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Document ID PR-1159
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Revision 2.0
Revision: 2.0
Petroleum Development Oman LLC Effective: Nov-11
i Document Authorisation
Authorised For Issue November 2011
ii Revision History
The following is a brief summary of the 4 most recent revisions to this document. Details of all
revisions prior to these are held on file by the issuing department.
TABLE OF CONTENTS
1 Introduction.................................................................................................................. 9
1.1 Background.................................................................................................................. 9
1.2 Purpose........................................................................................................................ 9
1.3 Scope........................................................................................................................... 9
1.4 Distribution / Target Audience....................................................................................10
1.5 Changes to the Document.........................................................................................10
1.6 Step-out Approval...................................................................................................... 10
1.7 ALARP....................................................................................................................... 10
2 Definitions and Terminology.......................................................................................11
2.1 Field Engineering Definitions.....................................................................................11
2.2 Commissioning Process............................................................................................. 11
2.3 Commissioning Process Definitions..........................................................................12
2.3.1 Mechanical Completion.......................................................................................13
2.3.2 Pre-Commissioning.............................................................................................13
2.3.3 Commissioning.................................................................................................... 13
2.3.4 Ready for Operations (RFO)...............................................................................14
2.3.5 Ready for Startup (RFSU)...................................................................................14
2.3.6 Verification Certificate of Readiness (VCR).........................................................15
2.3.7 Transfer of Custodianship to Operations.............................................................16
2.3.8 Statement of Fitness............................................................................................16
2.3.9 Initial Start-Up...................................................................................................... 17
2.3.10 Project to Asset Handover...................................................................................18
3 Commissioning and Startup Execution Map and Execution Model...........................23
3.1 Introduction................................................................................................................ 23
3.2 Commissioning Strategy............................................................................................23
3.3 Verification................................................................................................................. 23
3.4 Commissioning and Start-Up Plan.............................................................................24
3.4.1 CSU Interfaces.................................................................................................... 26
3.4.2 Integrated CSU Schedule Development..............................................................26
3.4.3 Activity Listing..................................................................................................... 27
3.4.4 CSU Logic........................................................................................................... 27
3.4.5 Integrated CSU Schedule....................................................................................28
3.5 Commissioning and Startup Delivery........................................................................31
3.5.1 Identify and Assess Phase...................................................................................31
3.5.2 Select Phase........................................................................................................ 31
3.5.3 Define Phase....................................................................................................... 32
3.5.4 Execute Phase..................................................................................................... 34
3.5.5 Operate Phase..................................................................................................... 36
3.6 Commissioning and Startup Execution......................................................................36
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3.7 Implementation.......................................................................................................... 39
3.7.1 Commissioning Involvement through Project Cycle............................................39
3.7.2 Commissioning Involvement in Design and Procurement...................................39
3.7.3 Commissioning Preparation Phase.....................................................................40
3.7.4 Preservation Maintenance...................................................................................41
3.8 Testing Guidelines...................................................................................................... 41
3.8.1 Introduction.......................................................................................................... 41
3.8.2 Commissioning and Test Procedures...................................................................41
3.8.3 Factory Acceptance Tests....................................................................................42
3.8.4 Offsite Systems Integration and Testing..............................................................43
3.8.5 Offsite Testing Objective......................................................................................43
3.8.6 Commissioning Temporary Systems...................................................................43
3.8.7 Commissioning Modes of Operation...................................................................44
3.8.8 Offsite Commissioning Proposals and Statements of Intent...............................44
3.8.9 Preparation for Shipment.....................................................................................44
3.9 Onsite Commissioning............................................................................................... 45
3.9.1 SIT and SAT at Site............................................................................................. 45
3.9.2 Systems Handovers............................................................................................. 45
3.9.3 Handover Documentation....................................................................................49
3.9.4 Handover Timing................................................................................................. 50
3.9.5 Start-up and Initial Operations.............................................................................50
3.10 Integration of Operations into Commissioning and Startup.......................................53
4 Organisation............................................................................................................ 54
4.1 Resources.................................................................................................................. 54
4.1.1 Project................................................................................................................. 54
4.1.2 Contractor............................................................................................................ 54
4.1.3 Commissioning Vendors Effectiveness...............................................................55
4.2 Commissioning Organisation.....................................................................................55
4.3 Roles and Responsibilities......................................................................................... 56
4.3.1 Project Team Responsibility.................................................................................56
4.3.2 Contractors Responsibility..................................................................................57
4.4 Training...................................................................................................................... 58
5 Planning and Scheduling........................................................................................... 59
5.1 Objective.................................................................................................................... 59
5.2 Commissioning Planning Process and Building Blocks.............................................59
5.3 Milestone Setting....................................................................................................... 60
5.4 Commissioning Budget.............................................................................................. 60
5.4.1 Project Counter Estimate.....................................................................................60
6 Management, Administration and Control..................................................................69
6.1 Main Contractor Pre-qualification and Bid Evaluation...............................................69
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1 Introduction
1.1 Background
Efficient and successful project delivery requires thorough preparation and accurate
execution during the contracting, design, procurement, construction, commissioning
and Startup phases. This document addresses the Commissioning and Startup element
of project delivery and presents the commissioning preparation execution strategy to
be adopted for all PDO projects1.
