OM

PROCESS INDUSTRY PRACTICES
Operations
Manual
December 2001
December 2001
Introduction
Foreword
Since the beginning of the Process Industry Practices (PIP) initiative in early 1993,
major progress has been made by more than 300 volunteers working together to harmonize
a common set of written Practices for the process industry.
The PIP Operations Manual provides a single reference source for PIP policies,
plans, procedures, guidance materials and other documents needed by all PIP participants.
This December 2001, revision of the Manual is designed to provide an easily readable
document so that familiarity with PIP background and Practices may be established
quickly, especially for new team members.
Formerly available from the PIP office in paper format, the Manual is now available
on the PIP website for the convenience of PIP members. Users can print copies of the
Manual if the paper format is needed. The original notebook format has been continued so
that topics may be added or modified as the PIP initiative evolves.
The Manuals Table of Contents (TOC) and individual section Contents pages
are bookmarked, giving the user the option of navigating the Manual by using the mouse.
Clicking on section titles in the main TOC will lead to individual section
Contents pages. Clicking on the icon labeled Return to Main Table of
Contents on any sections Contents page will return the user to the main
TOC.
Other headings on each sections Contents page will lead directly to the page
in the section containing that topic. And, each page in the Manual has an icon
labeled Go To Section Contents that will return the user to that sections
Contents page.
Unless otherwise noted, See references and references to sections refer to

this Manual.
See references and key titles throughout the Manual that are bookmarked with
web addresses link directly to locations on the PIP website: www.pip.org
A link in this Manual to the Strategic Plan, will lead the user to the most current
PIP Strategic Plan that is posted on the PIP website, and that replaces earlier versions of
the Strategic Plan in previous versions of the Manual.
Please direct comments concerning this Manual, including suggestions for making it
more useful, to the PIP staff at: http://www.pip.org/members/staff .
December 2001
Table of Contents
Organizational Information.................... 4
Team Guidelines ...................................... 30
Purpose of Process Industry Practices

(PIP)...................................................... 5
Organizational Chart ...............................7
Steering Team Guidelines..................... 30

Function Team Guidelines .................... 34
Function Team Leader Guidelines ......... 36
Task Team Guidelines .......................... 40
Discipline Contact Guidelines ............... 42
Liaison to Function Team Guidelines .... 42
Work Processes Team Guidelines ......... 43
Function Team Leaders
Team Guidelines ............................. 44
CII / PIP Relationship.................................. 8
Administrative Guidelines ......................... 46
Member Information............................... 9
Website Information.................................. 15
Chair Guidelines ................................... 46

Vice-Chair Guidelines ........................... 46
Financial Officer Guidelines .................. 47
Executive Committee Guidelines ........... 47
Strategic-Planning Team Guidelines ..... 48
Marketing Team Guidelines .................. 49
Legal Committee Guidelines ................. 49
Nominating Committee Guidelines ........ 50
General Meeting Committee
Guidelines ....................................... 50
Awards and Recognition Committee
Guidelines ....................................... 51
Internal Electronic Forms ...................... 16
PIP Practices Procedure ..................... 55
Obtaining Practices................................... 16
PIP Practices Defined............................... 56
Business Guidelines ............................ 17
Practices Numbering System.................... 57
Position Paper ........................................5
Structural Organization of PIP..................... 6

PIP Strategic Plan....................................... 7
Membership Guidelines ............................ 10

Obligations .......................................... 11
Subsidiaries/Affiliates .......................... 11
Owner Profile Form .............................. 13
Contractor Profile Form ....................... 14
Member Company List.............................. 15

PIP Roster ............................................ 15
Conducting PIPs Internal Business .......... 18

PIPs Business with Others....................... 19
Subscription Program ........................... 19
Licensing Agreements .......................... 19
PIP Relationship with Standards
Developing Organizations (SDOs) .... 20
Practices Generation Process .................. 60

Practices Status Definitions .................. 60
Practice Generation Proposal ............... 62
Practice Revision Proposal ................... 62
Practice Review Process .......................... 63
Meetings Arrangements ...................... 21
Practices Approval Process...................... 66
Meetings Locations................................... 22
Guidelines for Writing Practices......... 68
Conference Calling ................................... 23
Practices Work Process............................ 69
PIP Office .............................................. 25
Practices Format ...................................... 71
Introduction to the PIP Office .................... 26
Guide Documents..................................... 74
PIP Director Guidelines ........................ 26

Staff Guidelines and Responsibilities .... 28
Common Glossary ............................... 76
Guidelines for Participants.................. 29
December 2001
Contents
Organizational Information
Purpose of PIP
PIP Position Paper
5
5
Structural Organization of PIP
Strategic Plan
Organizational Chart
CII/PIP Relationship
7
8
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December 2001
Purpose of Process Industry Practices (PIP)

Process Industry Practices (PIP), founded in 1993, is a consortium of process
industry companies sharing the goal of reducing process plant costs through the
development and implementation of common industry Practices for detailed design,
construction procurement, operation, and maintenance of manufacturing facilities for
the process industry.
PIPs mission is to increase the value of the Engineering-ProcurementConstruction (EPC) process and enhance achievement of safety, health, and
environmental objectives. PIP will accomplish its mission through ensuring the
availability of common Practices created by the PIP Initiative. The set of PIP
recommended Practices would be adopted and widely utilized among owner,
engineering and construction companies.
PIP Practices are similar in nature, scope and content to the internal technical
specifications and standards that most large process industry companies maintain. PIP
seeks to harmonize the internal company requirements that add little competitive
advantage to any particular company to achieve a larger benefit for all.
PIPs vision is to deliver up to 6% reduction in Total Installed Cost (TIC) of
facilities by voluntary acceptance and use of the common Practices.
Position Paper
The PIP Position Paper---PIP A Way to Achieve up to 6% Savings on Your
Capital Projects, providing an overview of the PIP initiative is posted on the PIP
website at:
www.pip.org/downloads/Position_Paper.pdf
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December 2001
Structural Organization of PIP

PIP is a self-funded initiative of owner and contractor companies working under the
umbrella of the Construction Industry Institute (CII). CII is an officially designated,
organized unit of the College of Engineering within the Bureau of Engineering Research at
The University of Texas at Austin (UT). PIP is a sub-unit of CII.
PIP membership is voluntary and is open to all owner companies that are qualified
for CII membership, or engineering design and/or construction contractors serving owner
companies. Many PIP members are also members of CII, although this is not a requirement
for PIP membership.
Members are classified as owners or contractors and membership is balanced
with a goal of one contractor for two owners.
PIP maintains an office in Austin, Texas, and employs a full-time Director and
small staff, all UT employees. Additional information on the PIP office and staff is
available on the PIP website at: www.pip.org/contact/index.html#stafff
PIP Member Companies provide approximately 300 technical experts who develop
Practices defined and approved by Member Company leadership. PIP Member Companies
are committed to providing long-term support for updating the Practices.
Principal funding for PIP is derived from unrestricted grants from Member
Companies. Each Member Company provides one representative to the PIP Steering Team,
which is responsible for all activities of the Initiative. The PIP Director is a non-voting
member of the Steering Team.
PIPs officers [Chair, Vice-Chair (Chair-Elect)] are elected by the Steering Team,
from its members, to serve one-year terms. Chair-appointed committees with specific duties
make policy recommendations for Steering Team approval.
The Steering Team creates and/or approves teams and advisory committees
empowered to maintain the purpose of PIP.
From the Member Company volunteers, the Steering Team has commissioned eight
technical Function Teams in the following disciplines:
Civil/Structural/Architectural (C/S/A)
Coatings/Insulation/Refractory (C&I)
Electrical
Piping & Instrumentation Diagram (P&ID)

Piping
Process Control
Machinery
Vessel
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Each Function Team is assigned a Sponsor who is a Steering Team member. The Sponsor
serves as an ex-officio member of the Function Team and provides linkage to the Steering
Team.
The Steering Team authorizes development of Practices by the Function Teams.
Function Teams establish Task Teams consisting of technical experts with specific content
knowledge to develop the recommended Practices. Task Team members may be selected
from the Function Team membership or may be other technical experts from Member
Companies assigned to work only on specified Practices. An identified Function Team
member serves as an ex-officio member of the Task Team and provides linkage to the
Function Team.
Roles and responsibilities of Teams may be found in the section titled: Guidelines
for Participants.
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PIP Strategic Plan

The PIP Strategic Plan describes the voluntary cooperative effort, the Process
Industry Practices (PIP) Initiative, that was organized to meet the perceived needs for
voluntary recommended Practices.
The first PIP Steering Team, consisting of a representative of each PIP member
company, formally accepted the original PIP Strategic Plan as the basis for the organization
on January 27, 1993.
The PIP Strategic Planning Team annually reviews and updates the PIP Strategic
Plan that is that is used as a basis of PIPs planning to sustain its mission of increasing the
value of the engineering-procurement process. The PIP Steering Team approves the PIP
Strategic Plan.
A copy of the Strategic Plan can be found on the PIP website at:
www.pip.org/members/downloads/StratPlan.pdf
Organizational Chart
A chart showing the organizational structure of PIP is located on the last page of the
PIP Strategic Plan (See above web address for Strategic Plan.)
December 2001
CII / PIP Relationship

PIP and The Construction Industry Institute
The PIP initiative recognized early in its development the value of a linkage to
an established standards organization, an industrial trade organization, or an established
industrial/academic consortium, and consulted with several organizations with interests
similar to PIP.
In early 1993, the PIP Steering Team and the Construction Industry Institute
(CII) Board of Directors mutually agreed upon a relationship between PIP and CII at
The University of Texas at Austin.
CII is an officially designated, organized research unit of the College of
Engineering within the Bureau of Engineering Research at The University of Texas at
Austin. Its principal funding is derived from unrestricted grants by sustaining member
companies in the construction industry. PIP is an officially recognized and separately
funded sub-unit of CII.
Summary of P IP Organizational Inf ormation

PIP is legally a part of CII/ T he University of T exas at Austin
PIP is open to qualified companies who participate voluntarily
PIP is self-f unded by participating companies (Member Companies)
PIP is guided by the participating companies
PIP participants are volunteers from sponsoring Member Companies
PIP is committed to producing and providing long-t erm support for
updating Practices for the process industry
PIP is a separate consortium operating on a break-even basis with
the lowest reasonable overhead and admi nistrative staff
PIP is staffed by a Director and office staff, all UT employees
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December 2001
Contents
Member Information
Membership Guidelines
Obligations of Membership
10
10
Guidelines for Subsidiaries

and Affiliates
11
Owner Profile Form
13
Contractor Profile Form
14
Member Company List
15
PIP Roster
15
Website Information
Internal Electronic Forms
Obtaining Practices
15
16
16
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December 2001
Member Information
Member Information
Membership Guidelines
Membership in the PIP initiative is open to those companies with a vested interest
in the total quality and cost effectiveness of the process industries. Owner companies
qualified for Construction Industry Institute (CII) membership, and engineering design
and/or construction contractors serving those owners are eligible for membership in PIP.
The Initiative has one category of membership. Each Member Company is entitled
to one vote on any team or committee, and each company is entitled to designate one
principal and one alternate representative for each team. A quorum of at least half of the
eligible voting members is required for action by any team or committee. Actions shall be
approved by a vote of the membership.
Obligations of Membership
Acceptance of membership in PIP requires a commitment to participate in the
activities of the Initiative. Fulfillment of these responsibilities is necessary to produce the
high levels of Member Company and individual member commitment, participation and
attendance that is required to achieve the PIP Vision and Mission.
All Members on PIP Teams or Committees are expected to attend at least 75% of all
Team/Committee meetings (67% for people who travel from out of town to the meeting).
PIP participation and attendance are tracked and reported on a quarterly basis to
Steering Team Members and Function Team Sponsors/Leaders as aids in helping Team
Leaders fulfill their roles and responsibilities. Tracking criteria are as follows:
1.
Steering Team attendance
2.
Executive Committee attendance
3.
Function Team attendance
4.
Overall Participation by Member Companies
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(Steering Team, Function Teams, Function Task Teams,

Executive/Other Committees)
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10
Member Information
Summary of PIP Membership agreement:
A commitment to improvement of the process.
Pay annual dues as prescribed.
Participation by senior company standards personnel on the PIP Steering

Team, with the principal or alternate team member typically attending the
four quarterly meetings per year. Steering Team participation contributes
to the overall management of the PIP Initiative and involves the allocation
of resources for PIP work.
Provide resources (personnel) who are fully qualified, available, and

personally committed to meeting the expectations of participation in PIP.
Participation of experienced company personnel on Function Teams and
committees of the Initiative is crucial to the continued success of PIP.
Voluntarily adopt and implement PIP Practices
Voluntarily share for PIP purposes, under appropriate safeguard, nonproprietary information with Function Teams and with the membership in
general.
Provide e-mail connectivity to all of their companys PIP participants.
Follow PIP Business Guidelines (See:Business Guidelines section).
Guidelines for Access to Process Industry Practices Among Subsidiaries and

