted, swung or placed out over critical
processes
• Lifts over operating processes, within 33 feet of energized overhead power
lines or in hazardous areas
• Lifts made with more than one crane (other than a tail crane)
• Lifts involving non-routine or technically difficult rigging arrangement
• Hoisting personnel with a crane or derrick

• Before performing a critical lift, a critical lift permit must be developed by the
rigger or rigging supervisor and the required approvals obtained. A copy of the
permit and any associated rigging drawings must be placed in the cab of the
crane, with the original filed at the site
• The site rigging engineers are responsible for generating lift and rigging plans
and for reviewing and approving the plans issued by a heavy-lift contractor
References
• Practice 000.502.0100 – Administrative Practice for Rigging
Temporary Facilities Plan

Temporary facilities planning is an extensive process that requires the support of
multiple disciplines in design engineering, as well as construction and construction
services. Hours must be budgeted by design engineering (CSA, electrical and
piping) for the development and support of Temporary Facilities and Utilities Plans,
depending upon the project size and location.
The site manager (or designee; typically the CEM) is responsible for developing the
Temporary Facilities Plan.
Key activities that need to be addressed include the following:
• Develop a detailed plan for temporary facilities, including scope and schedule
• Prepare any detailed designs required (e.g., fencing, warehouse buildings and
electrical grids)
• Develop strategy for completion of temporary facilities through subcontracts or
other means
• Prepare an estimate of costs to include in the detailed estimate

• Since the temporary facilities are typically removed, sold, donated or
demolished at the completion of a project, they should be kept functional,
cost effective and within the parameters of the estimate
• Sometimes there is an opportunity to sell temporary facilities such as the
field office or warehouse to the Client at the conclusion of a lump-sum
project. Also consider whether permanent facilities such as a new warehouse
could be used for temporary construction use
• Consider worker safety when placing trailers and temporary sanitation
stations in or near operating units
• Contact Performance Solutions to learn what items should be considered, as
well as what general guidelines can be used to efficiently design temporary
facilities
Installation Work Package (IWP) Release Plan

After a CWP is released for construction, workface planners will work with
construction superintendents to scope the boundaries of each IWP inside the released
CWP. The total sum of IWPs must align with the entire scope and boundaries of the
parent CWP. Each IWP will represent the entire scope of work that is expected to
be completed by a single construction crew in two weeks or one work rotation for
remote sites.
The WFP manager, site manager, project manager and engineering manager are all
responsible for ensuring that the work packages are engineered and issued per the
construction priorities.
• Train WFP stakeholder groups (including automation tools)
• Mobilize IWP workface planners
• Scope the CWP to develop the IWPs and IWP lists
• Develop an IWP release plan
• Develop IWPs per the IWP procedure
• Audit the AWP/WFP process and packages to make sure that they are being
completed correctly and on time

References
• Practice 000.100.5001 – Work Packages
• Practice 000.430.F0204 – Mobilization Checklist
• Practice 000.100.0500 – Advanced Work Packaging (under development)
Construction Engineering
A. Site Project Document and Data Management Plan
The project document and data management (PDDM) manager, with the support
of the CEM, will develop a procedure outlining the work process, methodologies,
procedures and tools used by the site PDDM regarding receipt of project technical
documents as well as site-originated technical documents. The procedure must
be sure that systems are in place to ensure the latest drawings, specifications,
instructions and authorized changes are delivered to the proper personnel responsible
for performance of the work.
The site PDDM lead and CEM will develop a Site Document Management Plan based
on extending Fluor’s Coreworx/POL application from home office system to site. The
plan will include the following:
• Handling of project documentation
–– Engineering/vendor data (home office/site)
–– Site vendor/subcontractor data
–– Design change notice (DCN)
–– Request for information (RFI)
–– Field change request
–– Field revision
–– Field sketch
–– Redline documentation
–– Turnover & Commissioning documentation
–– As-built documentation
• Final documentation requirements

Site Logistics
Construction will finalize and assist in implementing the Site Logistics study.
Performance Solutions can assist with:
• Movement and traffic flow of people on and within the site (e.g., busing, site
access, egress)
• Material and equipment/tool logistics (including receipt of material, location
and flow of material and equipment to work areas)
• Equipment scheduling and utilization
• Location of temporary facilities, parking, lay-down yard, warehouse, lunchroom,
clock alleys, etc.
• Craft work space density (square footage of work space for craft)
Customized Site Supervisor Training (Emphasis on Performance –

Leadership)
Construction will finalize site-specific training and orientation for site supervisors and
foremen in areas that affect project performance.
Performance Solutions can help educate site supervision on the following:
• Cost awareness
• Work method improvements
• Craft utilization awareness
• Personal craft management and techniques
• Field supervisor orientation and training

The Mobilization Checklist and Typical Mobilization Schedule are items that must
be addressed by the CEM prior to field mobilization. It is essential that Project
Management, Supply Chain, Construction and Engineering agree on the mobilization
plan and that Engineering and Supply Chain commit to supporting the field work
with drawings and materials prior to actual mobilization.

CEM can help facilitate the following:
• Constructability Program
• Value Awareness Program (if required)
• HSE and Security program
• Site Quality Plan
• Material Management Plan
• Contract Management Plan
• PDDM
• Construction operations
• Industrial Relations Plan
• Support all other Fluor project personnel and departments
References
• Practice 000.430.F0204 – Mobilization Checklist
• Practice 000.514.F0002 – Mobilization Schedule
Constructability Phase
Fluor emphasizes the importance of the integration of the constructability process
into the design of every project. The purpose of the Project Constructability Program
is to use project team members’ knowledge and experience to generate ideas and
strategies that will impact construction execution by improving safety, quality,
schedule and/or cost.
The CEM or Constructability Manager is responsible for administering the project’s
Constructability Program and will:
• Maintain the Constructability Log
• Review and input into detailed design
• Issue turnover system definition
• Complete Premobilization Checklist
• Audit construction automation tools

4. QUALITY
Tracking and Reporting Activities
Quality may be asked to review documents during the course of a project or they
will perform random checks of project documents. QA review activities are defined
as the checking, monitoring or assessing of project activities or documents to verify
compliance with applicable requirements.
Actions and key deliverables include:
• Manage project quality interfaces, including interface with Client quality
representative. Proper communication and coordination among quality staff is
important for effective project execution.
• Track and report Quality Performance Indicators (QPI). QPIs are used to measure
the health of key functions and activities on a project. This activity addresses the
monthly (or as otherwise agreed) reporting of QPI status.
General Auditing and Surveillance Activities

Actions and key deliverables include the following:
• Execute planned audits (office/supplier/contractor/site)
• Manage the Project Audit Plan to assure audits and reviews are being conducted
and closed out in a timely fashion
• Perform QA surveillance activities in engineering office as needed. The Project
Audit Plan may include surveillance as needed and agreed upon by the project
manager
Supplier-Specific Activities
Equipment and materials will be surveyed for conformance to the applicable
specifications, reviewed drawings, datasheets and other quality requirements as
stipulated in a purchase order. The level of effort chosen will vary depending on the
material or equipment being procured and the criticality assigned to the item.
Actions and key deliverables include:
• Develop quality and certification requirements (Q&CR) forms (identify witness
and hold points). The Project Quality Manager is responsible for completion of
the Quality and Certification Requirements form. These forms communicate
witness, observation and hold points to be included in the Supplier Inspection
and Test Plan (ITP). Additional requirements are further identified in the RFQ/
PO. The PQM is also responsible for incorporating any changes to the Q&CR form
noted during the supplier quality alignment meeting

• Conduct supplier plant survey/evaluation of supplier quality system (ESQS). A
Supplier Plant Survey is used to determine if a proposed supplier is capable of
producing a specific commodity or type of commodity to Fluor’s quality standards
• Review supplier ITP and/or narrative quality plan (confirm witness and hold
points)
• Hold supplier quality alignment meeting (SQS and supplier). Supplier quality
alignment meetings are held on all purchase orders requiring Supplier Quality
Surveillance with the exception of POs requiring only a final surveillance visit
prior to release
• Prepare in-process Supplier Surveillance Reports
• Issue supplier nonconformances and nonconformance releases
• Input and maintain MatMan SQS Module
• Provide supplier performance measurement
References
• Form 000.450.F20XX – Quality and Certification Requirements
Contract-Specific Activities
Quality will review contracts and contractor documentation to ensure the required
quality content meets project-specific requirements.
Responsible parties:
• Project Quality representative
Actions/key deliverables:
• Review contract RFP packages to ensure inclusion of quality requirements
• Review/approve Quality Plan and other deliverables from contractors or
subcontractors
• Participate in bid evaluation process and selected supplier kickoff meetings

Welding Plan
The Welding Plan will detail how all welding activities will be monitored, approved,
tracked and logged during construction execution.
• Finalize pipe welding datasheets
• Establish welding consumable supply/control
• Establish functional/field support
• Engage key welding consumable relationships and form POs as needed
(consumable supply can be in great demand and should be looked at early)
• Engage key technology and staffing relationships as needed
NDE/Post Weld Heat Treatment Plan

This NDE/Post Weld Heat Treatment Plan will detail how all NDE activities will be
monitored, approved, tracked and logged during construction execution.
• Execute NDE contracts
• Detailed reviews of NDE contractor procedures performed
• Establish functional/field support
• Perform periodic audits for contractor performance
Industrial Relations (IR) Plan
IR will develop and implement the IR Plan to provide basic guidelines for managing
Fluor’s own, or subcontracted, workforce to secure labor harmony. The IR Plan will be
tailored to reflect the legal requirements of the project, the country’s labor laws and
any existing labor agreements.