The commissioning phase is carried out over a relatively short period of time providing
that all the upstream processes including design, procurement, and construction and
pre-commissioning have been accurately performed and integrated. Critical to overall
project success is commissioning involvement in these upstream processes to
eliminate the need for later resolution of avoidable problems in the field.
1.2 Purpose
The purpose of this procedure is to provide Projects, Contractors and Operations
personnel with a standardised approach to the preparation, organisation and execution
of commissioning, completion, start-up and project-to-asset transfer activities on their
projects. This will help to achieve consistency in the definition, division of
responsibilities and execution across all projects.
Successful execution of CSU activities and achieving a flawless start up is dependent
upon:
having a fully detailed CSU scope
having a correct CSU contracting strategy, agreed by all parties
ensuring fully integrated planning
having experienced resources available
ensuring there is sufficient preparation time
delivering the project using effective processes.
Once start-up activities commence on site, there is little opportunity left within the
project schedule for rework or for recovery from flaws.
1.3 Scope
This document addresses the management, technical preparation and subsequent
execution of facility pre-commissioning and commissioning activities, up to the point
where the facility is ready for Startup. It also covers Startup and testing of the facility to
achieve steady-state operations and handover to the future asset owners organisation.
It addresses preparation and execution of commissioning and related activities for all
types of developments, i.e. oil, gas or power generation projects, Greenfield or
brownfield etc, along with execution considerations related to the execution strategies
adopted. This document should be used in conjunction with .the guideline for Project to
Asset Handover to ensure all requirements for project completion are met.
1
This Procedure has superseded PR-1169 Commissioning Procedure Operations Input and
PR-1159 Initial Startup Procedure.
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1.7 ALARP
ALARP is the acronym for As Low As Reasonably Practicable which simplified means,
reducing the risk to a level at which the cost and effort (time and trouble) of further risk
reduction are grossly disproportionate to the risk reduction achieved. Full Compliance
to PDO Standards and Procedures is a key element in achieving ALARP.
For more details refer to ALARP Definition
2
Whilst the extent and type of facility / project may vary, e.g. Greenfield or brownfield, the
objectives remain the same.
3
De-commissioning activities should be undertaken without impact or disruption to adjacent
facilities and operations. De-commissioned equipment and systems must be left in a known,
verified and documented condition.
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4
For more information on OR&A follow the link -
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/oranda_homepage.html
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Mechanical Completion
Mechanical completion is a milestone achieved when all specified work is complete
and subsequent acceptance inspection and physical testing is satisfactorily performed
and documented.
Typically, inspection and testing activities performed to achieve mechanical completion
will be carried out on a single discipline basis, by construction workpacks, building to
systems / subsystems. Such activities will not require equipment or systems to be
energised, but may include bench calibration of instruments, electrical insulation tests,
electrical continuity tests, hydrotesting of pipes and integrity testing of valves.
Mechanical completion will be documented on checksheets which will be generated
and managed by the Project Certifications and Commissioning Management Systems 5
to ensure that asset integrity can be verified and demonstrated. On achievement of
mechanical completion, responsibility for the facility will transfer from those responsible
for construction to those responsible for pre-commissioning and commissioning.