Affiliates of PIP Members - April 2000:
PIP Member Companies/Subscribers are responsible for managing access to
PIP Practices among their subsidiaries and affiliates.
A one-step rule applies in all circumstances, to guide PIP members as they
manage access of PIPs to their affiliates and subsidiaries. For example, PIP
contractor members can use PIPs on a project with a non-PIP-member client (one
step), but that client cannot extend the use of PIPs on subsequent projects with
another non-PIP contractor (two steps).
Where subsidiaries are granted rights to access PIP Practices from parent
companies that are PIP members, and if those subsidiaries are jointly owned by PIP
members and non-members, then access to PIP will not flow through the jointlyowned subsidiary to non-member parent companies.
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Member Information
PIP Member Companies may not provide access to PIP documents to third
parties where there is no equity interest, other than on projects where either the
contractor or the owner is a PIP member.
PIPs are meant to be an integral tool in the members businesses, but may not
be sold or licensed to third parties as a separate stand-alone product, or as part
of a stand-alone set of standards.
Any eligible company can join as a Member or Subscriber at any time if they
elect to do so.
Where PIPs are integrated into members internal standard, the PIP Practices
format, look and feel, including the logo, must be retained.
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12
Member Information
Company Name: _______________________________________
O w n e r P r o fi l e
COMPANY REPRESENTATIVE
Name: _____________________________________________________________________________________
Title: ______________________________________________________________________________________
Address:____________________________________________________________________________________
Phone: _____________________________________________________________________________________
Will the above person be your Steering Team member? [ Yes ] [ No ]
Parent Company (if applicable): _________________________________________________________________
Subsidiary Companies (if applicable): ____________________________________________________________
COMPANY INFORMATION
Approx. Annual Revenue Estimate: $__________________ Approx. Number of Employees: ________________
Location of Facilities: _________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
Describe the process your company uses to 1) develop new Engineering Standards and 2) update existing standards:
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
Annual Cost to Develop/Maintain Standards (incl. work hours, materials, expenses, overhead, etc.): ____________
MARKETS SERVED
Principal Products or Services: __________________________________________________________________
___________________________________________________________________________________________
Locations Served: ____________________________________________________________________________
___________________________________________________________________________________________
Customer/Client Types: _______________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
OPERATIONS
Average Annual Capital Program: $__________________
Industries Served: [ ] Refining [ ] Chemical [ ] Specialty Chemicals [ ] Pulp & Paper [ ] Other ______________
Number of Home Office Employees: __________________ S.I.C. Codes: ______________________________
PIP INTEREST
What benefit do you expect from PIP membership? _________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
How many participants in PIP do you anticipate? __________________
Other Major Industry Organization Participation: ___________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
Rev. 2/01
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13
Member Information
Company Name: _______________________________________
Contractor Profile
COMPANY REPRESENTATIVE
Name: _________________________________________________________________________________________
Title: __________________________________________________________________________________________
Address:_______________________________________________________________________________________
Phone: ________________________________________________________________________________________
Will the above person be your Steering Team member? [ Yes ]
[ No ]
Parent Company (if applicable): ________________________________________________________________

Subsidiary Companies (if applicable): ____________________________________________________________
COMPANY INFORMATION
Approx. Annual Revenue Estimate: $_________________ Total Installed Value of Projects: _______________
Location of Facilities: _________________________________________________________________________
___________________________________________________________________________________________
Approx. Number of Permanent Employees: _____________ S.I.C. Codes: ______________________________
Number of Home Office Employees: _____________________________________________________________
Describe the process your company uses to 1) develop new Engineering Standards and 2) update existing standards:
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
Annual Cost to Develop/Maintain Standards (incl. work hours, materials, expenses, overhead, etc.): ____________
MARKETS SERVED
Principal Products or Services: __________________________________________________________________
___________________________________________________________________________________________
Locations Served:_____________________________________________________________________________
___________________________________________________________________________________________
Customer/Client Types: _______________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
Industries Served: [ ] Refining [ ] Chemical [ ] Specialty Chemicals [ ] Pulp & Paper [ ] Other ________________
PIP INTEREST
What benefit do you expect from PIP membership? _________________________________________________
___________________________________________________________________________________________
How many participants in PIP do you anticipate? __________________
Other Major Industry Organization Participation: ___________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
Rev. 2/01
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Member Information
Member Company List

A current list of PIP Member Companies is shown on the PIP website at:
www.pip.org/membercos/index.html
PIP Roster
The PIP Roster lists all PIP Team Members with mailing addresses, phone and FAX
numbers and e-mail addresses. A key on the cover page of the Roster lists the abbreviations
used to show information about each entry in relation to PIP participation.
The Roster is maintained by the PIP office and is available to PIP participants from the
PIP website at: www.pip.org/members/roster/index.html
The Roster is updated monthly by the Teams and committee leaders.
Website Information
The PIP website ( www.pip.org/ ) was established to keep industry informed about the
PIP initiative and to provide PIP information and electronic access to Practices for Member
Companies and Subscribers. (Print versions of Practices are available for sale to non-members.
(See: Obtaining Practices in this section and Subscription Program in the Business
Guidelines section.)
Any web user can access the PIP website for information about PIP and for a listing of
published Practices. Members have access to the Practices and to additional information about
PIP through the website section Members Area.
The PIP Members Area requires a login user-name, and a password that is changed
quarterly. Passwords are communicated to PIP Steering Team members and Function Team
Leaders by the PIP Office Manager. Team Leaders distribute passwords to their Team
members. Team members can also contact the Team Leader or their companys Steering Team
member to obtain the current password. The importance of maintaining security of the
Members-only area of the website should be emphasized when the PIP password is released
to users within Member Companies.
Access to the PIP Subscription Programs website area requires user-names, unique to
each Subscriber, and passwords that are changed quarterly. Passwords are communicated to a
designated company contact for each Subscriber company. The importance of maintaining the
security of each Subscribers password is emphasized when the PIP password is assigned to
each Subscriber Company.
PIP is utilizing the eRoom software program as the standard electronic file cabinet
system for Function Teams and as a method for electronic team collaboration and
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December 2001
15
Member Information
communication. An interactive tutorial is available at: www.instinctive.com. Instructions for

using eRoom are also shown on the PIP website at: www.pip.org/members/erooms/index.html
Although PIP continues to maintain the latest in virus protection for the PIP website, it
is impossible to guarantee the complete safety of any electronic file. Users of electronic
medium should know the risks and employ the latest up-to-date virus protection.
PIP uses McAfees Virus Scan, updating the Virus Scan data files as necessary. Visit
Network Associates website at: networkassociates.com for information on current computer
viruses and information on how to repair virus damage.
Note: In 2000, PIPs website address (url) changed. PIP documents referred to in
earlier versions of the Manual may reflect the url for PIPs original website (pipdocs) which is
no longer a valid website for Process Industry Practices (PIP).
Internal Electronic Forms

Internal forms PIP uses are available electronically through the PIP website at:
www.pip.org/members/forms/index.html. Sections of the Manual that describe the use of PIP
forms will show specific urls and refer the Manual user to the forms section of the PIP
website.
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Obtaining Practices
PIP Practices are copyrighted and are available for purchase by any interested party.
The website listing of published Practices, with abstracts and prices, is open to any user at:
www.pip.org/practices/index.html.
PIP Member Companies have perpetual, royalty free, non-exclusive use of PIP
publications. All published Practices are available to PIP members in .pdf format through the
PIP website at: www.pip.org/practices/index.html.
PIP Members Area pages on the website are password protected. Information on
accessing the protected part of the PIP website, including obtaining Practices from the
Members Area of the PIP website can be found in the section Website Information.
PIP Member Companies also have access to the Practices in the native file format
through a separate password that is communicated to Steering Team members only. Practices
in native file format are provided only for convenience of the Member Companies. Steering
Team members can designate participants within the Member Company to receive the password
for the native files, as their company need arises. PIP policy does not authorize changes to
published PIP Practices and Member Companies who choose to change a native file document
for their internal use must re-designate such file as internal and not maintain the PIP identity of
the document.
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Contents
Business Guidelines
Conducting PIPs Internal Business
18
PIPs Business with Others
19
Subscription Program
19
Licensing Agreements
19
PIP and Standards Developing

Organizations (SDOs)
20
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Business Guidelines
Business Guidelines
Conducting PIPs Internal Business

PIP Member Companies are competitors in the process industry, therefore PIP must
conduct its business in a manner in compliance with business law.
As a reminder of this important element of PIP business, each PIP meeting and
teleconference begins with a brief review of PIP Business Guidelines for general meetings
and/or meetings conducted by telephone.
The General and Teleconference Meeting Guidelines are listed on the web at:
http://www.pip.org/members/meetings/guidelines.
.
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18
Business Guidelines
PIPs Business w ith Others

PIP conducts business with other organizations and has appropriate formal
agreements to define the relationship with those entities. This section contains information
on PIPs relationship with other organizations.
PIP Subscribers are listed on the PIP webpage at: www.pip.org/subscr/index.html.
For a list of PIP Licensees go to: www.pip.org/licensees/index.html.
Subscription Program
The PIP Subscription Program (PIP-SP) makes PIP Practices available to nonmember subscribers as an entire set of published Practices or in sets by engineering
discipline. Subscribers access Practices in .pdf format via the PIP website, and receive
notification from the PIP webmaster as the Practices are published. Subscribers also have
access to published PIP Electronic Entry Data Sheets (EEDS).
PIP membership is not included with the purchase of a subscription, and
membership is not a prerequisite to becoming a Subscriber. The Subscription Program does
not include PIP voting rights or participation on PIP teams/committees.
Subscribers have the opportunity to attend PIP functions by special invitation and
will receive acknowledgement from PIP for post-publication comments to Practice content.
Potential subscribers include suppliers and vendors serving the process industry,
who are not eligible for membership in PIP, and owners and contractors who have a use for
the Practices but do not choose to allocate resources for participation in the Practice
development process (i.e. PIP membership).
Information on the Subscription Program is available from the PIP office and on the
PIP website at: www.pip.org/subscribers/.
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Licensing Agreements
PIP has and continues to develop licensing agreements with other industry-related
organizations. PIP has cooperative agreements and/or contract agreements with Standards
Developing Organizations (SDOs) and with technical companies who are incorporating the
Practices in their products.
Information on the PIP Licensing program is available from the PIP Director and on
the website at: www.pip.org/licensees/licensprog/index.html.
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Business Guidelines
PIP Relationship with Standards Developing Organizations (SDOs)

PIPs purpose is to eliminate variation among Member Company internal standards
that are often overlays to SDO standards. PIPs intended role is complementary, not
overlapping or competitive to SDOs.
The process industry benefits when PIP appropriately influences SDO standards.
This influence is achieved by collaborating with SDOs to integrate PIP content into their
standards, reducing the requirement for overlay documents. The result is a consolidation of
technical requirements applicable to the process industry. For this consolidation to be
successful, all involved should have a clear understanding of PIPs goals, and there must be
a close working relationship between PIP and the SDOs.
For more information on PIPs relationship with SDOs, see the website at:
www.pip.org/members/resources/index.html#sdorelation
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20
Contents
Meetings Arrangements
Meetings Locations
22
Conference Calling
23
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Meetings Locations
Because several PIP Member Companies are located in the area, Houston, Texas,
has been designated a convenient site for meetings. Utilizing the hotels located in the Bush
Intercontinental Airport area makes car rental optional for members flying to Houston.
PIP pays for team meeting costs at hotels in the vicinity of the airport. PIP
negotiates for special overnight and meeting room rates; a fixed, person/day rate includes
meeting room, continental breakfast, refreshments, and lunch in the hotel.
Team meetings for an entire year are scheduled annually through the PIP office.
Notification for scheduling the next years meetings is sent to each Function Team Leader
in November of each year. The meetings schedule for the current year is posted on the PIP
website at: www.pip.org/members/meetings/schedules/index.html.
To make arrangements for special meetings or additional meetings during the year,
call the PIP office at 512-232-3041.
Teams exercising the option of meeting in the facilities of a Member Company
should make those arrangements through the host company. Notification and meeting
details should be sent to the PIP office so that meeting information made available to the
membership on the website can be kept current.
Occasionally a team may choose to meet at the PIP office in Austin, Texas. Teams
are welcome to meet at the PIP office. Arrangements for meetings in Austin must be made
in advance through the PIP Secretary at 512-232-3041. Rental cars are necessary for air
travelers to Austin.
Teams may consider conference calls as a meeting alternative Details on arranging
conference calls through the PIP office can be found in this section in Conference Calls.
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Conference Calling
Meet Me conference calling, a service available to PIP through The University of
Texas phone service, allows individuals to dial without the help of an operator into a preset group call. Callers can be physically located anywhere. Each caller is billed separately
to the callers number as with any long distance phone call. There is no charge to PIP for
the service.
Meet Me calls must be scheduled in advance through the PIP office. Any group
leader can call the PIP office with the information* required to set up the call. *(See next
page.)
The PIP Secretary will schedule the Meet Me call and transmit via phone or email to the group leader setting up the call, the phone number to use for the call. The group
leader transmits the phone number to all other call participants. The phone number is
assigned for one conference call only.
Meet Me conference calls should be scheduled as early as possible to assure
availability of UT phone lines dedicated to this service. Last-minute calls can be arranged
if lines are available; however, a minimum of 24 hours prior to conference call time is
recommended.
The call originator is advised to check the Meet Me call line during the 15-minute
period prior to the call starting time. (UT telephone services sets-up the call 15 minutes
prior to call time). The call is set up properly if the caller checking the setup hears the
phone number ring. A problem is indicated if the caller hears: Were sorry your number
cannot be completed as dialed. Please check your number and dial again.
Please call the PIP office (512/232-3041) immediately to report any problem. The
PIP office will contact UT telephone services to clear the problem in time for the scheduled
conference call.
At the time of the conference call, each participating individual will dial the
designated phone number and will be automatically connected to the call. The first person
dialing the number will open the conference line but will continue to hear the phone ring
and should remain on the line until additional callers dial in. While the Meet Me call is
in session, participants can hang up, make other calls, and redial the conference call
number and be reconnected. Participants will hear a slight noise as callers are connected
and disconnected.
The call is completed when the last caller hangs up.
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Summary of Meet Me Conference Call procedure:

Call the PIP office at 512/232-3041 with the following information:
1. Date and time of call (Start, End)
If ending time is scheduled, the call will be cut off with no warning
at the scheduled ending time. If ending time is not scheduled, a
contact person must call the PIP office to say the call has been
completed. An estimate of the calls length is required to set up
the call.
2. Number of callers
(Maximum number estimate is OK)
The telephone numbers are assigned according to line-volume
capabilities.
3. Name and phone number of call originator
(group leader)
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CONTENTS
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24
Contents
PIP Office
Introduction to the PIP Office
Director Guidelines
Roles and Responsibilities of
the PIP Director
Staff Guidelines and Responsibilities
26
26
27
28
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Main
TABLE OF
CONTENTS
December 2001
PIP Office
PIP Office
Introduction to the PIP Office

PIPs office in Austin, Texas coordinates the activities of the volunteer
organization. The PIP Director and a small staff maintain the office.
Contact information for the PIP office and staff is available on the PIP website at:
www.pip.org/contact/index.html
PIP Director Guidelines

The PIP Director reports to the PIP Executive Committee and Steering Team. The
Director is the principal point of contact with The University of Texas at Austin and is
PIPs principal contact with industry.
The Director provides day-to-day leadership and manages ongoing activities of the
Initiative and, to the extent consistent with the law and University of Texas policy,
implements decisions made by the Steering Team and the Executive Committee. The
Director solicits Member Companies to supply qualified Steering Team members who will
champion the PIP initiative within the Member Companies.
The Director responds to financial management and administrative guidelines
required by the University of Texas and by CII. The Director serves as an Associate
Director of CII and, as such, has a reporting relationship to the CII Director.
The PIP Director shall be a non-voting member of the PIP Steering Team. The
Director records and maintains the minutes of the Steering Team meetings, monitors
overall participation of Member Companies and recognizes performance of members in
leadership roles.
The Director is responsible for recruiting, supervising, and directing the PIP staff in
performance of its duties.
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CONTENTS
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26
PIP Office
Roles and Responsibilities of the PIP Director
Manages, supervises and provides support, guidance, and recommendations

to PIP organizations as directed by the Steering Team; maintains contact with
PIP member representatives; orients new members as required; and responds
to potential member inquiries
Works with volunteers and attends the organization's meetings to remain

current in volunteer effort status, problems and progress
Plans and executes tasks in support of meetings, workshops, symposia, etc.
Conducts activities to conform with the PIP Strategic Plan and principles
Represents PIP to industry representatives and the general public through

writing, speaking and media inquiry responses
Develops and implements appropriate metrics to measure PIP effectiveness.
Develops procedures for management of preparation, reproduction, marketing

and maintenance of PIP products
Ensures appropriate legal review of PIP activities and products as required
Has computer knowledge sufficient for managing graphics and publishing

techniques
Plans and executes work independently to maintain a central PIP office, files
and records, and product inventory
Develops the annual budget, supervises account maintenance and reporting,

and conducts activities within approved budgetary limits
Has experience in process industry capital project development and delivery

as an owner representative, designer or builder
Has knowledge of standards procedures for designation, availability and

components
Has previous exposure to legal concepts dealing with intellectual property

and industry competition
Has managerial or supervisory experience to provide staff support and

guidance
Has experience in a university campus environment
Non-voting member of PIP Steering Team, Executive Committee, Legal

Committee, Marketing Team, and Strategic Planning Committee.
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PIP Office
Staff Guidelines and Responsibilities

The PIP staff performs the duties assigned by the Director. Included in the
duties of the PIP office staff are:
Maintain membership information
Maintain business office for Initiative
Maintain Rosters
Maintain meetings calendar
Arrange meetings
Produce reports for quarterly Steering Team and Function Team

Leaders meetings *
Maintain permanent files for Team meeting minutes
Edit and format Practices
Coordinate Member Company Review (MCR) and Steering Team (ST)

ballot of approved Practices
Electronically publish Practices
Maintain database containing records for Practices
Maintain permanent and archival files for Practices
Maintain the PIP website
Interface with volunteers from the Initiative to resolve issues
* For specific reports, see also the section Steering Team Guidelines.
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CONTENTS
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28
Contents
Guidelines for Participants
Team Guidelines
Steering Team Guidelines
Roles and Responsibilities -Steering Team Member
Role and Responsibilities - Sponsor to Function Team
30
32
33
Function Team Guidelines
34
Function Team Leader Guidelines
36
37
38
39
39
Role and Responsibilities - Function Team Leader

Sample Letter of W elcome to Team Member
Forms Submitted By Function Team Leader
Function Team Co-Leader Guidelines
Task Team Guidelines

Role and Responsibilities - Task Team Sponsor
40
41
Discipline Contact Guidelines
42
Liaison to Function Team Guidelines
42
Work Processes Team Guidelines
43
Function Team Leaders Team Guidelines
44
Administrative Guidelines
46
Chair Guidelines
46
ViceChair Guidelines
46
Financial Officer Guidelines
47
Executive Committee Guidelines
47
Strategic-Planning Team Guidelines
48
48
Role of the Strategic Planning Team
Marketing Team Guidelines
49
Legal Committee Guidelines
49
Nominating Committee Guidelines
50
General Meeting Committee Guidelines
50
Awards and Recognition Committee Guidelines
51
51
Description of PIP Awards
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Team Guidelines
PIP Member Companies provide the technical experts who write PIP Practices.
Each Member Company can designate one principal and one alternate representative
to any team or committee; however, the company is entitled to only one vote on each Team
issue. A quorum of at least half of the eligible voting members is required for action by any
team or committee. Actions shall be approved by vote of the members present.
For more information on PIP Teams, see the PIP Strategic Plan at:
www.pip.org/members/downloads/StratPlan.pdf
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CONTENTS
Steering Team Guidelines

The Steering Team, comprised of a representative from each Member Company, is
the leadership and policy-making group responsible for direction of all activities of the PIP
Initiative. Steering Team participation contributes to the overall management of the
Initiative.
The PIP Strategic Plan states that Steering Team members shall be technically
qualified, empowered to act decisively, and positioned within their companies to influence
resource allocation and adoption of the Practices. Acceptance of the Steering Team position
implies a commitment to participate in the activities of the Initiative.
The Steering Team Chair and Vice-Chair shall be elected by the Steering Team and
shall serve also as Chair and Vice-Chair of the Executive Committee. The PIP Director
shall be a non-voting member of the Steering Team, Executive Committee, Legal
Committee, Marketing Team and Strategic Planning Team. The PIP Director is responsible
for recording and maintaining the minutes of the Steering Team and Executive Committee.
The Steering Team creates the Function Teams and other teams or advisory
committees as needed, and approves formation of Task Teams by the Function Teams. The
Steering Team approves Chairs of all committees and Leaders of all Function Teams. A
Steering Team representative may be a member of any committee or Task Team.
Steering Team members elected as Function Team Sponsors provide linkage from
the Steering Team to the Function Teams. Steering Team members submit names of
technically qualified representatives as Function Team members from their companies to
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30
the Function Team Leaders, Sponsors, PIP Chair, Vice-Chair, and PIP Director. The
Steering Team member is responsible for keeping current the information shown on the PIP
roster to reflect company participation. The Steering Team member serves as default
recipient of a Function Team request for material and reviews of material if there is no
representative from the Member Company on the Function Team. In this capacity the ST
Member becomes the Discipline Contact for that company on that Function Team. The
Steering Team member assures that all Function Team members and other participants from
their companies understand expectations of their roles.
The Steering Team shall convene at least once per quarter. The Steering Team
Member or Alternate is committed to attend at least three of the quarterly meetings each
year.
An Action Register of items from previous Steering Team meetings is maintained in
the PIP office, with individual items on the list remaining active until the issue is resolved.
Prior to each quarterly Steering Team meeting, the PIP office e-mails to each
Steering Team member the following information (items shown with * are transmitted two
weeks prior to meeting):
Agenda for the Steering Team meeting *
Function Team Report (FTR) completed by the Function Team Leaders *
Practice Generation Proposals and Practice Revision Proposals received from
Function Teams *
Additional/background information on agenda items
For more information see Roles and Responsibilities of the Steering Team
Member and Role and Responsibilities of Steering Team Sponsor to Function Team on
the next pages.
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31
Roles and Responsibilities of the Steering Team Member
Manage participation/supply resources
Work with my company's PIP team members to identify problems/issue
Sponsor continuous improvement - including establishing

expectations/monitoring performance
Champion awareness and implementation of PIP including sense of urgency in

company for PIP; set goals, educate people and pioneer
Funding focal point
Participate as Function Team sponsor
Participate on Steering Team Subcommittees
Provide recognition and support of my company's participants
Represent my company position/vote
Represent PIP to and within my company
Critically analyze/authorize Function Team activities
Set direction/map strategy to optimize owner/contractor interaction
Assure reduction in costs (>2%)
Spearhead company adoption/internalization
Recruit new members provide contacts for Marketing Team
Promote industry-wide acceptance of Practices
Sell to customer
Set overall strategy of PIP
Assure adoption principals are understood by their company participants
Assure company provides standards for harmonization
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Role and Responsibilities of Steering Team Sponsor

to Function Team
Attend at least part of each Function Team meeting (at least by

teleconference)
Communicate Steering Team direction and administrative directives to

Function Team (e-mail, phone, fax, meetings)
Participate on Executive Committee/represent Function Team
Motivate Function Team
Offer direction to Function Team
Offer management perspective
Communicate expectations of membership
Work with Function Team Leader to promote participation/attendance
Be a facilitator of:
Internal Function Team issues
TOC and schedule forecast
Team meetings
The Team's processes
Ensure Team focuses on Team charter
Pay attention to process rather than be a Subject Matter Expert
Interface with other Steering Team members to:

encourage participation of Discipline Contacts
encourage participation of Function Team/Task Team members
encourage funding to allow participation
convey levels of Function Team member participation
help obtain resources for Function Teams
report Function Team activities and be an advocate for Function Team
Sell participation to Team's company management
Encourage Function Team members to communicate with their Steering