• Supervisory training. IR provides onsite effective labor relations training
at Fluor’s open-shop project sites to all project supervisory personnel. Site
management will contact IR following project mobilization to schedule
supervisory training
• Project assessment. IR recommends that all open-shop/self-perform projects
undergo a project assessment annually (or as often as required) to ensure
that they are in compliance with company policies and procedures, as well as
with federal and state employment laws
• Labor audit (international projects). IR’s labor audit is implemented either
in-house or with a third party. The audit is designed to secure full compliance
with existing labor law, voluntary principles and any collective agreement
that may be present while ensuring timely payment of salaries, wages,
overtime, per diems, benefits and bonuses
6. PROJECT CONTROLS
The detailed estimate is completed and becomes the final control base. Project
monitoring, analysis and forecasting continue via the change management process,
and other systems are established to control expenditures, schedule and total project
cost.
Preparation of an estimate is a group activity typically requiring the combined efforts
of task force and non-task force personnel from multiple departments.
The project manager, estimating department manager and site manager have the
responsibility for initial review and approval of the project estimate, then presenting
and obtaining approval from the appropriate level of Fluor management.
Key activities in preparation of an estimate include the following:
• All estimates will start with an Estimate Execution Plan
• Engineering control level schedule
• System Turnover Plan
• Project-level CPM schedule
• Risk assessment (internal cost and schedule)
• Progress and performance assessment
• Detailed estimate

References
• Practice 000.200.1401 – Design Margin Table
• Practice 000.200.1404 – Cost Estimate Support
• Practice 000.300.0001 – Project Controls Practices – Table of Contents
• Practice 000.300.0090 – Establish Control Baseline
• Practice 000.310.0000 – Estimating Global Practice – Table of Contents
• Practice 000.310.0044 – Basis of Estimation Class 4, Class 3, Class 2
• Practice 000.310.0085 – Bordereau Methodology
• Practice 000.310.F0950 – Discipline Audit Checklist – Estmating
• Practice 670.310.0019 – Estimate Backup Data to Client Orgs – E&C Business
Group
• Practice 670.310.2900 – Estimate Checklist – Energy & Chemicals
Level 4 Construction Schedule

Because construction supervision is responsible for executing work in the field and is
in the best position to understand factors that have the potential to impact cost and
schedule, an effective Project Controls program must include continual input from
Construction supervision. This input includes not only information relative to actual
and anticipated field activities and progress, but also the accurate allocating and
reporting of data such as time charges.
The project manager and site manager have responsibility to make sure that the
appropriate controls are in place on the project to assure completion according to the
objectives. The controls:
• Cover the full project scope of work
• Include activities that are logically constrained with no open-ended activities
• Use date constraints where they represent agreed project milestones, not as
float reduction tools
• Include activities that expend workhours and produce deliverables for each CWP
in the WBS
• Include activities that cause interaction between disciplines or affect other
functions

• Ensure subcontract and procurement activities are in sufficient detail to
reflect their impacts to other activities, including the supply of equipment
vendor information
• Ensure effective WFP only uses IFC drawings
• Materials should be available 16 weeks prior to start of construction
References
• Practice 000.320.0150 – Control-Level Planning and Scheduling –
Construction
• Practice 000.320.0400 – Schedule Risk Analysis
Cash Flow and Cash Management

Cash flow is the distribution of project planned expenditures (obligations) over time
in line with the project schedule. Cash management is the management of receipts
and actual expenditures to optimize project profits. An internal Cash Flow Curve of
project revenue is also normally prepared and is necessary as a cash management
tool for the management team.
• A preliminary planned Cash Flow Curve will be generated using the baseline
estimate and the Level 1 Management Schedule
• More accurate planned Cash Flow Curves need to be generated once Level 3
Schedules are prepared
• Planned Cash Flow Curves need to be revised in concert with change
management
• Process, TIC forecasting and any project schedule revisions
• Actual Cash Flows need to be shown against plan as expenditures or
commitments are made
• Cost of Cash Management needs to be implemented based on the as-sold
pricing model

• Items impacting the cost of cash can include:
–– Managing invoicing, receivables and payments to suppliers and
subcontractors
–– Contract terms, such as advance funding by Client, zero balance accounts,
frequency of billings to Client and no retention by Client
–– Client payment plan front-loaded to optimize Fluor cash flow
–– Progress payments that optimize the progress base to improve Fluor cash flow
• Cash Flow Curves should be updated monthly and included in the Fluor and (as
applicable) Client monthly reports
Cost Analysis and Trending

Cost analysis involves the comparison of planned project cost commitments and
expenditures against actual data for identification of variances. Trend analysis
involves examining project results over time to determine if performance is improving
or deteriorating. Performance data can include:
• Expenditures
• Unit costs
• Quantities
• Productivities
• Average hourly rates
• Currency fluctuations
• Escalation

• To identify variance, a detailed control baseline must be in place and actual
cost against this control baseline must be accurately assessed
• Reporting must be agreed between project controls and the project
management team that identify key areas of the project where variance
analysis will be focused
• Analysis should begin once pertinent actual project cost data becomes
available
• Analysis requires an independent review and creative input to come up with
an understanding of how, why and where project costs vary and where they
are trending
• Disciplines will be involved in the analysis effort to concur with findings and
provide input to corrective actions
• Analysis must be timely to identify variances and allow corrective actions
prior to significant deviation from the control baseline
• Analyses reports must be prepared that define the variance, how and why it
occurred, the impact to the project and proposed methods of recovery
Construction Progress and Performance Reporting

Monitoring actual project progress and performance against the control base at
regular intervals provides immediate feedback to the project manager, site manager
and business line management on the health of the project.

• Determine prime contract requirements for reporting
• Determine measurement criteria for progress and performance (e.g., what,
frequency, to whom)
• Insist on analysis, not just reporting. Use analysis to act upon the reported
results
• Ensure physical progress is reported on both:
–– Physical % complete of critical path
–– Physical % complete of total project
• Direct planning and recovery where reporting shows a variance against plan
• Provide recognition for positive performance
• Communicate key variances to the Client
• Monitor project milestones as an additional way to assess project progress
References
• Practice 000.200.1407 – Std. Practice – Home Office Eng./Design Progress
Work Process
• Practice 000.320.0010 – Engineering and Construction Progress and
Performance
Field Accounting Systems

Field accounting systems are standalone, project-based systems that are used at
many domestic and international locations. Normally these systems are PC-based
systems that can operate on a field server and be supported locally.
• Select the field accounting system. Consult with finance to determine the
best fit for your project.
• Select the field payroll systems. Fluor has developed field payroll systems
that handle the time recording and labor distribution for craft personnel on
project sites. Consult with HR to determine the best fit for your project.