Pre-Commissioning
Pre-commissioning6 activities undertaken after mechanical completion, but prior to
commissioning, are to prove and validate the functioning of equipment. Such activities
could involve the introduction of fluids into systems, but not hydrocarbons.
Typically, pre-commissioning activities will verify that documentation to support
mechanical completion is in place, and not repeat work carried out to achieve
mechanical completion. Such activities are carried out on a single discipline basis, by
system / subsystem, and require equipment or systems to be energised, but do not
require the introduction of process fluids. Activities include instrument loop checks,
panel function tests, energising electrical equipment and running motors without loads.
They are documented on checksheets, which will also be generated and managed by
the Project Certifications and Commissioning Management System (CCMS) to ensure
that asset integrity can be verified and demonstrated.
At the start of pre-commissioning the Completions Management System (CMS) needs
to be ready, operational and maintained up to date and the commissioning Permit to
Work (PTW) System 7 activated.
Normal dump flushing is typically a construction activity but specialist flushing and
cleaning, e.g. chemical and hydraulic cleaning, drying, oxygen freeing etc, falls within
the integrated Commissioning Teams responsibility.
Commissioning
These activities are those undertaken after pre-commissioning to dynamically verify
functionality of equipment and to ensure that systems, or facilities forming part of a
system, are in accordance with specified requirements to bring that system into
operation.
Typically, commissioning activities undertaken after pre-commissioning will be carried
out on a system basis by a multidiscipline team of engineers and operations staff under
simulated conditions. Commissioning responsibility may necessitate nitrogen and
helium testing, which shall normally be executed by specialist contractors and
supported by the commissioning personnel.
The Commissioning Startup (CSU) Team will start up and operate the non-hydrocarbon
systems during commissioning activities until these systems are fully proven and
6
Utility and life support systems could be pre-commissioned and commissioned prior to the pre
Startup audit.
7
For Brownfield projects that are being carried out concurrent with operational systems the
Operations PTW system will be used.
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It may be preferable for the project to carry out a Pre-Start Safety Review (PSSR) prior
to the PSUA to provide the project with the assurance that all preparations for
readiness for start up are in place and are being managed effectively. This is to ensure
all necessary pre-conditions for Facility start-up are in place. The PSSR shall aim to
identify actions that need to be completed prior to the formal request for a PSUA.
interfaces and dependencies and competency and training requirements. The VCR
provides both the delivering party and the receiving party with a clear list of items
completed or in place in readiness for initial start-up and operation. It is designed to
address the dependencies and interfaces of the equipment and processes.
NOTE: VCR sheets can be used in support of, but do not replace, the Statement of
Fitness.
If an item within a VCR cannot be signed off as complete, a formal qualification shall
be raised between the delivering and receiving parties. A qualification is NOT a Punch
List item; it carries much more weight and responsibility and requires acceptance and
sign off at the highest level in the project(s) and Operations organisation. A qualification
will require assessment of the item, a mitigation plan and timing for the satisfactory
completion and close out of the item and will include the details of the party(s)
responsible for ensuring the close-out takes place within the required time frame.
When the VCR is complete, and any necessary qualifications agreed and signed, the
responsible Operations Team(s) can commence the introduction of hydrocarbons and
commence the initial start-up and ramp-up.
Statement of Fitness
Before hydrocarbons can be introduced into the Facility, a Statement of Fitness is
required to be assured by the discipline authorities and signed by the Project Manager
and Asset Manager. This is generally on initial start-up or prior to commencement of
live commissioning.
The objective of the Statement of Fitness is to uniformly and consistently ensure that
key Asset Integrity Process Safety activities and deliverables have been completed
and verified by competent persons ensuring that hydrocarbons can be safely
introduced and effectively managed with an acceptable level of risk (ALARP). The
Statement of Fitness is the final sign off by the Project and Asset managers prior to
feed hydrocarbons being introduced.
The key elements identified for the Statement of Fitness are as follows.
A Hazard and Effect Management Process (HEMP) is followed and
documented to ensure selected concept/design carries residual risk that is As
Low As Reasonably Practicable (ALARP) and tolerable.