Team members
Resolve issues/provide liaison between Function Teams and PIP office
Observe/benchmark other Function Teams for best Practices
Referee disputes between Function Teams
Attend Function Team Leaders meeting
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PIP Function Teams (FT)s are technical teams organized along engineering
disciplines or major areas of engineering technology Civil/Structural/Architectural
(C/S/A), Electrical, Coatings, Machinery, Piping and Instrumentation Diagram (P&ID),
Piping, Process Control, Refractory, Vessel. Member Companies can best influence the
content of Practices in a specific technology by having a representative on the FT for that
discipline.
The FTs, the primary link to the Member Company technical communities, are
charged with the creation of Practices, including obtaining input and gaining consensus
within their companies on all technical issues and with promotion of adoption of all
approved Practices.
FTs are responsible for the technical content of Practices, and for periodic review
and maintenance of Practices. The FTs develop and maintain an internal list of the
Practices in each discipline, identifying and referencing appropriate materials from existing
sources, such as technical societies and from collections of Member Company internal
standards.
FTs identify and prioritize the lists of recommended Practices to be compiled and
harmonized. FTs are responsible for following the procedure in the Practices Generation
Proposal (PGP) and the Practices Revision Proposal (PRP) to secure Steering Team
approval for work to begin on Practices. See PGP and PRP in the section PIP
Practices Procedure. FTs are responsible for responding to comments on Practices as
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SECTION
CONTENTS
Process section and to comments of the Subscriber as described in the Business
Guidelines and Practices Review sections.
Members of the FT are experienced technical people who are thoroughly familiar
with the technology in their disciplines and with their internal company standards as well
as industry codes and standards. FT Members are engaged in the design, procurement, and
construction activities of their companies and are empowered to represent their companies
in technical areas.
Each Member Company may appoint a representative and an alternate to each of the
FTs. When the FT member is not available, the Alternate serves in place of the FT member,
attending meetings and representing the Member Company with the same rights and
responsibilities as the FT member.
A Function Team Leader (FTL) is elected by the FT. The FTLs responsibilities are
shown under FTL Guidelines in this section.
FTs charter Task Teams to harmonize the source standards that are the basis of the
PIP Practices. The Task Team member does not have to be a member of the Function Team.
A Function Team as a whole or in part may serve as a Task Team or may identify persons
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within the FT members company to serve as Task Team members. See more information
on Task Teams in this section.
A Sponsor, appointed by the Steering Team and responsible for linkage to and
communication with the Steering Team, serves as an ex-officio member of each Function
Team. The Sponsor is both a Steering Team member and a member of the Executive
Committee. For more information on the Sponsor, see Role and Responsibilities of the
Steering Team Sponsor to the Function Team in this section.
A Member Company may choose to appoint a Discipline Contact for a FT in lieu of
active participation on the FT. The Discipline Contacts is expected by communication
conduit between the company and the FT. The Discipline Contact will review the written
and online material generated in the Team meetings and provide input to the FT. Although
the Discipline Contact does not normally attend FT meetings, the Discipline Contact has
the option to attend.
A FT may appoint a liaison to another FT when the level of mutual interest or scope
of work in a Practice is high enough to suggest a relationship.
Each Member Company has one vote in the activities of the FT. Liaisons and
Discipline Contacts have input but no vote on FT issues. Alternates vote only in the
absence of the FT member.
Steering Team members have the right and obligation to provide FT members from
their companies. Steering Team members communicate complete Roster information for
each Team to the PIP office. The PIP office maintains the official Roster containing Team
members names, mailing addresses, telephone and FAX numbers, and
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e-mail addresses. The roster is posted on the PIP website at:
CONTENTS
www.pip.org/members/roster/index.html.
FT meeting schedules are determined by each team. Teams are encouraged to set
meeting dates as far in advance as possible to accommodate Team members work
schedules. FT members are expected to attend 75% of the Teams meetings (67% for those
members traveling from out of town). FT members commit to out-of-meeting work and
preparation.
Some FT work may lend itself more to teleconferencing, the use of eRoom, and
other electronic means of communication. A meetings schedule, maintained by the PIP
office, is posted on the website. Minutes of FT meetings are recorded and a copy sent to the
PIP office.
FTs prepare a Function Team Report (FTR) to be presented by the FTL, or his/her
designee, at the FTL meeting each quarter. For more information on the Function Team
Report, see FTL Guidelines in this section.
Visitors from prospective member companies may, at the discretion of the FTL and
Sponsor, attend a reasonable number of Team meetings. Visitors should obtain consent
December 2001
35
from the FTL or Sponsor before attending a FT meeting. Draft documents will not normally
be distributed to visitors.
Function Team Leader Guidelines

Function Team Leaders (FTL)s are responsible for chairing or leading all groups
within their respective Function Teams (FT)s or designating an alternate chair or leader,
and for soliciting FT members, or obtaining other qualified members, to serve on Task
Teams. FTLs are charged with the responsibility for all actions of their respective FTs and
for ensuring that PIP procedure is followed in the FTs production of the Practices. FTLs
are responsible for submitting Function Team Reports to the Steering Team, and Practice
Generation Proposals (PGP) and Practice Revision Proposals (PRP) for Steering Team
approval to begin work on Practices. (See PGP and PRP in the section on PIP Practices
Procedure.)
FTLs are elected by their respective FTs to serve a two-year term. The Steering
Team must approve the election of FTLs. FTLs may be re-elected and confirmed by the
Steering Team for reappointment. FTLs attend at least 75% of their FTs meetings.
FTLs, or their designees, are responsible for planning Team meetings and for
checking and initialing hotel bills for accuracy of services received. FTLs are responsible
for transmitting FT meeting dates and schedule changes to the PIP office for the composite
meetings schedule.
FTLs are responsible for appointing a recorder of FT meeting minutes and for
transmitting a copy of the minutes to the PIP office or posting the minutes in eRoom and
notifying the PIP office.
FTLs are responsible for maintaining a FT Roster and for submitting Roster changes
to the PIP office in a timely manner. A sample letter of welcome to new FT members for
FTL use is included in this section.
FTLs attend at least 75% of all quarterly meetings of the Function Team Leaders
Team. FTLs, their representatives, or the FT Sponsors report information requiring Steering
Team action from the FTLs Team to the Steering Team at quarterly meetings.
For a summary of the primary responsibilities of the FTL, see Role and
Responsibilities of the Function Team Leader, on the following page. For additional
information see also the following sections:
December 2001
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36
Role and Responsibilities of Function Team Leader
Schedule, Chair, Lead/Facilitate Function Team meetings
Lead Team to timely completion of tasks and monitor status of tasks
Determine and communicate resource needs/Team needs
Identify Task Team Leaders
Communicate behavioral expectations to members
Monitor/encourage/motivate Function Team
Bring closure to unresolved issues
Recognize/Reward Team accomplishments
Practice efficient use of communication
Solicit Member Company specs for harmonization
Maintain technical and functional content of all documents to PIP standards
Assure that all Practices receive a comprehensive final edit before submission
Report for Function Team at Function Team Leaders meeting
Observe/benchmark other Function Teams for best Practices
Sell participation to own company/encourage Team members to do same
Promote implementation in own company and Team members' companies
Encourage Team members to communicate issues to their own Steering Team

members
Maintain Team Table Of Contents
Maintain Roster
Receive/distribute key correspondence from PIP office
Communicate all activities, including attendance and minutes, to PIP Office
Work with PIP Staff to arrange meeting facilities/agenda
Control costs
Sell PIP to the industry
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(Sample Letter for Function Team Leader to Welcome New

Me m b e r s )
TO:
DATE:
FROM:
(Function Team Leader)

(Function Team)
I am very glad to welcome you to the ____________ Function Team.

Thank you for joining us in developing the Process Industry Practices that we all need
to stay competitive.
The PIP Operations Manual, available on the PIP website at: www.pip.org contains
PIP background information and operating guidelines. I recommend that you read the
Manual and use it as a reference. Some of the information will be more helpful to you after
you have attended some Function Team meetings.
(Paragraph by Function Team Leader describing work of the Function Team)
Information on the Task Teams working along with our Function Team will be given
to you at a Team meeting or in Team meeting minutes. Please consider joining or leading one
of our Task Teams.
A Function Team Roster is available on the PIP website at
www.pip.org/members/roster/index.html
Please call me to discuss any questions you have.

Again, welcome to the ____________ Function Team.
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Forms Submitted by the Function Team Leader

FT information, including action required by the Steering Team, is reported by the
FTL on the Function Team Report (FTR) submitted to the PIP office two weeks prior to
each quarterly Steering Team meeting. An online FTR is available on the PIP website at:
www.pip.org/members/forms/index.html
The FTL submits a Practice Generation Proposal (PGP) or a Practice Revision
Proposal (PRP) to obtain approval for the FT to begin work on or to revise a Practice. The
FTL includes the PGP/PRP when the FTR is submitted to the PIP office two weeks prior to
each quarterly meeting to provide time for the Steering Team to assess the need for the
Practice and assess the resources requirement.
Online copies of the PGP and PRP are available on the PIP website at:
www.pip.org/members/forms/index.html.
For more information on the PGP and the PRP, see the sections PIP Practices
Procedure.
Note: The Function Team Report was formerly titled Common Reporting Form.
Function Team Co-Leader Guidelines

Function Team Co-Leaders are elected by their respective Function Teams (FT)s to
serve a two-year term to assist the Function Team Leader (FTL) in administrative tasks as
determined within each Team.
The FT Co-Leader assumes the role of Team Leader at the request of the FTL or
whenever the FTL is absent from a Team meeting.
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Task Teams write the Practices. Task Teams are chartered by Function Teams to
work on one or more specific Practices, as defined in the Task Team charter, but may be
assigned additional subjects during the life of the Team.
Task Team members are technical representatives from the Member Companies,
chosen for their competence in the target subject area, and for their experience and
expertise necessary to compile and harmonize PIP Practices.
Task Team members do not have to be members of Function Teams; however, a
Function Team as a whole or in part may serve as a Task Team, or a Task Team may
include other Member Company personnel chosen for expertise in the subject area of the
Practice. Task Team members are appointed by the Steering Team member after
consultation with the Function Team and with concurrence of the respective Function Team
Sponsor.
A Function Team member is appointed by the Function Team Leader to act as
Sponsor for the Task Team. The Task Team Sponsor acts as liaison between The Task
Team and the Function Team.
A Task Team Leader is selected by the Function Team Leader, after consultation
with the Function Team and Task Team Sponsors when Function Team charters the Task
Team. Task Team Leaders serve for the duration of the Task Teams charter.
When a Task Team is chartered, a Practices Generation Proposal (PGP) that
includes a request for Task Team members is transmitted by the Function Team Leader to
the PIP office via the PIP website. If Task Team members are know, names of the Task
Team members are submitted with the PGP. The PGP received from the FTL is submitted
to the PIP Steering Team at its quarterly meeting by the PIP office. Approval of the PGP
implies approval of the Task Team that will develop the Practice. Task Teams should be
constructed to assure liaison with Function Teams of other disciplines.
Task Teams submit drafts of proposed Practices to the chartering Function Team,
are guided by the Function Team, and respond to comments from the Function Team. The
Task Team owns the particular proposed Practice until consensus on the content is
reached.
Task Team members are expected to attend at least 75% of all Task Team meetings
(67% for those traveling from out of town), and to meet all commitments regarding
completing work outside of meetings and preparation for meetings.
See also: Role and Responsibilities of the Task Team Sponsor on the following
page, and Practices Work Process in the section Guidelines for Writing Practices.
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Role and Responsibilities of Task Team Sponsor
Attend at least part of each Task Team meeting (at least by teleconference)
Communicate expectations of membership
Facilitate internal Task Team issues
Offer direction to Task Team
Ensure Team focuses on Team Charter
Be a process observer - facilitator in Team meetings
Motivate Task Team
Work with Task Team Leader to promote participation/attendance
Encourage Task Team members to communicate with their Function Team

members
Work with Function Team Leader to communicate roster information to PIP

office for recording Member Company participation
Be attentive to process rather than be a Subject Matter Expert
Observe through Function Team meetings other Task Teams for liaison
Resolve issues/provide liaison between Task Team and PIP office
Attend Function Team meetings
Report Task Team activities, and be an advocate for Task Team at Function
Team meetings
Interface with other FunctionTeam members to:

- encourage participation of Task Team members
- convey levels of Task Team member participation
Help obtain resources for Task Team through Function Team Leader
Communicate Function Team direction and administrative directives to Task

Team (e-mail, phone, fax, meetings)
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Discipline Contact Guidelines

Member Companies not participating in a Function Teams efforts should provide a
Discipline Contact to that Function Team. The Discipline Contact is not expected to attend
Team meetings but is not prohibited from attending meetings and/or teleconferences.
Discipline contacts are expected to provide timely input but have no vote on any Team
action.
The Discipline Contact is expected to provide, at the Function Team Leaders
request, company standards that relate to a Practice to be developed.
The Discipline Contact can access from the PIP website all written information
from the Function Team for the Team activities and for Member Company Review (MCR).
The Discipline Contact is expected to facilitate Member Company Review within the
Member Company, and to be available to the Function Team for feedback. Response to
Discipline Contact input is at the discretion of the Function Team Leader (FTL).
A Member Company may appoint alternate Discipline Contacts from various
locations within its company if the number of contacts is not an excessive burden to the
Function Team Leader. A Member Company representative must reconcile input from
multiple Discipline Contacts (within that company) prior to transmitting the companys
single response to the FTL. The alternate Discipline Contact(s) can also access from the
PIP website all Team minutes and Practices for review.
The Steering Team Member serves as Discipline Contact for Members Companies
with no company representative on a Function Team if no Discipline Contact has been
appointed. In this capacity the Steering Team Member is default recipient of requests from
the Function Team and reviews of Function Team material.
For more information on Discipline Contact responsibilities, see the section:
Function Team Guidelines.
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Liaison to Function Team Guidelines

When the level of mutual interest or activity is high enough to suggest a
relationship, a Function Team Leader may, with input from the Function Team and
Sponsor, appoint a Liaison to interact with another Function Team.
The Liaison is the primary link with the appointing Function Team and is charged
with representing the interest of the appointing Team and reporting results to the
appointing Team on all technical issues of the assigned Practice.
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The Liaison should be an experienced technical person, familiar with industry codes
and standards and internal standards in the area of appointment.
The scope of potential liaison activity within Practices topics is large. The limiting
factors are cost to the Liaisons company and the perceived benefit to PIP.
The Liaison is a non-voting member of a Function Team.
Work Processes Team Guidelines