References
• Knowledge OnLine PBS Community – Field Accounting Activities Knowledge
Pack
• Knowledge OnLine PBS Community – e-Field Timekeeping Knowledge Pack
7. MATERIAL MANAGEMENT
The plans for material requirements and material control will focus on the best
approach for identifying all material and equipment requirements by discipline and
controlling them from acquisition to installation and subsequent project closeout. This
includes support for the acquisition process, identifying shop and field fabrication;
discipline quantity allowance philosophies; blanket order packaging; and receiving,
issuing and monitoring installations to ensure use of the correct material issued.
• Material management plan validation. Field Material Manager is to
confirm that the strategy being developed meets all project requirements
• Key quantity management. Activities related to the assessment of the status
of the key quantities and the activities related to the definition of any corrective
actions to maintain the target (time and budget)
• Material cost forecasting. An ongoing reconciliation process between the
material costs that are agreed upon in the project execution baseline alignment
and the current costs for commitments made plus the forecast of commitment
values for materials yet to be committed
• Tagged and bulk item requisitions. Technical requisitions and specifications,
material take off, and preparation of the requisition in MatMan
• RFQs to bidders. Issue the complete request for quotation package (technical
requisition plus commercial part) to bidders
• Tagged item and bulk material requisitions. Procurement action request
issued by Engineering instructing Purchasing to proceed with purchase
• POs/COs for tagged items and bulk materials. Submitting to supplier the
legal documents describing and confirming the agreement to supply data,
equipment and/or material at defined dates and places against payment

• Corrective actions ensuring planned material availability.
Implementation of the decision of project management based on the
recommendations as published in the multidiscipline analysis and report
• Provide expediting priorities. Identify priorities for expediting of materials,
e.g., modified CWP priorities may result in shifted expediting priorities
• Final job report. The FMM will be responsible for keeping a log (diary) during
the course of the project, highlighting significant events, problems, innovations,
and other items of interest
• Expediting. Expediting verifies suppliers’ compliance with the delivery
schedule included in the PO
• Inspection/material shipment releases. Materials will be offered for
inspection prior to shipment. Issues that arise need to be handled by the
appropriate parties to mitigate possible delays
• Transport. Execution of logistics services to eventually transport the materials
to the receiving party (contractor or Fluor warehouse)

Detailed Turnover Planning
A strategy shall be developed to integrate the design, construction (including
quality), precommissioning and system turnover based on the contract, start-up
sequence and Client specifications. This strategy shall then be developed into a plan
for completing these activities:
• Define turnover system boundaries on the P&IDs once they are issued for design
• Set up MCPlus tree browser (hierarchy) and load the reference information
• Develop project-specific reports in MCPlus
• Finalize the systems turnover and acceptance plan and issue approved for
construction

• Validate the interface of MCPlus, with the other construction automation
tools (e.g., MaterialManager, InVision, MileMarker, NEWS, MCPlus, SPC)
• Engineering to define all other turnover system boundaries on other
engineering documents as required (e.g., single-line diagrams, plot
plans, foundation location plans, network interface diagrams, fire and gas
diagrams, etc.)
• The Turnover & Commissioning manager must align with the SQM and the
Client regarding which QVDs must be included in the turnover procedures
and which QVDs must be tracked in MCPlus
• Obtain Legal’s approval of the transfer of care, custody and control (TCCC)
letter

PHASE 4 – CONSTRUCTION/FINAL DESIGN/ENGINEERING SUPPORT
FOR CONSTRUCTION
Although construction activities were initiated in previous phases, this is the phase
where effective construction begins. The construction phase involves the most
risk and will cost more than all of the preceding phases combined. It is the process
whereby the detailed engineering drawings and specifications are converted into
physical structures and systems that comprise the new facility. The challenge of
the construction phase is to safely construct the new facility within the technical
requirements and maintain or improve both the cost and schedule baseline
objectives.
Construction resources for the project (labor, construction equipment) are normally
distributed and managed on a functional basis, or a functional basis within
geographic/priority areas on large projects. This approach serves most projects well
to administer large numbers of crews and effectively implement the work. However,
almost every construction project must shift to some form of a systems approach
as the project nears completion to facilitate checkout, start-up and commissioning.
Contractors and subcontractors will be similarly integrated into the project in
performing their work.
1. CONSTRUCTION
Advanced Work Packaging Execution Plan
IWPs are single-discipline portions of a CWP. Several IWPs will typically be generated
for a single CWP. IWPs include a detailed, constraint-free execution plan with all
elements necessary for a single construction crew to fully complete a scope of work
in a one-to-two-week time frame. At a minimum, each IWP needs to include the
following contents before being issued to construction:
• A detailed scope of work
• Work steps/tasks
• Crew makeup
• A drawing list and all required Issued For Construction (IFC) drawings and
Approved For Construction (AFC) drawings
• A list of constraints with all items cleared
• An IWP-level schedule (typically 1-to-2-week total duration) that aligns with
the parent CWP-level schedule
• A confirmed equipment, scaffold, tools and consumables request

• An approved Material Request Form showing all material available
• HSE Requirement Permit Forms
• ITPs
• Quality Verification Documents associated with the work
• 3D model snapshots (when available)
At this stage, IWP development should be well underway. All construction activities
are based on the developed IWPs following the construction priorities and availability
of drawings and materials.
• Orient field support organizations to the WFP/IWP process
• Develop a backlog of constraint-free IWPs
• Develop a weekly/monthly IWP status report
• Conduct craft activity analysis
• Project Controls reporting should be based on IWP progress and completion
• Material Management should be aware of the material requirements and
actively be removing any material constraints
References
• Practice 000.042.0020 – Project Lessons Learned
Construction Services
A. Performance Solutions
At this stage of the project, the Performance Solutions team should be engaged to
provide the following services:
Activity Analysis. The activity analysis process measures and improves craft
utilization and work processes through the systematic observation, reporting and
analysis of project work activities. Objectives of activity analysis are:
• Comparison of current work activity utilization levels against Fluor world-class
targets
• Evaluation of current work processes to enable effective, efficient and safe
workforce performance
• Identification of Work Process Improvement (WPI) opportunities

Improvement Action Planning. Performance improvement actions are identified
and assigned to responsible construction team members. The activity analysis debrief
provides a basis for identifying these actions.
Customized Site Supervisor Training (Emphasis on Performance – Leadership).
Performance Solutions will provide site-specific training and orientation for site
supervisors and foremen in areas that affect project performance.
• Cost awareness
• Work method improvements
• Craft utilization awareness
• Personal craft management and techniques
• Field Supervisor orientation and training
Work Process Improvement. A work process study may be conducted by a
Performance Solutions engineer and/or group of project team members. When a
team has been sanctioned to improve a work process, the Performance Solutions
engineer plays the role of work process facilitator and allows the team the
responsibility to analyze and recommend changes to the process. Prime areas for WPI
focus are:
• Project bottlenecks
• Implementation of lean principles
• Craft work delays
• Craft work methods
• Deliverable delays
• Cost overruns
• Project controls and scheduling
• Materials purchasing, delivery and receipt
• Document control
• Quality

• The site manager is responsible for working with Performance Solutions to
conduct the appropriate studies for the project throughout the course of the
construction
• Performance Solutions provides a baseline for the projects and can quickly
point out inefficiencies impacting site productivity. Successive activity
analysis cycles are typically two to three months apart depending on specific
project needs and performance. Deliverables from each cycle are used in the
creation of improvement action planning
• Performance Solutions can support in construction improvement action
planning
• Performance Solutions will assist in the follow-up and status of the plans
References
• Practice 000.504.1000 – Construction Performance Engineering Manual
Construction Systems Mobilization

Fluor has invested extensively in developing a highly integrated set of project
execution systems that leverage the availability of information throughout the project
execution life cycle.
Key activities:
• Implement construction automation tools
• Staff positions needed to operate construction automation tools
• Provide training to other staff as required
• The PIM is responsible for the site infrastructure that the construction
automation tools are installed on. However, the Project Manager should be
aware of the importance of this activity and its necessity prior to the start of
construction
• The Construction Automation Lead will transition to the site as one of the
Construction Automation tool super users
• Audit data and trouble shoot periodically to ensure tools work correctly

References
• Practice 000.508.0000 – Construction Automation Plan
Manage Site PDDM

The previously developed plan must be implemented and managed by the site PDDM
manager under the purview of the CEM.
• Site document distribution matrix
• Site document distribution procedure
• Master hard copy and master IFC log
• DCN distribution process
• Field sketch and field revision issuance process
• Redline as-built documentation process
• Field audit process for current IFC documents
• The PDDM document distribution process will include how (self-perform)
craft and/or subcontractors will receive the most current IFC documents.
In addition, it will include how the subcontractor and/or craft supervisor
drawings will be audited to ensure they are working off the most current IFC
documents