The Asset Register, Safety Critical Equipment (SCEs), Performance Standards
(PSs) acceptance criteria and Maintenance Routines are identified and loaded
into the maintenance management system (SAP) before start-up.
All Process Safety Management (PSM) design and engineering standards are
met (DEM2 PSBRs and PS aspects of DEM1 as a minimum).
The development and implementation of the design and operational HSE
Cases is complete.
Provision of clear operating integrity envelopes and operating procedures.
Initial Start-Up
After signing of the Statement of Fitness, verification of close out of all PSUA action
items and confirmation of RFSU status, the new asset is ready for the initial
introduction of hydrocarbons and the phased ramp-up to full production. This is one of
the most critical phases of a project, where the potential to harm people and damage
equipment is very high. As such, it needs to be very carefully planned and managed,
utilising a dedicated start-up manual.
During the initial start-up and ramp-up period, the plant is still subject to commissioning
and performance validation, including the requirement to prove shutdown systems
under flowing conditions. These shutdown tests and their implementation programme
should be recognised within the first start-up and ramp-up timeline and be used to
estimate planned flaring requirements. It is prudent at this time to include an allowance
for spurious or unplanned shutdowns (along with the impact on flaring) and to develop
what if scenarios and their impact, if problems are encountered.
The responsibility for the introduction of hydrocarbons into the facility lies with the
future asset owner. This will be undertaken in accordance with commissioning and
start-up procedures, overseen by commissioning staff, until all process, safety and
functional checks have been completed and the facility has been fully tested for
conformance with design.
During initial operation, certain equipment may be sensitive to fluctuating conditions,
e.g. temperature swings on printed circuit heat exchangers affecting the service life of
the installation. As such, initial start-up procedures shall incorporate steps and activities
to ensure that the procedure can be safely aborted in the event of external intervention,
unexpected results or malfunction.
From commencement of start-up through to final handover, the project (contractor) will
retain responsibility for integrity and performance of the facility and will supply all
relevant procedures, materials and consumables, and supporting manpower, including
technical support to allow safe operation and performance verification of the facility to
demonstrate and achieve First On-spec Export. When export quality is met, export of
hydrocarbons can start.
Before commencing Start-Up, all mandatory pre- Start-Up audit findings must be
closed.
The following phases are normally recognised in a start-up plan:
Condition the plant for Start-Up (e.g. line walking, valve line-ups, emergency
response exercise, etc).
Complete dynamic commissioning of process systems with hydrocarbons.
Assurance
System Handover and Acceptance assurance mainly consist of the following:
Quality Assurance Plan (part of Project Quality plan)
Definition of LIs and KPIs (Intermediate step targets and end targets)
Audit plan (Health-checks)
The procedure for System Handover and Acceptance assurance should be part of the
total Project Quality procedure. Meeting the agreed quality is one of the main success
factors on any project. All Contractor(s) (PMC, EPC and others) need to integrate
System Handover assurance into the total Quality Assurance plans.
Leading Indicators (LIs) are intermediate measurement targets during the life-cycle of a
Project. Key Performance Indicators (KPIs) are the end targets to be met at Start-up of
the plant.
Leading Indicators for System Handover and Acceptance work process are, for
example:
Systemisation fully implemented
Definition of key milestones clear
System Handover procedure agreed and issued
Dry run for System Handover successful
Audit schedule (health checks) issued
Handover of first System on target.
Key Performance Indicators for System Handover and Acceptance work process are,
for example:
Zero days delay in Commissioning activities for Systems handed over (Ready
for Commissioning)
Zero days delay in Start-up (due to ineffective System Handover)
No overload of resources during Commissioning activities
100% complete data and documentation available at System Handover (or
Unit Start-up)
100% complete spare parts and tools available at System handover (or Unit
Start-up).
An Audit plan, defining various health checks during the lifecycle of a project, is part of
the System Handover and Acceptance Quality plan. Health checks will be organised at
regular intervals to check if System Handover pre-conditions are in place and System
Handover preparations are on track. A report will be prepared with the findings,
recommendations, corrective actions and general action points.