The Members of the Work Processes Team (WPT) are selected by the Member
Companies for expertise in the area of electronic publishing and distribution.
The WPT is responsible for authoring, publishing, and distribution solutions of PIP
products in proven technology that is readily available to Member Companies. Areas
covered in the work of WPT are: non-Practice documents, PIP work processes, information
technology, and education/awareness.
The WPT maintains the guide documents used in the development of PIP Practices.
The review and approval process for guide documents is outlined in Guide Documents in
the Guidelines for Writing Practices section.
The WPT serves as a resource to the PIP Staff and to the Function and Task Teams,
particularly in the use of electronic technology for the development and use of the
Practices. The WPT also maintains a prioritized work plan based on the needs of PIP.
The WPT operates within Function Team guidelines. Team members are appointed
based on demonstrated expertise in the objectives of WPT and willingness and availability
to actively participate in PIP.
The WPT meets through quarterly face-to-face meetings and monthly
teleconferences. The WPT is accountable to the Steering Team and, through the Team
Leader and Sponsor, reports quarterly to the Steering Team. The Team Leader and Coleader are elected by the WPT membership.
The WPT Charter and membership definition follow.
Note:
The Work Processes Team (WPT) was created April 8, 1999 by PIP Steering Team
approval of the merger of the Document Management Team (DMT), the Work Process
Improvement Team (WPIT) and Information Technology.
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43
Work Processes Team (WPT) Charter
Develop and improve policies and work processes for authoring, editing,
formatting, publishing, and distributing Process Industry Practices (PIP).
Create and maintain guideline and specification documents for PIP

authors and editors.
Serve as a consultant to the Function Teams, Task Teams and PIP

Staff in the development and publication of the Practices.
Serve as a consultant to the Member Companies in the adoption and

implementation of Practices.
Provide guidance for the selection and implementation of Information

Technology (IT) solutions relating to PIP work processes, and Practice
generation and distribution.
WPT Membership Guidelines
Membership should be a balance of owner and contractor companies

with a target of 12-14 active participants. A Member Company may
appoint a representative to the WPT, either as an active participant or
as a Discipline Contact.
PIP staff members are ex-officio members of the WPT.
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Function Team Leaders Team Guidelines

The Function Team Leaders (FTL)s Team was established to ensure uniformity of
operational Practices, appropriate cross-function makeup of Task Teams, and development
and monitoring of compliance with guidelines for the quality of Practices developed within
the PIP Initiative. The FTL Team meeting permits face-to-face interaction between FTLs to
define and achieve a uniform process for gaining consensus within the Function Teams
(FT)s.
The FTLs Team is composed of the FTLs, Co-Leaders and Sponsors of the FTs. The
PIP Program Coordinator is an ad hoc member of the FTL Team. Sponsors are in an
advisory role in FTL Team membership. Each FTL or designee has one vote on every FTL
December 2001
44
meeting issue. A quorum of at least half of the eligible voting members is required for
action. All actions shall be approved by a simple majority of voting members present.
The FTLs Team meets quarterly, at a minimum, on the day preceding the Steering
Team meeting. Participants other than Team members may be invited to attend by the
leader (moderator) of the meeting. FTLs attending the quarterly FTLs meeting will elect a
moderator and a recorder of the meeting minutes for the next quarterly meeting.
The FTLs Team may have scheduled time on the Steering Team agenda to present
items requiring Steering Team action and/or input.
The purpose of the FTLs Team meeting includes:
Communication/Sharing of internal work process successes and

shortcomings between Team Leaders
Communication with PIP Director and office
Guidance to PIP office regarding FTL/office work process

interaction
Guidance to PIP office regarding website
Update on status of Practices
Coordination of new Practices
Identification of issues that are/may impact production of

Practices
Presentation by vendors or service providers
The products of the FTL Team meeting include:
Meeting minutes
Action items
Decisions on plan of action for proposals brought before the FTLs
Recommendations/guidance to Steering Team
Note: The FTLs Teams name was changed in April 1998 from Practices
Coordination Team.
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CONTENTS
December 2001
45
Administrative Guidelines
Chair Guidelines
The Chair of PIP is responsible to the PIP Steering Team for the general operation of
the Initiative. The Chair is responsible for assuring that all functions, activities, and products
are in accordance with the Strategic Plan.
To fulfill these responsibilities, the Chair will:
Chair all meetings of the Executive Committee and the Steering Team.
Interface with the Director in all PIP matters.
Oversee the activities of the Function Team Leaders, Function Teams and Committees.
Serve as an ex-officio member of all committees and teams, whether elected or appointed.
Appoint all Chairs not elected, approve membership appointments to operating elements of
PIP, and create ad hoc committees when it is deemed necessary.
The Chair shall continue to serve as a member of the Executive Committee for one year
following his/her term.
Vice-Chair Guidelines
The PIP Vice-Chair (Chair-elect) selected from Steering Team members, shall be
nominated and elected by the Steering Team for a two-year term. After serving one year as
Vice-Chair, the ST confirms election as Chair in the second year of the two-year term.
Selection of the Vice-Chair is based on:
Knowledge and interest in achieving the mission and the vision of PIP.
Demonstrated leadership in the activities of PIP.
Commitment of his/her Member Company to PIP.
The Vice-Chair of the Initiative will assume the responsibilities of the Chair in the
absence of the Chair or when so requested by the Chair, the Director or the Executive
Committee.
The Vice-Chair may be asked by the Chair to lead a PIP General Meeting, held at 18month intervals.
The Vice-Chair also will perform additional duties as delegated by the Chair.
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CONTENTS
December 2001
46
Financial Officer Guidelines

The Finance Officer will monitor the income and expenses of the Initiative, including
examination of staff-prepared budgets, funding of appropriate activities and auditing of all
financial transactions.
The Finance Officer is appointed by the PIP Chair and shall be a member of the
Executive Committee. Committee members to work with the Finance Officer may be appointed
by the PIP Chair.
The Finance Officer will report to the Steering Team at the Teams quarterly meetings.
Executive Committee Guidelines

The Executive Committee provides leadership and direction for all Initiative activities
and provides input and guidance to the Steering Team and to the Strategic Planning Team.
The Executive Committee consists of PIP officers (Chair, Chair-elect, immediate past
Chair), Function Team Sponsors, and major committee chairs. The PIP Director is an exofficio member of the Executive Committee. Members are eligible for re-election in a rotating,
staggered term philosophy.
Each Executive Committee Member is entitled to one vote. A quorum of at least half of
the eligible voting members is required for action by the committee. All actions shall be
approved by a simple majority of voting members present.
The Executive Committee shall meet at least quarterly. Executive Committee meetings
shall be called by the PIP Chair or the PIP Director.
The Executive Committee relationship with the Steering Team (ST) is identified as:
Identify/discuss issues facing PIP

Develop recommended positions
Frame issues to be addressed by appropriate PIP groups
Make recommendations to Steering Team
Create appropriate Teams or Committees for PIP issues
Address long-range planning issues
Manage the Practices generation process
Analyze issues to aid the Steering Team in forming decisions
Solicit Member Companies to supply qualified PIP participants
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Note:
In the original PIP Strategic Plan, the Executive Committee consisted of approximately
nine members with a target ratio of two owners per contractor, the Steering Team Chair and
Vice-Chair, and the PIP Director. The Executive Committee makeup was changed by that
committee on Oct. 6, 1998.
December 2001
47
Strategic-Planning Team Guidelines

The Strategic-Planning Team (SPT) regularly reviews the role of PIP in meeting the
needs of the process industry. The SPT develops and updates PIPs Strategic Plan.
The SPT is sponsored by and reports to the Executive Committee and the SPT chair is
an Executive Committee member. The SPT is responsible to the Steering Team, through the
Executive Committee, for the development and maintenance of the Strategic Plan. The SPT
shall meet at least twice annually.
The SPT is appointed by the Executive Committee with members selected for two-year
tenures, with overlapping membership. SPT members shall include PIP Chair, immediate past
PIP Chair, PIP Director, and four members of the PIP Steering Team. The SPT chair will rotate
every two years. The four members from the PIP Steering Team shall serve two-year staggered
terms and one of the four shall be selected as chair of the SPT. If the immediate past Chair is
unable to serve, an additional member from the PIP Steering Team may be selected to serve.
For more information see Role of the Strategic-Planning Team immediately
following.
Note:
The SPT was originally titled the Long-Range Planning Committee.
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CONTENTS
R o l e o f t h e S t r a t e g i c - P l a n n i n g Te a m
Manages the strategic-planning process.
Identifies and evaluates trends and anticipated changes in the industry.
Develops and updates the Strategic Plan, and recommend it to the Executive
Committee for approval.
Ensures PIP core values.
Assesses progress of strategic initiatives, and reports results to the Executive

Committee.
Annually recommends to the Executive Committee resource considerations for the

budget-planning process to support strategic-planning initiatives.
December 2001
48
Marketing Team Guidelines

The Marketing Team responsibilities include monitoring membership balance and
extent of member participation, solicitation of new members, qualifying new applicants,
preparing recommendations for admission to membership, new member orientation,
involvement/support for existing members, and, when appropriate, recommending termination
of membership.
The Marketing Team Chair and members of the Marketing Team shall be appointed by
the PIP Chair.
The Marketing Team, composed of five to seven members, was created to market PIP
internally to Member Company personnel and to the industry in general.
Note:
In April 1998, the Steering Team approved the merger of the Membership Committees
activities with the responsibilities of the Marketing Team.
Legal Committee Guidelines

The Legal Committee will monitor processes and products to assure compliance with
appropriate federal and state laws, and recommend to the Steering Team when and to what
extent to engage independent counsel.
The Legal Committee consists of three to four volunteer Member Company attorneys,
the Chair of the Marketing Team, and at least one member from outside counsel. The PIP
Director serves as a non-voting member of the Legal Committee.
Role of the Legal Committee as defined by the Executive Committee in its October 6,
1998 meeting as:
To avoid anti-trust litigation

Avoid tort cases for Member Companies
Avoid favoring one supplier over another (giving one an advantage)
Advise PIP when to seek outside legal advice.
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CONTENTS
Recent additional roles also include:
Review and comment to offers for Subscription Agreements and Licensing Agreements
outside established pro forma agreements
Respond to other associated issues where a legal concern has been raised by a PIP
Member Company
December 2001
49
Nominating Committee Guidelines

The Nominating Committee is responsible for nominating members for all elective
offices in the Initiative.
The Nominating Committee is appointed by the PIP Chair and the Director.
The Nominating Committee will be attentive to the participation of candidates when
recommending nominees for PIP office and will strive to maintain representation in PIP offices
according to membership guidelines.
General Meeting Committee Guidelines

PIP General Meetings are held at 18-month intervals and scheduled in April and
October of the appropriate years. The General Meetings focus on topics of current interest to
PIP participants. The Vice-Chair may be asked by the Chair to lead a PIP General Meeting.
The one-day General Meetings have traditionally consisted of morning workshops
followed by a general session in the afternoon.
The general session presentations may consist of reports from PIP officers, including
the Chair, Director, and Finance Officer, short video presentations, and panel discussions,
followed by a question and answer period. A guest speaker may be contracted to participate in
the general session.
Workshop Leaders are selected by the General Meeting Chair from PIP participants,
and may include Team Sponsors, Team Leaders, and other members who volunteer for
workshop topics.
Awards are presented at the general session and at a Recognition Dinner following the
general session. A summary of the awards criteria follows in Awards and Recognition
Committee Guidelines in this section.
The General Meeting Chair working with the PIP Program Coordinator is responsible
for conveying to PIP participants information on the General Meeting, and works with the PIP
office staff to monitor the meeting budget to include the activities outlined in General Meeting
Chair Responsibilities available from the PIP office.
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CONTENTS
December 2001
50
Awards and Recognition Committee Guidelines

The Awards and Recognition Committee is a standing committee responsible for
coordinating the decisions and presentation of all PIP awards.
The Awards and Recognition Committee consists of the immediate past PIP
Chair, who may be asked by the PIP Chair to lead the committee, the PIP Director,
representative Function Team Leaders, and representative Steering Team members.
PIP awards categories are: Implementation, Participation, Special Recognition,
Chairmans Award, and the C. Ronald Simpkins Award.
Most PIP awards are presented at 18-month intervals during the PIP General
Meetings Recognition Dinner or at the General Session on the preceding afternoon.
However, intermittent recognition is encouraged, and Special Recognition, Management
awards and Letters of Recognition can be presented at any time.
Note:
See also General Meeting Committee Guidelines on the preceding pages.
D e s c r i p t i o n o f P I P Aw a r d s f o r G e n e r a l M e e t i n g
I M P L E M E N TATI O N AW AR D
Information submitted by companies, Awards and Recognition Committee
decision
Presented to: Companies who best satisfy the award criteria
1. Total number of PIP Practices currently implemented as-is
Criteria:
(available for use and replacing existing company Practices)
2. A documented strategy for implementing PIP Practices
3. A work process in place for implementing PIP procedures
4. An identified champion(s) responsible for the adoption/implementation
of PIP Practices
Based on:
Implemen tation Aw ards are presented at the General Meeting by the PIP
Director.
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CONTENTS
December 2001
51
P AR TI C I P ATI O N AW AR D
(Three (3) separate categories: Company *, Individual, Sponsor)
Participation Award:
Based on:
Presented to:
Criteria:
Category 1- Company Participation
Meeting statistics
Top five (5) Member Companies
Best attendance (person days) at PIP functions in previous year
Company Participation Aw ards are presented at the General Meeting by the PIP
Director.
(Three (3) separate categories: Company, Individual, Sponsor)
Based on:
Presented to:
Criteria:
Category 2- Individual Participation
Vote of Function Team