After mobilization, the CEM is responsible for providing direction, support and making
sure that the engineering staff is committed to following project programs and plans.
Once the Site Engineering team has been established, they will focus on the daily
support of the following ongoing construction activities:
• Temporary facilities
• Field procurement and material management
• Contract documents
• Red-line documents/RFI
• Permits and coordination

• Contract/subcontract management
• PDDM
• Site Quality Manual and support
• Construction automation tools
• Installation issues, testing, punch-out
• Project Controls/Change Management
• Site HSE program
• Systems turnover
• Construction engineers are not just onsite to answer RFIs; they are a critical
part of the planning team working to get ahead of the superintendents to
remove any barriers to productivity in the field
References
• Practice 000.514.0000 – The Construction Engineer’s Guidebook
Rigging/Site Rigging Support

The Site Manager or his representative, along with the rigging engineer, will provide
technical details and limitations required to safely execute all rigging operations. In
addition to the above, the rigging engineer and rigging team will:
• Manage heavy-haul/lift subcontractor(s)
–– Permit oversight
–– Haul route preparation
–– Crane assembly/disassembly and inspections
–– Crane location verification including mat pads

• Design temporary support/guying systems
–– Design life-line systems
–– Procure rigging hardware
–– Provide rigging input to onsite preassemblies
–– Provide onsite rigging/lift plan training
–– Design temporary support/guying systems
–– Onsite preassemblies
• Develop and issue project-specific rigging/lift plans
• Oversight of lifting operations
–– Distribute lift/rigging plans to Client and proper field personnel involved with
lifting operations
–– Assist in the inspection of the crane setup and rigging hookup per plan
• Crane in proper location
• Crane boom/components correct per plan
• Rigging gear sized correctly per lift plan
• Copy of all crane operator certifications shall be submitted to the project
Safety department prior to operations
–– Involvement in pre-lift meetings
–– Facilitate HSE and management reviews
–– Facilitate approvals of plans, as required, by adopted site policy
–– Monitor lifting operations to ensure safe execution of lift
• Monitor wind and other environmental conditions
• Monitor outriggers or crawler tracks for settlement during lifts
–– Initiate field changes to plans if needed while adhering to site policy

• Plot layout with final setting location
• Method of delivery for the equipment
• Ground bearing pressure tolerable based on soil conditions in the area
• Potential interferences (i.e., existing plant equipment, power lines, etc.)
• Underground utilities, excavations, catch basins/manholes, voids, etc.
• Dimensions of proposed crane and components: tail swing, boom length and
assembly space
• Obtain FAA permits and install FAA lighting for all crane booms and rigging
equipment, as required
• Prior to starting work, operations involving cranes and rigging will be
assessed using the JSA form or equivalent. Both the JSA and risk assessment
portions of the form are required for this and other life-critical operations to
ensure that all hazards associated with the work are identified, the likelihood
and severity are understood, and control measures are defined that will
effectively reduce the risk
• The Cranes and Rigging (site specific) Procedure must be implemented and
enforced by Fluor and contractor management, their staff, the project/site
HSE representative, and specifically the rigging staff and rigging coordinators
of the project
• The requirements of Administrative Practice for Rigging and Cranes and
Rigging — Introduction/Pre-use Practice have been structured to bring
together and combine the resources of Fluor and its contractors to achieve
zero crane and rigging accidents during the construction and/or maintenance
phase of each project
References
• Practice 000.502.0100 – Administrative Practice for Rigging
• Practice 000.653.3201 – Cranes and Rigging – Introduction/Pre-use
• Practice 000.653.3209 – Working Near Overhead Power Lines

2. QUALITY
Manage Site Quality
The objective of the Site Quality Program for this project is to ensure that construction
is performed in accordance with the drawings; specifications; and applicable local,
state, and federal standards and codes. A further objective is to provide documented
evidence that confirms that the primary objective has been met. The Site Quality
Manager is responsible for the administration of the Site Quality Program.
• Surveillance activities are an in-process inspection of ongoing work
activities in the field that are documented to show compliance with project
requirements or identify something that can become an issue later on
• QA/QC for receipt of material at site
• Verify implementation of Site Welding Program
• Each discipline ITP will contain inspect, witness, hold, surveillance and review
activities and identify who has the responsibility to perform each activity
• Verify implementation of site nondestructive evaluation program – site NDE
activities will start in early works and continue through the completion of the
project. It is important to understand the requirements and manage any NDE
activities to assure all activities are completed in a cost-effective manner
• Review nondestructive test records
• Manage site nonconformance and corrective actions. Items or activities
will be found at site that will be identified as either a nonconformance or
corrective action, as in the Site Quality Manual. As these items will need to
be tracked to closure, it is important that the log be kept up-to-date and
findings are actioned in a reasonable time to prevent a delayed turnover or
rework later in the project
References

Quality Verifying Documents (QVDs)
QVDs are an integral part of any turnover effort. Their purpose is to document each
item that makes up a plant or facility that has been constructed, tested according
to design specifications, and certified ready for commissioning and operation.
Construction Quality provides the QVD according to their ITP.
• Once the QVD forms have been imported into MCPlus, they will need to be
attached to the appropriate tagged item to which they apply
• Typically this information is conveyed to the MCPlus administrator via
development of a designated QVD matrix. This matrix is developed as a team
effort by engineering and the construction quality and turnover managers (or
designee)
• MCPlus shall be used to status and report completion of the designated
QVDs. This may be performed by the site quality, construction engineering or
turnover group
References
3. SITE HSE
Organization
HSE, as a professional staff function at the site, will directly assist site project
management in the execution of the HSE Management System at the business line,
regional and project/site level. Each person responsible for the HSE function must
exhibit a high degree of professional competency, personal initiative and effective
communication skills in performing their duties. Client and Fluor project HSE
representatives will be responsible for consulting with management in all matters
affecting the environment and health and safety of employees, contractor personnel,
Clients and the community. Incident prevention responsibilities of managers cannot
be delegated.

References
• Practice 000.653.0020 – Health, Safety and Environmental Management
System – Execution
HSE Training and Behavioral Modification Program

A key component to the HSE management system is the Behavior Modification
Program. This program encourages employee participation via active monitoring of
workplace practices and behavioral observations. The plan is incorporated into all
facets of project execution via observations being completed by employees on their
fellow employees. The training necessary for the positive implementation of this
program is completed during the orientation phase.
This ensures all personnel are familiar with and are part of the positive culture
required and accept the no-blame principle associated with performing observations
on fellow employees. This program will be developed using local knowledge,
employee participation and industry best practice.
Individual involvement by all project personnel is a key aspect of the HSE
management system and is based on the principle of shared employer/employee HSE
responsibility.
Individual involvement is provided and encouraged through:
• The Hazard Reporting Card
• The HSE Perception Survey
• Establishment of open/honest communication among all levels of the
organization
• The establishment of HSE committees at the worksites
• The participation in toolbox, supervisor and other HSE meetings
• Participation in safe work observations
• Compliance with the requirements under relevant local acts and regulations
• Awareness of and work for the health/safety of themselves/others in the
workplace
• Involvement in environmental activities
• Compliance with all safe-working directions given in the workplace
• Avoidance of misuse or damage to any equipment and materials

References
• Form 000.653.F0275 – Hazard Reporting Card
• Form 000.653.F0276 – The HSE Perception Survey
HSE Work Procedures

Client and Fluor Project Site Management will verify that their HSE Management
System addresses, at a minimum, the hazards identified. The risks associated with
each of these hazards will be addressed through an HSE work procedure.
Each contractor will develop (or adopt) Fluor HSE procedures for their work scope. For
self-perform projects, Fluor will use their HSE procedures. These procedures will be
developed or adopted with consideration of statutory and project requirements and,
if developed, must be submitted to the Client and Fluor project HSE representative or
nominated delegate before commencement of work.
• STAs, and JSAs where applicable, or other hazard analysis techniques will be
applied to all tasks that are undertaken on the project
• Particular attention will be paid to the tasks that are complex in nature or
that have a higher-than-normal level of risk (such as dual crane lifts, critical
crane lifts, work on live equipment and pressure testing). This analysis will
be done to maintain proactive control of issues that may adversely affect the
efficient and safe completion of the task
Security
A Site Security Plan must be developed for every project. Depending upon the size
and location of the project, Fluor may have a full-time Site Security Manager to
coordinate and manage the security activities. The Site Manager and HSE Manager are
responsible for the Site Security Plan and the implementation of the plan.

• Control access to the construction site from gated access
• Monitor traffic flow on the construction site and report violations of site
traffic rules
• Escort heavy-haul loads on the construction site
• Conduct surveillance of laydown yards to prevent loss
• Patrol the site perimeter to control unauthorized access
• Perform site surveillance to assure compliance with site rules
• Conduct random searches of vehicle, toolboxes and lunch boxes to mitigate
loss
• Direct and escort emergency services onsite, as required
• Assist in flow control during shift changes
4. FIELD MATERIAL MANAGEMENT

Field Material Management and Administration
Field Material Management will organize the maintenance and administration of
files, documents and registers in accordance with the guidelines set forth in the PEP.
Fluor’s MatMan is the electronic material management system and should be used on
projects for the control of materials and equipment by field material management.
• Upon receipt, Certified Mill Test Reports (CMTRs) should be loaded into an
approved system for electronic tracking
• It is key for Construction to stay engaged with Material Expediting and review
of RAS dates
References
• Practice 000.470.1641 – Hazardous and Toxic Materials
• Practice 000.470.1665 – Construction Equipment Control
• Practice 000.470.1671 – Tools and Supplies
• Practice 000.470.1681 – Special Controls
• Practice 000.470.1630 – Surplus and Scrap Disposal

Warehousing
A. Receipt and Storage of Materials and Equipment
Field Material Management will be responsible for the receiving and unloading
functions at the project site, as defined in the Material Management Plan and
Material Responsibility Matrix.
A Master Storage Plan will be developed prior to the arrival of materials at the project
location. This plan will detail all material storage needs and any special storage
requirements. The requirements for storage are divided into four levels with respect to
protective measures to prevent damage, deterioration or contamination of items and
materials based upon important physical characteristics – the ambient conditions
during construction installation and operation of the item or material.
• LEVEL A. Items classified to Level A are exceptionally sensitive to environmental
conditions and require special storage. Items will be stored within a
fire-resistant, tear-resistant, weather-tight and well-ventilated building
or equivalent enclosure, with any additional requirements detailed by the
manufacturer and/or engineering representative.
• LEVEL B. Items classified to Level B are sensitive to environmental conditions
and require special storage. Items will be stored within a fire-resistant,
tear-resistant, weather-tight and well-ventilated building or equivalent
enclosure.
• LEVEL C. Items classified to Level C require protection from exposure to the
environment, airborne contaminants, gravitational (g) forces and physical
damage.
• LEVEL D. Items classified to Level D require protection against the elements,
airborne contamination and physical damage. Items may be stored outdoors in
well-drained areas.

• Weather protection, conformity with warranty requirements, protective
maintenance requirements for outside storage areas, including proper
drainage
• Inside storage
–– Materials shall be segregated by material commodities
–– Shelf storage within the different commodities where codes and sizes
apply shall be by type and ascending code sequence
–– Storage shelves shall be marked with a location system that facilitates the
material control system that has been implemented
–– Bulk storage to be used where feasible
• Outside storage areas
–– Storage areas shall be, where feasible, divided into bays
–– Storage areas must be accessible for transport and construction equipment
with hard-standing roads of sufficient width
–– Materials and equipment stored outside shall be stored off the ground by
the use of sleepers, dunnage, pallets, concrete slabs, etc.
–– Segregation shall be by material commodity
–– Storage within the different commodities where item codes and sizes
apply shall be by type, size and numerical item code sequence
–– Storage areas shall be assigned locations that facilitate the material
control system that has been implemented
–– Sensitive items stored outside shall be covered with tarpaulins and/or
plastic, as appropriate
• Material delivery schedules and project philosophy regarding direct delivery
to erection locations and offsite fabrication shops
• Completion schedules for substations, control rooms, etc., in accordance to
the delivery schedules
• Special storage requirements for construction equipment, small tools and
supplies as applicable
• Storage of hazardous materials as per the material safety datasheets and in
accordance with authority and Client requirements

References
• Practice 000.410.1200 – Material Management Plan
• Form 000.410.F2920 – Material Responsibility Matrix
• Form 000.410.F2921 – Material Responsibility Matrix – Modular Work
Material Control
A. Processing of Incoming Shipments
Field Material Management will receive, inspect, store and inventory all project
material in the designated laydown area. Field Material Management will check all
applicable incoming materials and equipment as soon as possible. Field Material
Management will receive all accompanying documentation, including inspection
release certificates or waivers, material certificates, code data books and material
safety sheets for hazardous materials.
• Discrepancies or damages will be noted on the freight bill and signed by the
receiving individual and the carrier’s representative.
–– Handling overages, shortages and damages. In the event any shipment
is received with overages, shortages, damages or other deviations, Field
Material Management will initiate an Overage, Shortage and Damage Report.
–– Deficiencies/backcharges. When received material/equipment is determined
to be unsatisfactory and the deficiency is the seller’s responsibility,
the deficiency notification will be created within the system. It is the
responsibility of Field Material Management to administer and close out
all deficiency notices. It is the responsibility of Home Office Procurement
to negotiate and finalize back charges against suppliers with respect to
deficiencies, unless this authority has been delegated to Field Material
Management.
• Coordinate with Construction Engineering and Site Quality when tagged
equipment is to arrive so a thorough technical inspection can be conducted
upon receipt

References
• Practice 000.420.1620 – Deficient Materials and Backcharges
• Practice 000.470.1200 – Field Material Management Plan
B. Issuance of Materials and Equipment

Field Material Management shall issue materials and equipment in accordance with
the project construction schedule to ensure correct sequence of installation using the
following tools:
• Fabrication releases. Release notice to the prefabrication contractor based
on availability of both IFC drawings and materials. Examples are fabricated
structural steel and fabricated spool pieces
• Installation releases. Release notice to the installation contractor based on
availability of both IFC drawings and materials
• Issue pick tickets. All materials that have been loaded into MatMan will be
issued to subcontractors or field supervision via a printed material list (pick
ticket) based on a bill of material (BOM)
• Field material request or return. The field material request/return is used
to obtain all materials and supplies when the requirements are not covered by
engineering BOMs, temporary works, losses, replacement of damages, etc.
• Material backorders. Unavailable materials requested should be issued as
soon as they arrive at the warehouse unless specifically requested to be retained
until a later stage of the construction program. MatMan will automatically
control and issue these items
• The right material, at the right place, at the right time remains a key to
productive work site. Identify potential delivery delays and address them
immediately
• Supplier min/max trailers. At the request of a project, a supplier may locate
specially stocked trailers full of high-usage items of piping and
electrical/instrumentation bulks to the jobsite to ensure a ready supply of
critically needed bulks for immediate supply

C. Preservation of Materials and Equipment
Preservation is defined as the periodic inspection of equipment to make sure the
item is free from damage and is maintained in accordance with vendor/supplier
requirements. The documentation of this effort keeps all equipment warranties intact.
• Preservation and maintenance of equipment and materials while in storage
and in-place prior to initial operation will be administered by Field Material
Management and must be recorded
• The inspection and documentation of preservation typically resides with Site
Quality and is managed via the forms in the Site Quality Manual
• Equipment preservation onsite will be managed with MCPlus. The required
activities with their frequency shall be loaded into MCPlus. When the
warehouse receives the equipment, notification shall be given to the Turnover
Group to start all preservation activities for the identified equipment tag(s)
• MCPlus maintains this thorough history of preservation throughout the
construction period until handover to the owner
• Weekly reports shall be issued from MCPlus to indicate which preservation
activities are due for the upcoming week
• Construction shall complete these preservation activities within the week
they are due. The preservation report will then be signed by Construction,
verified by the quality inspector and given to the Turnover Group who will
status the item as complete
D. Vendor Support
Supplier Representative (SR) Services is an agreement entered into between Fluor
and a supplier as a result of the purchase of equipment (or other goods). It covers the
provision of representatives at the jobsite to provide technical expertise and perform
work activities such as supervision of installation, precommissioning, commissioning,
start-up and/or training of operators, all in connection with the equipment (or other
goods).