Top 2 to 5 members of each Function Team
Team members who participated and contributed significantly at the
Function Team meetings, with participation defined as active
involvement, not just attendance. The Awards Committee in January
1999 stated: active participation as a Participation Award criterion is
a judgment issue for the Function Team Leaders. If travel restrictions
permit participation only by telephone, the individual can be
considered active if he/she is significantly contributing to the Team
effort.
Indiv idual Part icipat ion Aw ards are presented at the General Meeting by
the PIP Director.
(Three (3) separate categories: Company, Individual, Sponsor)
Based on:
Presented to:
Criteria:
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CONTENTS
Category 3 - Sponsor Participation
Nomination by Function Team (with documentation)

Top 3 Sponsors
Awards and Recognition Committee decision
Function Teams nominate Sponsor and rate on a scale of 1-5, using
PIPs Role and Responsibilities (guidelines) for Team Sponsors
Sponsor Aw ards are presented at the General Meeting by the PIP Director.
December 2001
52
C H AI R M AN ' S AW AR D
Nominations to the Awards and Recognition Committee, Committee
decision
Presented to: A Steering Team member
Best support of PIP
Criteria:
Based on:
Note: Support is defined as the role of those consistently active participants, who play
a role in promoting PIP and/or take a leadership role in PIP activities
Ch airman's Aw ard is presented at the General Meeting by the PIP Chair.
S P E C I AL R E C O G N I TI O N AW AR D
Nomination by PIP Participants, Awards and Recognition Committee
decision
Presented to: Three (3-4) participants
Participants who have presented creative / innovative ideas and have made
Criteria:
exemplary contributions to aid the PIP Initiative.
Based on:
Note: Nominations for Special Recognition can be made by any PIP participant at any
time by transmitting to the PIP Director a completed Nomination for Special
Recognition form. Web link to the Special Recognition form is:
Sp ecial Recognition Aw ards are presented at the General Meeting by the PIP
Vice-Chair.
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CONTENTS
O TH E R AW AR D S
Other recognition aw ards are made at the discretion of the M embership.
C . R O N AL D S I M P K I N S AW AR D
Nomination by PIP Participants, Awards and Recognition Committee
decision. PIP Director will solicit nominations prior to the PIP General
Meetings
Presented to: Candidate who meets the criteria
Participant who has exhibited extensive service to PIP, has served in high
Criteria:
leadership roles in PIP and has made exemplary contributions to the PIP
effort.
Based on:
December 2001
53
Note: Specific information on criteria for the C. Ronald Simpkins award is shown on the
following page.
PIPs highest award, T h e C. Ro nald Simpkins Aw ard is presented during the General
Meeting Recognition Dinner by the PIP Chair.
C . R O N AL D S I M P K I N S AW AR D
Selection Criteria
1.
Demonstration of the highest degree of personal dedication to the goals of PIP.

a.
Action commitment
b.
Time commitment
c.
Funding commitment - personal or corporate
d.
Publications authored
e.
Presentations made on behalf of PIP
2.
Significant contributions to the cost-effectiveness of the Process industry.

a.
Service in PIP leadership roles
b.
Origination of new procedures
c.
Prominence in the area of standards
d.
Instigator and pioneer in new methods/processes
e.
Innovator rather than implementer
3.
A level of knowledge and breadth of experience that distinguishes the recipient as

an eminent authority on the value of widely accepted industry practices.
a.
Extensive time in positions of senior responsibility
b.
Variety of experience types
c.
Recognition by other organizations
d.
Personal achievements
e.
Registration as a professional
4.
A leadership position in the process industry that may influence others by example
and direction.
a.
A champion of PIP within the process industry
b.
Senior positions held
c.
Communications ability and commitment
d.
PIP leadership activity
e.
Implementation leader and advocate
5.
A record of accomplishment within the process industry that brings distinction to the
recipient, his/her career association/company, and to the industry at large.
a.
Seniority and esteem within employing company
b.
Honors and awards
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c.
Name recognition
SECTION
d.
Impeccable ethical and professional standards
CONTENTS
e.
Peer recognition
f.
Demonstrable project associated success
December 2001
54
Contents
PIP Practices Procedure
PIP Practices Defined
56
Practices Numbering System
57
Practices Discipline Code
58
Third Letter Designators for PIP Document

Numbers
59
Practice Generation Process

Practices Status Definitions
Practice Generation Process Chart
60
60
61
Practice Generation Proposal (PGP)
62
Practices Revision Proposal (PRP)
62
Practices Review Process
63
Function Team Review
63
Member Company Review
63
Responses to Member Company

Review (Action Chart)
Practices Approval Process
65
66
Approval for Practice to be Written
66
Approval for Member Company Review
66
Approval for Steering Team Ballot
67
Approval for Publication
67
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Main
TABLE OF
CONTENTS
December 2001
PIP Practices Defined

PIP Practices are similar in nature, scope and content to the internal standards that
most of the large process industry companies maintain. PIP Practices are recommendations
for voluntary use that may include but are not limited to criteria, specifications,
procedures, and drawings.
PIP develops recommended Practices based on Member Companies existing
internal standards when existing material is not adequate for the process industry. PIP
harmonizes the Member Companies detailed, non-proprietary technical requirements to
produce PIP Practices.
PIP is not a standards developer and does not intend to overlap traditional industry
standards developed by Standards Development Organizations. As do company standards,
most PIP Practices reference existing industry standards.
Practices, when issued (published), are for a five-year period and at the end of that
period will be reaffirmed, revised, or withdrawn. See: Guide Documents in the section
Guidelines for Writing Practices for information on writing and revising the Practices.
PIP maintains a database that includes Practices published, Practices under
development and proposed Practices. To view an online spreadsheet that contains Practices
information, see: www.pip.org/members/statusreport/index.html.
CURRENT
STATE
Im p lem en tin g P IP
in to y o u r p ro jec t
sp ec ificatio n s is a n
ex e rc ise in so rtin g
th e u n im p o rta n t
d eta ils fro m th o se
th at c o n tain v a lu e to
y o u r co m p an y .
S O C IE T Y
STANDARDS
IN T E R N A L
STANDARDS
D E S IR E D
STATE
S O C IE T Y
STANDARDS
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CONTENTS
P IP
IN T R N L S T D S
S IT E S P E C IF IC
S IT E S P E C IF IC
Conceptual Illustration. Implementing PIP with Your Project Specifications
December 2001
56
Practices Numbering System

PIPs designator system provides a clear, understandable identifying code for each
Practice that can be readily incorporated into a database system and searched by computer.
The eight-character number for each PIP Practice contains identification for the
engineering discipline, the intended audience and the PIP sequential numbering system.
The first two characters identify the Function Team or technology area; for
example, CV for civil, PC for process control.
The third character is a section identifier; for example, S for specification or I
for installation details.
The last five characters are reserved for the authoring Function Teams use, and
vary somewhat from discipline to discipline. Generally, the fourth and fifth digits are
categories or sub-discipline codes, and the last three characters are sequential numbers for
Practices within a discipline or category (the technology).
Example:
PCCTE001
STS05120
(Process Control Criteria)

(STructural Specification)
DISCIPLINE
SECTION
CATEGORY GROUP
SEQUENCE
PC
TE
001
ST
05
120
See the following pages for additional information on the PIP numbering system.
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CONTENTS
December 2001
57
P r a c ti c e s Di s c i p l i n e Co d e
Function Team Designator
CV
ST
AR
CT
EL
IN
RE
PN
PI
PC
RF
VE
Civil
Structural
Architectural
Coatings
Electrical
Insulation
Machinery (Rotating Equipment)
Piping
Piping & Instrumentation Diagram
Process Control
Refractory
Vessel
Section Designator
G
C
E
D*
S
F
I
T*
O
General
Criteria
Engineering Design
Documentation/Drafting
Specification
Fabrication Details
Installation Details
Testing and Inspection
Operation and Maintenance
Sections that might be found in each category are shown on the chart on the following
page.
*
Designation may also be shown in categories
Notes:
Criteria describe the shoulds for the application of the technology. Owner companies
can designate the PIP shoulds as shalls in internal company standards.
Engineering Guides describe the why some items are in the criteria document.
Specifications describe the shalls of the technology.

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CONTENTS
December 2001
58
Third Letter Designators for PIP Document Numbers

CODE
TYPE
General
AUDIENCE
STYLE
USE
DESCRIPTION
Users and preparers of

PIP Practices
In-house or contractor
Engineering Department
(1)
Reference/Introduction/
Content
Owners technical
expectations of Engineering
Input to project criteria
Engineering Requirements
Engineering
Guides
Less experienced
Engineer
(1)
Design & Analysis

Detailed explanations if
required (the why of
choices in criteria)
Documentation
and drafting
requirements
In-house or contractor
Engineering Department
(1)
Specifications
Vendors or Fabricators
(1)
Fabrication
Details
Procurer (BM)
Constructor (Detail)
Inspector
(2)
Requirements specific to
this category
General drafting
requirements elsewhere
Purchasing requirements
Text or data required to
procure equipment
May include F, I, T & D
documents as attachments
Convey details to fabricate
Convey materials required
Intended to serve as reference and introductory

materials
Used to specify minimum requirements for the
applications of the technology. This is the what-to-do
or strategy documentation for the design philosophy.
Safety, regulatory requirements, environment, quality,
operability, maintainability, & reliability are
considerations for statements in the criteria.
Contain the how-to-do-it tactics not easily accessible
to designers elsewhere. Design aids, recommended
methods and useful data are included or the sources
referenced.
Intended to serve as illustrated bibliographies rather
than as free design handbooks.
Typically used where a specific type of documentation
must be specified for a particular category.
Criteria
Installation
Details
Procurer
Inspector
Owner
(2)
Bill of Material for

procurement
Details for installation
Testing and
Inspection
Requirements
(1)
Operation and
Maintenance
Requirements
Start-up Team
Owner
Vendor
Start-up team
Owner
Requirements for Factory

Acceptance Testing and for
pre-startup testing
Necessary details for startup, operations, and repair of
specific equipment
(1)
(2)
(1)
(1)
Take the form of requirements for activities as design,

purchase, design/build, fabrication, construction,
installation, inspection, testing and cleaning.
Must provide the means for job-specific editing and
identification.
Typically used in conjunction with installation or
fabrication specifications and procurement documents.
Content normally serves as additional clarifications of
requirements concerning referencing documents.
Typically used in conjunction with engineering
drawings and other construction documents. Content
normally serves as additional supplements to
requirements concerning a referencing specification.
Style is instructional/explanatory with text and necessary graphics mixed

Typically a drawing with a Bill of Material Section
December 2001
59
Practices Generation Process

It is necessary to read this section of the Operations Manual in its entirety for
further explanation of the definitions and procedure to follow in each step of the Practices
generation process.
Practices Status Definitions

The PIP Practices Status Report uses the following definitions that correspond
to specific periods, as described. In these definitions, the term the PIP office refers to the
Practice editing process done by PIP editors in the Austin, Texas office.
Proposed Practice title and number are listed on the online spreadsheet. All activity
related to Practice remains within the Function Team. Practices Generation
Proposal for this Practice has not been presented to the Steering Team for approval to
allocate resources.
Practices Generation Proposal (PGP) The period from the date the Function Team
presents a proposal to the Steering Team for approval to begin work on the Practice until
the first draft of the Practice is submitted to the PIP office.
In Process The period from the date of the first submission of the first draft to the PIP
office to the date of the official Member Company Review. During In Process the
working document posted on the website includes review/input of the draft by PIP editors.
Member Company Review (MCR) The period from the date the Practice is posted on the
website for Member Company review and comments until receipt and resolution of
comments by the authoring Function Team to produce the final draft the product of
Member Company Review. The targeted interval for MCR is no less than 5 weeks.
Final Edit The period from the date the Function Team transmits a copy of the product of
the Member Company Review to the PIP office until the Function Team approves
the final (Steering Team Ballot) version of the Practice. Further work by Function Team
and PIP editors is usually required before Steering Team approval.
Steering Team Ballot (STB) The period from the time the STB version draft of the
Practice is posted on the website for Steering Team approval until the votes
required to approve the Practice are received. The targeted interval for STB is 2 weeks.
Approved The period from the date the Practice is approved for publication by
Steering Team Ballot until the Practice is published on the PIP website and
released for sale in printed form. Minor final formatting changes are required during this
period to prepare for publication. Function Team Leader sign-off is required before
publishing.
Published The date that notice is transmitted to Member Companies that the
approved Practice is posted on the PIP website and is released for sale in printed
form.
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December 2001
60
Practice Generation Process

Function Team
Task Team
PIP Staff
Outside
Services
Identify need for

specific Practice.
9-4-2001
Member
Companies
Steering
Team
Designates optional involvement at

FTs discretion
Submit Practice
Generation
Proposal 3 wks
prior to Steering
Team meeting.
Send copies to
Steering Team
members 2 wks
prior to meeting.
Delete Practice from

Table of Contents or
revise est. issue date.
Designates a stage that may consist

of multiple cycles (TM Leader to PIP
Editor
Approves
?
No (rejects or postpones)
Yes
Add Practice
to PSR
Collect internal and external practices.

Plan to (1) adopt external, (2) harmonize internal or (3) draft
new Practice.
Assemble Task Team, Provide orientation as needed.
Decide format, schedule, out-sourcing, CAD work, etc.