Construction and Engineering shall have responsibility to prepare the requisition
for required SR services, control of performance of the services, agreement of the
time spent performing the SR services and completion of the SR services. Material
Management in the project office, in coordination with Site Contract Management,
shall have responsibility for the solicitation and agreement of rates to cover the SR
services on all identified orders and incorporation of said rates into the purchase order
for supply of the goods.
Rates in the agreed-upon Part II of the SR agreement (lump sum or reimbursable)
attached to the supply purchase order shall include, as a minimum, the following:
• All-inclusive hourly straight time rate
• All-inclusive hourly overtime rate (including weekends and holidays)
• Per diem rate or other provisions for expenses consistent with project policies
• Anticipated number of required trips to site
• Agreed-upon basis for hotel and air transport reimbursement consistent with
project policies
• Agreed-upon basis for ground transport
• Agreed-upon basis for payment of travel time only if permitted by project
policies
SR agreements should be committed and managed by Material Management via
home office PO, site PO or change order to the supply PO. The Material Manager will
be responsible for communicating with the Contracts Manager to determine if any
special commercial circumstances exist that need to be addressed in the SR PO.
• A SR coordinator should be designated at the site as the primary contact for
all SR-related items
• The PMM/PPM shall initiate the planning process with Engineering, Contract
Management, Construction and Project Management to identify all items
to be procured that may require the services of a SR during construction,
commissioning, initial operation and/or training

5. PROJECT CONTROLS
Cost and Schedule
Field Project Controls will establish cost reporting/forecasting, progress and
performance reporting and internal controls. This allows baseline measurement
of construction progress and trend indicators of overall project schedule and cost
direction. The application of proper analysis techniques to these situations can
provide advance notification of deviations from the Project Controls baseline.
Key control documents are:
• Engineering/Supply Chain
–– Home office drawing control and progress reports
–– Key milestone charts
–– Drawing issue charts
–– Equipment procurement schedules
–– Material tracking systems
–– P&ID development schedules
–– Engineering work plans
–– Subcontract development schedules
• Construction
–– Construction mobilization schedules
–– MileMarker field progress reports
–– Construction weekly work plans/three-week look ahead
–– Installed quantities curves
–– Equipment nozzle delivery/installation curves
–– Tie-in schedules/hot tap schedules
–– Hydrotest schedules
–– Loop check schedules
–– Systems turnover and commissioning schedules

• All control-level schedules must have an owner who monitors and reports
against the schedule compliance to the site management team
• Control-level schedules must be based on historical norms that realistically
reflect the time required to perform the function
• Level of detail for the deliverables, weightings and intermediate milestones
need to be established and agreed to
• Development of a home office/field interface plan and responsibility matrix
6. CONTRACTS
Subcontracts will be managed from the RFP to contract closeout. Contracts
are typically written and administered in the lead office until the field office is
established, at which time responsibility will gradually shift to the field.
Contracts is responsible for facilitating all aspects of post-award contract
management including:
• Preconstruction kickoff meeting
• Expediting construction premobilization deliverables for review and approval
(insurance, bonds, safety plan, JSA, quality plan and ITPs)
• Internal contract reporting
• Issuance of formal correspondence
• Change management
• Invoice audit, approval and payment
• Contract closeout
• Chair and record minutes of weekly progress review meetings
• Submittal and distribution of weekly and monthly reporting
• Review and retention of daily reports, timesheets and standby reports

Manage Turnover
Tracking and status of all required turnover documentation is the focus of the
turnover effort during construction. All systems must be aligned to ensure seamless
system closeout and the transition to commissioning. Activities at this stage include:
• Validate logistics of transfer/download of engineering data from home office to
MCPlus
• In coordination with management requirements for tracking/metrics, finalize
project-specific reports in MCPlus
• Establish the turnover vision onsite. Educate, raise awareness and gain
acceptance of the turnover program with construction management,
contractors, quality, field engineering and Client personnel
• Proactively involve, coordinate and align with the commissioning/operations
team
• As the turnover scope dictates, in cooperation with Construction and Field
Engineering, develop the precommissioning procedures
• Develop/scope and input any remaining support-type systems and descriptions
into MCPlus, and attach required designated QVDs
• Begin tracking/statusing the designated QVDs in MCPlus
• Coordinate with Project Controls in the development and update of a detailed
turnover schedule
• Coordinate vendor representatives required for equipment installation and
precommissioning activities prior to turnover
• Input the preservation requirements into MCPlus and coordinate with the
warehouse manager on the logistics for being notified when equipment
arrives onsite
• Coordinate with Site Quality and Construction on methodology of inspecting
non-tagged items (typically these would include civil/structural items) which
are included in designated QVDs

Preparation of System Turnover Procedures
Most construction and commissioning documentation (per contract specific
requirements) is contained in the Turnover Procedures which are delivered to the
Client prior to the declaration of substantial completion. Documentation not included
in the Turnover Procedures is located in the project files and is available for inspection
during construction and commissioning.
A typical Turnover Procedure (TOP) contains the following:
• System descriptions
• Scoped P&IDs and electrical one-line drawings
• Construction mechanical records
–– Equipment list
–– Isometric list
–– Test records and checklists
–– Equipment preservation records
• Construction electrical records
–– Equipment list
–– Cable list
• Construction instrumentation records
–– Instrument list
• Vendor correspondence and test records
• Commissioning mechanical records
• Commissioning electrical records
• Commissioning instrumentation records

Project documentation available for inspection during construction and
commissioning which may not be included in the Turnover Procedures includes, but is
not limited to, the following:
• Material certification
• Piling surveys, concrete pours and other civil documentation
• Field tank assembly data
• Structural steel data
• Grounding system data
• Paint data
• Insulation data
• Vessel inspection records
• TOPs should be predeveloped to the extent possible and assigned to an
accountable turnover coordinator
• Leverage construction engineers as turnover coordinators toward the end of
the project

PHASE 5 – PROJECT COMPLETION, PRECOMMISSIONING
AND CLOSEOUT
At approximately 65 percent of construction progress, the focus of the project shall
change from construction work within a defined geographical area to turnover
systems.
Project Controls, in conjunction with Turnover & Commissioning, will develop and
manage a detailed plan for turnover of the plant/facility by system according to the
turnover sequence. This plan includes a timeline similar to the following:
• Two months prior to the turnover date, when all tests are complete for
system and lines have been reinstated, the contractor will host a 90 percent
reinstatement punch walkdown
–– Category 1(A) punch list item on a 90 percent reinstatement walkdown will
be completed prior to construction issue notice of completion
–– Category 2(B) punch list item on a 90 percent reinstatement walkdown will
be completed after construction issue notice of completion and before
plant/facility acceptance
• One month prior to the turnover date, Construction will complete construction
precommissioning, issue notice of completion, then host a final walkdown
–– Category 1(A) punch list item on a final walkdown will be completed prior to
the issue of the turnover notice by Construction
–– Category 2(B) punch list item on a final walkdown will be completed after
Construction issues of the turnover notice and before plant/facility acceptance
• One week prior to the turnover date, Construction will submit the Turnover
Procedures to the Client

• Establish weekly meetings early with the turnover team
• Use Fluor’s construction tools to effectively communicate, facilitate and track
the progress of systems completion. Examples of this would include:
–– InVision/SPR. Visually depict the boundaries and visual completion status
of a system (e.g., color coded for erected, hydrotested, reinstated, etc.)
–– MatMan. Obtain reports showing material status for systems (e.g., onsite,
arrive in two weeks, etc.)
–– MileMarker. System progress via percent complete and established
MileMarker milestones
• Track the hydrotesting, loop checking and specialty cleaning efforts
• Issue systems completion status reports on a weekly basis (minimum)
• Be aware of construction status and proactively manage and/or remove any
roadblocks to timely completions of systems
• Coordinate with construction on the planning for all precommissioning
activities (e.g., chemical cleaning, loop checks, pressure tests, motor bumps,
etc.)
• Coordinate closely with construction and issue notice for formal punch
walkdowns as appropriate based on status of system completion
• Input punch items into MCPlus and communicate status to appropriate
parties on a daily basis
• Use MCPlus to manage, facilitate and report completion status designated
QVDs and of punch item resolution
• Facilitate the Transfer of Care, Custody & Control of systems to meet the
quality and schedule requirements per the procedures documented in the
Project Systems Turnover and Acceptance Plan. Issue formal notification of
mechanical completion to Client with required signatures
• Project Controls to provide cost, scheduling and estimate as required
supporting project turnover per contract requirements

1. CONSTRUCTION/PRECOMMISSIONING
Most structures and facilities of any significance involve a start-up and
implementation phase. In both simple and complex cases, much testing of
components is done while the project is underway. In some cases, this mainly
involves testing, adjusting and correcting the major mechanical, electrical and control
systems to show that they perform as designed and specified. On many projects —
especially large industrial facilities such as refineries, power plants, offshore facilities
and assembly plants — completion and start-up is a highly complex process that
pushes the facility design limits and ensures that it operates efficiently under normal
conditions. In this case, start-up is a project in its own right, may require months of
careful advance planning and, once underway, demands the best in coordination and
supervision.
Construction Completion Process