CAD work
OutSource
?
No
Yes
Office arranges
for outside
services
Prepare
draft
Prepare/revise draft
Preliminary reviews, editing, formatting, etc.
Issue for comments
Distribute
Review 5 wks.
Resolve comments, reach consensus
Additional editing, distribution, reviews as necessary *
Distribute and
Editor work
Authorize issue
Issue and
Editor work
Approval
Practice Generation Proposal

The Practice Generation Proposal (PGP) form includes written justification, or a
statement of need, for a Practice and information about the Task Team that will author the
Practice. The PGP is submitted to the Steering Team as an aid in the approval decision. An
interactive copy of the PGP form is available on the PIP website at:
www.pip.org/members/forms/index.html.
The PGP serves as a Function Teams official request to the Steering Team for
approval to begin work on a new Practice. The Function Team Leader is responsible for
submitting the PGP to the PIP office at least two weeks prior to the quarterly Steering
Team meeting for inclusion with the Steering Team agenda.
Function Teams, with Sponsor concurrence, can begin preliminary work on scope
definition and gathering of Member Company information prior to approval of the PGP;
however, the PIP Steering Team must approve the PGP with the request for a Task Team
before major work on the Practice can begin.
Published Practices scheduled for revision are requested with a Practice Revision
Proposal (PRP). See information on the PRP in this section.
Practice Revision Proposal

A Practice Revision Proposal (PRP) form that includes written justification or a
statement of need for revision of a Practice information about a Task Team is submitted to
the Steering Team. An interactive copy of the PRP form is available on the PIP website at:
The PRP serves as Function Teams official request for revision to begin on a
published Practice. The Function Team Leader is responsible for submitting the PRP to the
PIP office at least two weeks prior to the quarterly Steering Team meeting for inclusion
with the Steering Team agenda.
Function Teams, with Sponsor concurrence, can begin preliminary work on scope
definition and gathering of Member Company information prior to approval of the PRP;
however, the PIP Steering Team must approve the PRP with the request for a Task Team
before major work on the Practice can begin.
See related information in the Guidelines for Participants.
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December 2001
62
Practice Review Process

The PIP Practices review process follows a standardized procedure with each step
covering a specified period during the time that each Practice is being written.
During the Member Company Review (MCR) phase of a Practice, each PIP Member
Company has the opportunity and responsibility to review and comment on the Practices.
Internal company reviews should be handled during the harmonization and MCR phases of
the Practice development. The PIP Steering Team has emphasized that MCR comments
should be limited to very significant issues.
Late comments (comments that are received following completion of MCR) also
follow a standard procedure. Copies of the late comments are sent to the Leader of the
Function Team authoring the Practice for the Teams evaluation. If a late comment is
determined to be a major point requiring change, the change will be incorporated as soon as
possible. All comments that are received become a part of the Practices permanent file in
the PIP office and will be considered in the next revision cycle for the Practice.
Function Team Review

When the Task Team writing a Practice has completed its work, the draft Practice is
reviewed by the authoring Function Team. Upon Function Team agreement that the draft
Practice is essentially a finished document, the Practice is ready for review by all PIP
Member Companies. The Function Team Leader, or his/her designee, works with the PIP
office during the Member Company Review process described below.
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CONTENTS
Member Company Review (MCR)

The Function Team Leader (FTL) transmits the Practice to the PIP office with a
statement that the Practice is ready for MCR.
Following a final edit by the PIP editors, the MCR draft of the Practice and a
release form (to be signed by the FTL) stating that the Practice is ready for MCR are
transmitted to the FTL for signature.
When the FTL releases the MCR draft and transmits the signed release form, the
PIP office posts the Practice on the PIP website and notifies all Member Company contacts
that the Practice is available for review and comment. The Member Company Comment
Form (MCCF) for submitting MCR comments is available on the PIP website at:
Member Company representatives for MCR are Function Team members (including
Discipline Contacts) of the Team authoring the Practice that is being reviewed. In the
absence of a Member Company representative on the authoring Function Team, the
Companys Steering Team member is the designated representative.
December 2001
63
Member Companies have the option of multiple internal reviewers; however, all
MCR comments from a company are to be received, compiled, and submitted to the
Function Team Leader by one designated representative from each Member Company.
Function Team Leaders are responsible for receiving Member Company Review
comments and working with the authoring Task Team to resolve comments received during
the review. Final technical resolution and vote to confirm shall be within the Function
Team. Resolution of the MCR comments consists of (1) incorporating the comment into the
Practice, (2) postponing the decision until the next review cycle, or (3) the decision to not
incorporate the comment in the Practice.
All MCR comments and the resolution shall be documented and the response
(MCCF) is posted in the MCR section of the website until publication of the Practice.
The Work Process Response chart on the following page shows the approved
minimum procedure for responding to MCR comments; however, a Team may choose to
respond to comments in a way other than those shown on the chart.
To complete the review process and begin the approval process for publication of a
Practice, a copy of the original comments and the resolutions of the comments must be
transmitted to the PIP office for inclusion in the Practices permanent file prior to balloting
for Steering Team approval.
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CONTENTS
Summary of the Member Company Review Process

1. Posting on the website, of a Practice for each Member Companys
review and comments.
2. E-mail notification to Member Company representatives by the PIP
office of the posting of the Practice for review.
3. Comments submitted from Member Companies to the Leader of the
Function Team authoring the Practice.
4. Receipt and resolution of Member Company comments by the
Function Team.
5. Incorporation of the accepted comments into the draft Practice by the
Function Team.
6. Transmittal by the Function Team Leader to the PIP office: a copy of
the original comments, the resolution of the comments and final draft
of the Practice with the comments incorporated.
December 2001
64
(PIP Work Process)

Responses to Member Company Comments
During Member Company Review
( Mi n i m u m R e q u i r e m e n t s )
Comments Received During

Member Company Review
Comment
Significant
Or Can't
Live With or
Without
Company
Actively
Participating
In Review
No
Yes
No Response Required
Yes
No
Comments
Documents to
PIP Office Files
No Response
Required
F.T. Responds
to Commentor
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CONTENTS
December 2001
65
Practices Approval Process

In the Practice generation cycle, the PIP Steering Team gives initial approval for a
Practice to be written and final approval for a Practice to be published. During the Practice
development phase, the Function Team approves or signs off to move the Practice
forward to the next stage of development.
Voting within Function Teams shall be one vote per Member Company present. A
vote of 75% of those voting is required for a vote to pass. Steering Team approval to
publish requires a 75% yes vote from all Member Companies. Consensus, the agreement
of most of those concerned, may require a measure of effort and/or compromise to achieve.
PIP approval process is based on the original agreement of the 80/20 rule.
Steps in the Practice approval process are described below.
Approval for Practice to be Written or Revised

Steering Team approval for a Practice to be written or revised is reached when a
Practice Generation Proposal (PGP) or a Practice Revision Proposal (PRP) is approved by a
75% yes vote of Steering Team members present at the quarterly Steering Team meetings.
The PIP Steering Team stated in July 1995 that Steering Team approval is required
for work to begin on a Practice or for revision to begin on an existing Practice. Steering
Team approval is necessary for the Member Companies management of budgets and total
workload commitments for PIP activities.
See also PGP and PRP also in this section.
Approval for Member Company Review (MCR)

When a Function Team vote affirms that a Practice is ready for MCR, the
Function Team Leader (FTL) transmits the Practice to the PIP office with a signed release
form requesting posting of the draft on the website and notification to those who will
review the Practice.
See Member Company Review in this section for additional information.
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CONTENTS
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66
Approval for Steering Team Ballot

The authoring Function Team approves a completed Practice for Steering
Team Ballot. A signed release form stating that the MCR is completed and requirements for
the MCR process have been met is transmitted to the PIP office by the Function Team
Leader. A copy of the original comments and the resolutions of the comments for inclusion
in the Practices permanent file are transmitted to the PIP office at the time of the request
and shall be received prior to balloting for Steering Team approval.
See also Member Company Review in this section.
Approval for Publication

Steering Team approval of a Practice signifies the Steering Teams affirmation
that the Practice has been developed in accordance with the PIP process: harmonization of
Member Company standards, circulation of the Practice for Member Company review, and
documentation of the actions taken on Member Company comments transmitted to the PIP
office. Steering Team approval for publication of a Practice is reached through Steering
Team Ballot (STB). Please recall, all work is also initiated with a Steering Team vote
(now PGP and PRP) authorizing resources.
PIP Practices are balloted electronically for Steering Team approval. E-mail
notification is sent to the Member Company voting representative on the Steering Team
that a Practice has been posted for approval on the PIP website. Steering Team voting
representatives have two weeks to respond. Ballots are received in the PIP office via email. The ST ballot step is not the time for member companies to have additional internal
reviews. Internal company reviews are intended to be handled during the harmonization
and MCR phases of our practice development/review process. If a member company is not
directly represented on a Function Team or Task Team, they can designate a discipline
Go To:
contact to maintain an awareness of specific developments.
SECTION
CONTENTS
The Ballot process allows one vote per Member Company. PIP Practices are
approved when 75% of the Member Company Steering Team representatives on the
Steering Team have voted Yes to approve a Practice. The PIP office notifies the Steering
Team and the authoring Function Team via electronic mail when a Practice has been
approved.
See also Member Company Review in this section for information of Member
Company input on Practices being developed.
Note:
A new PIP member company may chose to authorize a temporary proxy yes vote
for their STBs until they are ready to actively vote. Please notify the PIP Director if you
wish to authorize a temporary proxy for STB.
December 2001
67
Contents
Guidelines for Writing Practices
Practices Work Process
69
Gather Resources and Input
69
Work Plan
70
Procedure for Writing the Practice
71
Practices Format
71
Practices Format - Example
72
Practices Language - Example
73
Guide Documents
74
ADG001 Guide for Authors Developing Process Industry

Practices
ADG002 Guide for Technical Writers Developing Process
Industry Practices
ADG003 Guide for Editors Formatting Process Industry
Practices with Microsoft Word for Windows
ADG004 Guide for Authors Producing CAD Graphics for
Process Industry Practices
ADG005 Specification for Authors Developing Basic Data
Sheets for Process Industry Practices
ADG006 Specification for the Revision of PIP Practices
ADG008 Guidelines for Processing Inquiries and
Interpretations
Also Guideline for Adoption and Upgrade of Software for Use
by PIP
Return To:
Main
TABLE OF
CONTENTS
December 2001
Practices Work Process

Task Teams write the Practices; Task Teams should review this entire section.
The three major topics concerning Practice-writing are:
compiling material
harmonizing the material
writing the new Practice.
Guides for writing PIP Practices, Administrative General (ADGs) have been
published by the Work Processes Team (WPT). ADG guides explain the basic requirements
for getting started in Practice-writing. For more information on PIP guide documents see
Guide Documents in this section.
Gather Resources and Input (compiling the material)

When a new Task Team is formed to write a Practice, the Task Team Leader should:
1. Request a copy of company standards relating to the Practice to be written from all
Member Company representatives on the Function Team.
The request should be written to include: (1) request for input on availability of
Company standards, (2) a copy of each Companys relevant standards, or (3) a response
(to be returned to the requestor) stating We have no input to provide.
Steering Team Members serve as the default Discipline Contact if a Member
Company has no active member or Discipline Contact on a Function Team.
2. Send one reminder to those not supplying input.
Send list of those not answering or supplying input to the Function Team Leader.
3. Evaluate and plan the work to be done.
Within the time allotted, survey the input to determine resources (people and time)
required to prepare the Practice for PIP review. Make the Function Team Leader aware
of resource needs.
4. If necessary, request additional Task Team Members from the Steering Team via the
Function Team Leader and Team Sponsor.
5. Non-member standards use is discouraged.
Use of non-member standards even with permission would require a special
document from PIPs Legal Committee.
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CONTENTS
December 2001
69
Work Pl an
( Har m oni z i ng t he M at er i al )
The best w orkabl e product t hat can be produced i n a reasonabl e t i m e
f rame w ill not cont ain everything f or everyone.
Harmonize the input to obtain the best practices of those revi ewed.
Content coverage of 80+ percent of material is reasonable rather than 100

percent. Work on the most worthwhile things.
PIP has no mandatory standards. Assume that on some proj ects the owner
may choose to do less than is recommended.
Indicate by a parenthetical reference any required standard or regulation
(OSHA, NEC, etc.): such as: T his ___ was designed to
meet ___.
Whenever possible, reference available standards do not duplicate.
Pr ac t i c e s a re wr i t t e n for t he U.S. f ir st, an d may b e mad e gl o b al later .

Gl obal standards that make sense are acceptable; however, PIP
is not required to research standards for other countries.
Quality design goal is PIP s common Best Practices for Life Cycle Cost .
Note, as available, reasonable options to reduce cost.
Maintain a list of common statements that mi ght be used to avoid

duplication in each separate category.
Forward the list to other Function T eam Leaders for inclusion in
t h e i r T e a ms wor k. Sugges t i o n s f o r t i t l e o f l i s t : Fo r ( e a c h ) Fu n c t i o n
T eams Consideration, or, list in General Considerations section.
Watch for interfaces/overlap with other PIP gr oups working with other
T ask T eam Leaders or Function T eam Leaders.
Avoid vendor specifics and direct involvement of vendors.