The punch listing process is critical to system completion and plant mechanical
completion for each project. The following is an overview of the process:
• Punch items of 90 percent reinstatement walk down shall be worked off by
construction prior to issuing the notice of completion. Precommissioning for
system shall be completed prior to issuing notice of completion
• Construction issues notice of completion and hosts the 100 percent construction
completion punch walkdown
• The punch items shall be consolidated and meetings shall be held with the
Client to determine the correct punch categories
• Turnover & Commissioning verifies that all requirements of the turnover
procedures are complete and delivers it to the Client
• The Client reviews the turnover procedures
• Construction signs and issues the turnover notice. This marks the milestone of
completion for the respective system/subsystem
• Once all systems are complete and prior to acceptance, any remaining punch
items must be worked off and all required documentation that is outstanding
will be handed over to the Client
• The Client will verify that all work for the plant/facility is complete
• The Client will issue the plant/facility acceptance notice. This marks the
milestone of acceptance of the plant/facility work

• The site manager is responsible for ensuring that Construction completes
their work in accordance with the system completion schedule and that
Turnover & Commissioning works closely with Construction to handover the
systems to Commissioning
• Construction will work off (as a minimum) all Category A punch items
• The Client will review and accept all required punch items as complete
References
• Practice 000.507.0020 Construction Turnover Manual
Precommissioning
Precommissioning (static testing) is a group of activities (as defined by the prime
contract) that, once completed, bring the systems or subsystems to mechanical
completion.
• Planning appropriate craft and staff to support:
–– Non-operating checks, inspections, testing, cleaning, flushing, blowing,
drying, adjusting, cold alignment of equipment and piping
–– Calibration of instrumentation
• Loop continuity checks and nonenergized electrical system(s) checks
Performance Testing
Scope of work may include performance testing. Plant commissioning continues with
initial system operation and verification of the system’s operability per design. The
functionality of the overall plant is demonstrated at normal operating conditions from
cold shutdown to full power. During this phase, system response tuning is optimized,
process control setpoints are refined, emissions controls are placed into service and
the unit is readied for normal operation.

• Control loop tuning
• System integration and coordination tuning
• Plant switchgear and electrical distribution systems are energized
• Pumps, fans, compressors and other rotating mechanical components are run
and adjusted
• Components are operated at normal operating parameters
• Emissions controls are optimized
• Performance optimization occurs
• The notice of operational readiness form should be completed
Final Acceptance/Handover
Construction Mechanical Completion. This is the point where the
plant/facility, or part thereof, has been installed, erected and tested in accordance
with the job specification and drawings. In addition, this scope includes those
precommissioning activities necessary to prepare the plant/facility, or part thereof,
for final commissioning or initial operations.
Handover. This is the official process of transferring principal responsibility of the
facility from the responsible Commissioning group to Start-Up or Operations Group
(company, as defined in the prime contract). This step signifies the equipment, system
or facility is ready for safe operation and complies with the intended design and
purpose while meeting all specifications, codes, regulations and standards per the
prime contract. Afterward, any follow-up work by the Construction/Commissioning
Group should be on a permit-to-work basis.
• Official issue of the TCCC certificate required
• System TOPs with all required documentation achieved
• All final turnover documentation officially issued by Commissioning to Client
and electronically issued into Coreworx/POL
• Close out MCPlus database and officially transfer a copy to the Client

Site PDDM Closeout
It is the responsibility of the document management supervisor to store documents in
accordance with established filing indexes. Upon project site closeout, the site PDDM
supervisor will organize and package all required deliverables for transfer to the Client
and/or Fluor’s record center as directed by the project contract requirements. This will
be done in accordance with Fluor’s Project File Index and Records Retention Schedule.
The following activities must be completed upon project site PDDM closeout:
• Hard copy quality check complete and final Fluor set of drawings placed in
appropriate retention box
• Signed hard copy original engineering drawings forwarded to Client, placed in
retention or destroyed, as appropriate
• Project specifications catalogued and placed in retention
• Each PO checked for completion of supplier documentation
• Supplier documentation forwarded to retention if not included in plant manual
prepared for Client
• The final documents will be updated to as-built status and transferred to
Company in accordance with the project contract requirements
• One copy of plant manual prepared for Client forwarded to retention (or as
required by contract)
• PDDM final audit complete
• PDDM end-of-job report complete
References
• Practice 000.103.1000 – Project Execution Electronic Records Retention
• Practice 000.037.F1101 – Fluor Project File Index and Retention Schedule
• Practice 000.037.1002 – Corporate Records Retention Schedule –
Introduction

Construction Automation Systems Closeout
Project closeout includes transfer of electronic project files over to the Client and
also involves closing out the automation tools and systems that were used in the
execution of the project. Site demobilization is the accountability of the PIM with
support from the Site Automation Manager/support and IT project services. A
Demobilization Plan will be developed as per the project and Client requirements.
The Demobilization Plan should follow the process outlined in the Project Closeout
Guidelines.
The following work steps must be completed for the automation closeout activities
for a project:
• Requirements definition
• Planning and scheduling
• Validation and delivery
• Project closeout
• Final closeout process
• Decommission all project databases
–– Project network active directories
–– Project EPC application databases
–– Project Lotus Notes instances
–– Coreworx/POL instance
• Preparation and delivery of Client deliverables
• Electronic records retention
• Timing for closeout of home office server’s relative information that may be
required by the construction team
• Need a well-coordinated plan to demobilize computers, servers and networks
from the project
References
• Practice 000.340.2019 – Project Closeout Guidelines
• Practice 000.215.1987 – Project Closeout

Project Controls Closeout
Prepare and collect all required reports and documentation to support final project
closeout such as:
• Warranty plan and procedures
• Closeout report and analysis
• Establish final project costs
• All closeout back charges
• Insurance claims
• Change orders
• Complete records closeout and distribution
• Historical project data to be submitted to the company database
Supply Chain Purchase Order Closeout

Purchase orders are to be closed out upon completion, not only at the end of the
project. Buyers must plan for and track progress of the closure of all site purchase
orders under their respective responsibility. It is critical that these activities be
initiated by the PMM/PPM as early as possible to be completed efficiently and
effectively:
• Ensure that all purchase orders are closed in accordance with this practice in a
timely manner
• It is the responsibility of the buyer to ensure that the purchase order, upon its
completion, along with all of its attachments, is uploaded into Coreworx/POL for
archival and retention

• The Field Material Manager will ensure all required PO closeout
documentation has been properly stored and is available to the project team
for use during the PO closeout activities
References
• Practice 000.107.1025 – Loading of Document on Projects OnLine
Field Material Management Closeout

Closeout of the field material operation should be planned well in advance with
closeout activities, such as those listed below.
• File/record retention. Project File Index and Retention Schedule (PFI&RS)
– Master. Purchasing and Contracts should be reviewed for Field Material
Management involvement and coordinated with purchasing files being returned
for retention.
• Electronic control system. Systems linked via a home office server should
automatically be backed up and stored on the server.
• Demobilization. In many cases, one of the last individuals left on the job is a
member of the Field Material Management organization.
• One month prior to closing out the post office box, make arrangements with
Accounts Payable to establish a new mailing address for all outstanding invoices
and advise seller of the effective date of the change.
–– Assist in combining Accounts Payable and Procurement files and
prepare/arrange to have them sent to Records Retention.

• Decide what files will go to retention
• Decide at what point can files be considered closed
• Determine if files are redundant
• Keep adequate staff to allow for closeout activities
• Surplus materials disposition plan
–– Ensure all surplus material has been disposed of properly (refer to Fluor
practices)
–– Ensure all returnable containers have been sent back to the suppliers
–– Ensure all rental/leased equipment is properly returned or arrangements
made for the leaser to pick up equipment; this includes jobsite office
trailers, as applicable
–– Ensure all identifiable back charges have been resolved. All unresolved
back charges must be clearly identified as an open item and forwarded to
the home office for final disposition
References
• Practice 000.420.1210 – Purchasing Procedure
• Practice 000.470.1630 – Surplus and Scrap Disposal
• Form 000.037.F1101 – Project File Index and Retention Schedule
Project Closeout
Project closeout is the sequence of activities required to complete all remaining
project financial matters, satisfy all contractual requirements and document project
history. All project closeout activities will be performed in accordance with the
respective standards contained and/or referenced in Fluor’s Standard PPM and in the
information KOL database in Connections except as noted in project-specific plans and
job bulletins developed for the project.
The Project Manager is responsible for implementing the closeout of the project. A
Project Closeout Responsibility Checklist will be prepared for this project and made
available to the project team, which will identify the individuals or groups that
perform closeout activities or that assist in providing input for key areas of project
closeout.