V endor help should be obtained through vendor associations. V endor
input can also be obtained through a contact from a PIP Member Company
rather than a contact as the PIP organization. (Use of vendor associations
for input may be authorized by the Steering T eam.)
Work by categories to cover a technology with a mi nimum of rework.

Depend on your confidence level to cover issues such as Criteria,
Ins t a l l a t i o n Det a i l s , a n d / o r Fab r i c a t i o n Det a i l s b e f o r e c o mpl e t i n g t h e
e n t i r e c a t e go r y.
Note:
The material contained in the section Practices Work Process was re-written from
information originally compiled for the first PIP Function Teams by members of the Process
Control Team.
December 2001
70
Procedure for Writing the Practice

The Function Teams responsibility is to write the Practice. Formatting to achieve
the PIP look is the responsibility of the PIP office. It is preferable to work with a PIP
editor from the beginning of the Practice writing process, especially if the authors have
specific questions about the process.
PIP editors use established styles to format Practices. Following PIPs established
format will result in minimum time a Practice will spend in the editing/formatting process
in the PIP office. For the experienced word processor, a template of the PIP styles can be
found in this section. (See Practices Format).
The PIP staff recommends that Function Teams unfamiliar with styles, and the PIP
styles-formatting in particular, submit Practices to the office as a Word document with
flush left (left-justified) format. Attempts to achieve the PIP look without using the
established styles can result in additional time required reformatting when the Practice
arrives in the PIP office.
A Practice must be complete with all parts present for format work to begin for the
review process. However, on a Team Leaders request to the PIP office, a preliminary
format without editing can be done for a Function or Task Team for that Teams use during
the writing process.
PIP has an arrangement with some of the Member Companies to supply Computer
Aided Drafting (CAD) work for Practices. CAD Resources and Function Team assignments
are indicated on the PIP Roster at: www.pip.org/members/roster/index.html.
Upon agreement of the Function Team Leader, Team Sponsor and Task Team
Leader, a request by the Function Team Leader can be made to the PIP Director for
contract help (outside the PIP editing staff) for harmonizing and/or reconciling comments.
The contract help, consisting of an engineer or technical writer, works with the Function
Team and does not take the place of the Function Team. Contract help for Function Teams
must be arranged through the PIP office.
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SECTION
CONTENTS
Practices Format
Because of the diversity in computer technology in use by PIP Member Companies,
PIP maintains a current standardized technology that will, if required, translate and convert
to other standard computer programs. PIP will adapt procedure as technology advances.
PIPs word processing program is Word for Windows, selected in 1994 by the
original PIP Distribution Team as a word processing program that is readily available,
satisfies PIP requirements for the 80-20 rule, and interacts with other software programs.
December 2001
71
For the PIP publication that describes the current approved word processing program for
formatting PIP Practices, Guideline for Adoption and Upgrade of Software for Use by PIP,
see: www.pip.org/members/practices/adg/index.html.
PIP uses a standard style, adopted in 1994, for formatting Practices. Teams writing
Practices submit drafts in a format that conforms to PIP numbering and arrangement of
material. PIP editors do the formatting for PIP style.
The following pages show examples conforming to the PIP format and standard
language the C/S/A Team developed for writing Practices. These clearly written examples
are intended only as guides for numbering, arrangement of material, and language.
More information on writing Practices can be found in the guides for authors in the
section Guide Documents.
P r a c ti c e s F o r m a t E x a m p l e
Table of Contents
1. Introduction
1.1
Purpose
1.2
Scope
1.3
optional
2. References
2.1
Process Industry Practices (PIP)
2.2
Industry Codes and Standards
2.3
Government Regulations
3. Definitions
4. General
4.1
Quality Control (if appropriate)
4.2
Submittals (if appropriate)
4.3
Performance Requirements (if appropriate)
4.4
optional
5. Products
5.1
Materials (if appropriate)
5.2
optional
6. Execution
6.1
optional
Appendix
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SECTION
CONTENTS
December 2001
72
Practices Language Example

Following is an example of the flush-left format and standard language the C/S/A
Team developed for submitting the first draft of a Practice to the PIP office. Use of
standard language by Teams contributes to uniformity in the Practices across disciplines.
1.0
Introduction
1.1
Purpose
The purpose of this recommended Practice is to provide the _________ with a specification
that harmonizes the requirements of major process industry companies and
engineering/construction firms into a single document.
1.2
Scope
1.2.1
This specification describes the requirements for ____________.
1.2.2 Any conflicts or inconsistencies between this specification, the design drawings, or
other contract documents shall be brought to the attention of the Buyer for resolution.
2.0
References
When adopted in this specification or in the contract documents, the latest edition of the
following codes, standards, specifications, and references in effect on the date of contract
award shall be used, except as otherwise noted. Short titles will be used herein when
appropriate.
2.1
Process Industry Practices (PIP)
2.2
Industry Codes and Standards
2.3
Government Regulations
Federal Standards and Instructions of the Occupational Safety and Health Administration
(OSHA), including any additional requirements by state or local agencies that have
jurisdiction where _____________.
3.0
Definitions
(use only those needed and may add additional)

Buyer: the party who awards the contract to the ___________. The Buyer may be the
Owner or the Owners authorized agent.
Buyers Inspector:
the authorized representative of the Buyer with authority to act in the
interest of, and on behalf of, the Buyer in all quality assurance matters
Contractor:
the party responsible for furnishing and/or installing ___________.
Contractors Inspector: the authorized representative of the Contractor, responsible for the
quality control of all materials, installations, and workmanship furnished by the Contractor,
and any of the Contractors subcontractors or vendors
Structural Engineer of Record: the Buyers authorized representative with overall authority
and responsibility for the structural design
Contract Documents: any and all documents, including design drawings, which the Buyer
has transmitted or otherwise communicated, either by incorporation or by reference, and
made part of the legal contract agreement or purchase order agreement between the Buyer
and the _________
4.0
General
5.0
Products
6.0
Execution
December 2001
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SECTION
CONTENTS
73
Guide Documents
PIP guide documents (Administrative General or ADGs), used for developing PIP
Practices, are a product of the Work Processes Team (WPT). ADG guide documents are
associated with the administration of the Practices and are intended to be used by PIP
Member Companies for information only and are not intended to be used as contract
documents.
Conforming to the PIP Practice numbering system, guide documents are numbered
as an ADG series, indicating that the guides are Administrative and General. The guides are
numbered consecutively as they are produced and are organized by subject. The PIP ADG
series follows standard PIP procedure for development and formatting.
The WPT responsibilities include developing, maintaining, and revising the PIP
guide documents. PIP guides are reviewed periodically and may be revised as required. The
approval process for administrative documents authored and maintained by WPT is:
Following authoring and approval by WPT, the ADG documents Task Team Leader
sends the ADG document to the PIP office for formatting.
When the edited, formatted document is returned to the WPT by the PIP editors, the
WPT Leader sends the ADG document to the Function Team Leaders for review.
Deadline for Function Team Leader comments to the WPT Leader is five (5) weeks
from date of transmittal from the WPT.
The ADG documents Task Team resolves all comments and presents the revised
document to the WPT for approval.
The document is scrutinized for legal and commercial ramifications by the WPT,
with concerns brought to the Steering Team, Executive Committee or Legal
Committee, as appropriate.
The completed document is sent to the PIP office for transmittal to the Steering
Team for balloting. Balloting follows PIP standard approval procedure.
Published guide documents are valid until a revised guide is approved by the PIP
Steering Team and published. If conflicts are noted in guide documents, the guide with the
latest publication date takes precedent.
The WPT has also authored Guideline for Adoption and Upgrade of Software for
Use by PIP.
Go To:
SECTION
Titles of PIP guides referred to in this section include:
CONTENTS
PIP ADG001 - Guide for Authors Developing Process Industry Practices
PIP ADG002 - Guide for Technical Writers Developing Process Industry Practices
PIP ADG003 - Guide for Editors Formatting Process Industry Practices with Microsoft
Word for Windows
December 2001
74
PIP ADG004 - Guide for Authors Producing CAD Graphics for Process Industry
Practices
PIP ADG005 - Specification for Authors Developing Data Forms for PIP
PIP ADG006 - Specification for the Revision of PIP Practices
PIP ADG008 - Guidelines for Processing Inquiries and Interpretations
Also - Guideline for Adoption and Upgrade of Software for Use by PIP.
PIP guide document: PIP ADG004 - Guide for Authors Producing CAD Graphics
for Process Industry Practices provides information for CAD content in PIP Practices. The
Work Processes Teams CAD Task Team can provide CAD information not found in
ADG004. The WPT Team Leader, shown on the PIP Roster, can supply names of the
WPTs CAD Task Team members.
Access the PIP guide documents on the PIP website at:
www.pip.org/members/practices/adg/index.html
December 2001
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CONTENTS
75
Common Glossary
Common Glossary
Return To:
Main
TABLE OF
CONTENTS
Adoption & Implementation Principles

PIP members will champion and support the adoption and implementation of
PIP both internally and externally
PIPs address essential information
PIP content is acceptable as a whole
PIP members can live with the parts of PIPs that differ from their current
standard.
PIP members understand the economic value of using PIP. Therefore,
addenda should be carefully considered because they may detract from the
benefit derived by all PIP members.
The Steering Team stated in 1999 that the Adoption and Implementation
Principles should replace all references to 80/20 and essentially as is in (PIP)
publications/presentations and should be used to explain (PIPs) philosophy of adopting
and implementing the Practices.
Consensus
The judgment reached by most of those concerned (Webster Ninth Collegiate
Dictionary). Consensus does not require unanimity but does indicate a measure of effort
and/or compromise to reach agreement.
Critical Mass
The minimum Practices that are needed in each discipline to implement Process
Industry Practices (PIP) on a typical project, such that, PIP could provide the core of the
projects specifications with most of the project requirements met by PIP.
80/20
Term used in early PIP minutes and internal documents to refer to agreement. The
Steering Team stated in 1999 that the Adoption and Implementation Principles should
replace all references to 80/20 in (PIP) publications/presentations.
Essentially as is
Without change or additions. The Steering Team stated in 1999 that the Adoption
and Implementation Principles should replace all references to essentially as is in
(PIP) publications/presentations.
Participation
(Active) participation on a Function Team is a judgment issue for the Function
Team Leader. E.g., If travel restrictions permit participation only by telephone, this is
acceptable if the individual is significantly contributing. (Steering Team meeting minutes,
Nov. 1993)
December 2001
76
Common Glossary
Practice(s)
PIP publications recommending process industry procedure for voluntary use that
may include but not be limited to criteria, specifications, procedures, and drawings.
Standard(s)
Commonly used term to include all standardized written procedure/requirements
adopted by companies and organizations.
December 2001
77

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PROCESS INDUSTRY PRACTICES

Unless otherwise noted, See references and references to sections refer to

Team Guidelines ...................................... 30

Purpose of Process Industry Practices

Organizational Chart ...............................7

Steering Team Guidelines..................... 30

CII / PIP Relationship.................................. 8

Administrative Guidelines ......................... 46

Chair Guidelines ................................... 46

Internal Electronic Forms ...................... 16

PIP Practices Procedure ..................... 55

PIP Practices Defined............................... 56

Business Guidelines ............................ 17

Practices Numbering System.................... 57

Position Paper ........................................5

Structural Organization of PIP..................... 6

Membership Guidelines ............................ 10

Member Company List.............................. 15

Conducting PIPs Internal Business .......... 18

Practices Generation Process .................. 60

Practice Review Process .......................... 63

Meetings Arrangements ...................... 21

Practices Approval Process...................... 66

Guidelines for Writing Practices......... 68

Conference Calling ................................... 23

Practices Work Process............................ 69

PIP Office .............................................. 25

Practices Format ...................................... 71

Introduction to the PIP Office .................... 26

PIP Director Guidelines ........................ 26

Common Glossary ............................... 76

Guidelines for Participants.................. 29

Structural Organization of PIP

Purpose of Process Industry Practices (PIP)

Structural Organization of PIP

Piping & Instrumentation Diagram (P&ID)

PIP Strategic Plan

CII / PIP Relationship

Summary of P IP Organizational Inf ormation

Guidelines for Subsidiaries

Owner Profile Form

Contractor Profile Form

Member Company List

Steering Team attendance

Executive Committee attendance

Function Team attendance

Overall Participation by Member Companies

(Steering Team, Function Teams, Function Task Teams,

Summary of PIP Membership agreement:

A commitment to improvement of the process.

Pay annual dues as prescribed.

Participation by senior company standards personnel on the PIP Steering

Provide resources (personnel) who are fully qualified, available, and

Voluntarily adopt and implement PIP Practices

Provide e-mail connectivity to all of their companys PIP participants.

Follow PIP Business Guidelines (See:Business Guidelines section).

Guidelines for Access to Process Industry Practices Among Subsidiaries and

Company Name: _______________________________________

Company Name: _______________________________________

Parent Company (if applicable): ________________________________________________________________

Member Company List

communication. An interactive tutorial is available at: www.instinctive.com. Instructions for

Internal Electronic Forms