• Construction will play a role in the project’s closeout in the following areas:
–– Formal notice of completion and acceptance
–– Records disposition and retention
–– Transfer and disposition of property
–– Documenting project history
–– Warranty management
References
• Practice 000.042.F1039 – Project Closeout Audit Checklist
• Practice 000.042.F1035 – Project Closeout Readiness Audit Checklist

GLOSSARY OF TERMS
Term Meaning
AFC Approved for Construction
ALMA Area Labor Market Analysis
AMECO AMECO is a registered service mark of American Equipment
Company, Inc.
AP Activity Plans
ASME American Society of Mechanical Engineers
AWP Advanced Work Packaging
Baseline Centric Baseline Centric is a service mark of Fluor.
BOM Bill of Material
BPPII Best Productivity Practices Implementation Index
BRMF Business Risk Management Framework is a service mark of
Fluor Corporation.
CAM Construction Automation Manager
CAP Construction Automation Plan
CCIP Company Controlled Insurance Program
CEM Construction Engineering Manager
CEP Construction Execution Plan
CES Commercial Execution Strategy
CII Construction Industry Institute
CM Construction Management
CMC Construction Management and Control
CMSi CMSi is a service mark of Fluor.
CMTR Certified Mill Test Report
CO Change Order
Cobra Cobra is a financial software package by Deltek.
CWP Construction Work Package

Term Meaning
DAS Discipline Application Specialist
DCN Design Change Notice
EPC Engineering, Procurement, Construction
EPFC Engineering, Procurement, Fabrication, Construction
ESQS Evaluation of Supplier Quality System
EWP Engineering Work Package
FAA Federal Aviation Administration
FEED Front-End Engineering and Design
FEL Front-End Loading
FIWP Field Installation Work Package
FMM Field Material Manager
FPM Field Purchasing Manager
GIMS Global Information Management System
HR Human Resources
HSE Health, Safety and Environmental
IFC Issued for Construction
InSequence InSequence is a service mark of Fluor.
InVision InVision is a registered trademark of Fluor.
IR Industrial Relations
IT Information Technology
ITP Inspection and Test Plan
IWP Installation Work Package
JSA Job Safety Analysis
KOL Knowledge OnLine is a service mark of Fluor Corporation.
MasterPlant MasterPlant by Fluor is a registered service mark of Fluor.
MatMan MaterialManager is a registered service mark of Fluor.
MCPlus MCPlus is a service mark of Fluor.

Term Meaning
MileMarker MileMarker is a service mark of Fluor.
NBIC National Board Inspection Code
NDE Nondestructive Examination
NEWS Nondestructive Examination and Welding System is a service
mark of Fluor.
OCIP Owner Controlled Insurance Program
OSBL Outside the Battery Limits
OSR Operating System Requirements
P&ID Piping and Instrumentation Drawing
PAM Project Activity Model
PDDM Project Document and Data Management
PEP Project Execution Plan
PES Project Execution Strategy
PFI&RS Project File Index and Retention Schedule
PIM Project Information Manager
PMM Project Material Manager
POL Projects OnLine is a service mark of Fluor.
PO Purchase Order
PPM Project Procedures Manual
PQM Project Quality Manager
PRC Project Requirement Checklist
Primavera Primavera is a registered trademark of Oracle and its affiliates
and is a software program.
Q&CR Quality and Certification Requirements
QA Quality Assurance
QC Quality Control
QPI Quality Performance Indicators

Term Meaning
QVD Quality Verifying Document
RAS Required at Site
RFI Request for Information
RFP Request for Proposal
RFQ Request for Quote
SmartPlant SmartPlant is a registered trademark of Intergraph Corporation.
SOW Scope of Work
SP3D SmartPlant-3D
SPC SmartPlant Construction
SPEL SmartPlant Electrical design tool
SPI SmartPlant Instrumentation design tool
SPR SmartPlant Review
SQM Site Quality Manager
SQS Supplier Quality Surveillance
SR Supplier Representative
SRS Supplier Representative Services
STA Safety Task Assignment
TCCC Transfer of Care, Custody and Control
TIC Total Installed Cost
TOP Turnover Procedures / Turnover Package
WBS Work Breakdown Structure
WFP Workface Planning
TOP Turnover Procedures / Turnover Package
WBS Work Breakdown Structure
WFP Workface Planning

Notes

Notes
137 Construction-Driven Execution Playbook — Company Confidential 137

Notes

Design.
Build.
Deliver.
Fluor is consistently selected
to handle the largest, most
complex and most challenging
projects in locations that
stretch to the farthest reaches
of our planet.
This is what we do.

AMECO is a registered service mark of MCPlus is a service mark of Fluor.
American Equipment Company, Inc.
MileMarker is a service mark of Fluor.
Baseline Centric is a service mark of Fluor.
Nondestructive Examination and Welding
Business Risk Management Framework is a System is a service mark of Fluor.
service mark of Fluor.
Projects OnLine is a service mark of Fluor.
CMSi is a service mark of Fluor.
Primavera is a registered trademark of
Cobra is a trademark of Deltek Oracle and its affiliates.
InSequence is a service mark of Fluor. SmartPlant is a registered trademark of
Intergraph Corporation.
InVision is a registered trademark of Fluor.
All other service marks or trademarks are
Knowledge OnLine is a service mark
the intellectual property of their respective
of Fluor.
owners.
MasterPlant by Fluor is a registered service
mark of Fluor.
MaterialManager is a registered service
mark of Fluor.
Fluor Corporation
6700 Las Colinas Boulevard
Irving, Texas 75039
fluor.com
© 2016 Fluor. All Rights Reserved.
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August 2016

4 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 5

6 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 7

8 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 9

10 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 11

12 Construction-Driven Execution Playbook — Company Confidential

Commercial Execution Strategy/Commercial Alignment

Construction-Driven Execution Playbook — Company Confidential 13

Prime Contract Strategy

14 Construction-Driven Execution Playbook — Company Confidential

3. ENGINEERING AND CONSTRUCTION COORDINATION

Construction-Driven Execution Playbook — Company Confidential 15

16 Construction-Driven Execution Playbook — Company Confidential

Advanced Work Packaging/Workface Planning (AWP/WFP)

Construction-Driven Execution Playbook — Company Confidential 17

5. HEALTH, SAFETY & ENVIRONMENTAL

18 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 19

7. PROJECT CONTROLS AND ESTIMATING

20 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 21

22 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 23

24 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 25

Business Risk Management Framework (BRMF)

26 Construction-Driven Execution Playbook — Company Confidential

Interface Management Plan

Construction-Driven Execution Playbook — Company Confidential 27

28 Construction-Driven Execution Playbook — Company Confidential

3. ENGINEERING AND CONSTRUCTION COORDINATION

Construction-Driven Execution Playbook — Company Confidential 29

Advanced Work Packaging Alignment

30 Construction-Driven Execution Playbook — Company Confidential

Construction-Focused Business Risk Management Framework

Construction-Driven Execution Playbook — Company Confidential 31

B. Two Types of Contingency

32 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 33

Detailed Construction Execution Plan (CEP)

34 Construction-Driven Execution Playbook — Company Confidential

A. Organization and Responsibilities

Construction-Driven Execution Playbook — Company Confidential 35

B. Craft Qualification/Certification Plan Overview

C. Heavy-Lift and Transportation

36 Construction-Driven Execution Playbook — Company Confidential

D. Welding Plan Overview

Construction-Driven Execution Playbook — Company Confidential 37

F. Systems Completion and Turnover Plan

38 Construction-Driven Execution Playbook — Company Confidential

Advanced Work Packaging Planning

Construction-Driven Execution Playbook — Company Confidential 39

40 Construction-Driven Execution Playbook — Company Confidential

Temporary Facilities/Utilities Plan

Construction-Driven Execution Playbook — Company Confidential 41

Construction Engineering Support

42 Construction-Driven Execution Playbook — Company Confidential

Construction-Driven Execution Playbook — Company Confidential 43

44 Construction-Driven Execution Playbook — Company Confidential