Transfer of Ownership
Upon completion of a satisfactory Facility Acceptance Test, the ownership of the Asset
can be transferred to the Asset owner, which closes the project Execution phase. It is
important to develop and agree what the relevant Facility Acceptance Criteria is
between the delivery group and the receiving party in the early development of the
project delivery plan. This will ensure that they both fully understand who has the
responsibility for provision of support and resources during the final test phase and
what the acceptance criteria shall be. Transfer of Ownership of a Facility from the
Project Director/Manager to the Asset Holder (Operations Director/Operations
Manager) shall take place in its entirety after suitable and satisfactory performance
testing of the Facility, and through formal agreement via a Final Acceptance Certificate
(FAC).
From the time of formal handover of Ownership, the Asset Holder becomes owner of
the Facilities, systems, and sub-systems and the Project Director/Manager resigns from
all responsibility for operating and maintaining the Asset. The following pre-conditions
apply regarding Ownership handover and acceptance:
The Facilities shall be demonstrably safe, efficient and continuous, and shall
meet performance acceptance criteria, including availability.
Asset Holder shall be ready to receive the Facility (all support services and
organisations are in place).
All contracts closed or transferred.
All associated data and documentation handed over and in a pre-agreed
format.
Certain activities may be outstanding at transfer of Ownership and any outstanding
work shall be captured in a Punch List agreed between the Project Manager and the
Asset Holder along with budget provision for completion of such works and
confirmation that these activities can be completed without undue risk.
NOTE: The transfer of the Asset process is more formally agreed within the Project to
Asset Transfer documents that are part of the key project guidance documents. Further
information on the P2A transfer process, including the associated ground rules with
delivery and receiving parties, are documented in the P2A Transfer Guide, which is
maintained in the CSU toolbox, available from the Operations Readiness web site.
3.1 Introduction
The commissioning and Startup model should provide a systematic approach to
commissioning, which identifies key success and influencing factors.
It should incorporate proven best practice, including implementation guidelines, which
if followed will deliver and flawless Startup and sustained operation; delivering the
project safely, on time and in accordance with strategic objectives. Reference should
be made to Figures 3.1 and 3.2 for a graphical summary.
3.3 Verification
Each stage of pre-commissioning and commissioning may involve the introduction of
high pressures, high temperatures, electrical energy, hydraulic energy, hazardous and
corrosive process fluids etc for the first time. As a consequence, it is essential that the
quality, integrity and functionality of systems are verified at each stage as
commissioning progresses from mechanical completion through to Startup and
operation. To achieve this, the necessary controls, procedures and discipline shall be in
place to formally record and hand over between those responsible for each stage of the
work, e.g.:
From those responsible for construction (mechanical completion) to those
responsible for pre-commissioning;
From those responsible for pre-commissioning / commissioning up to RFSU;
From those responsible for RFSU to those responsible for the introduction of
hydrocarbons and operations thereafter.
All mechanical (construction) completion, pre-commissioning, commissioning and
Startup activities must be auditable with records of the activities undertaken, their
results and performance. These should only be formally accepted when in compliance
with acceptance criteria and performance standards previously defined in checksheets
or procedures.
8
This may not be the same for Small Projects which may not have complex teams for
commissioning and startup. The introduction of hydrocarbons will still be under the control of
operations, but the involvement of staff commissioning engineers may be greater.
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CSU Interfaces
There are many interfaces both within and outside the project which are critical to CSU
success. For instance, interfaces with the engineering discipline teams, the contractor
design engineers, the future operators and technicians, across different hardware
groupings within the project etc. It is essential to detail CSU interfaces in terms of roles
and responsibilities in RACI charts as well as mutual deliverables and associated risks
and opportunities. During Execute, the interfaces will need to be worked via workshops
and regular progress meetings to ensure schedule and quality compliance.
Activity Listing
After the system definition has been completed (and hence the Assets are broken up
into smaller parts) the process of defining activities for each system can be started. It is
recommended to start the activity definition after Systemisation has been finished and
prior to determining the relationships between the activities of different systems.
The activity list defines activity description, relationships, consumables required,
duration, man hours, resources and special (temporary) equipment requirements.
CSU Logic
All the information contained in the activity lists can be visualised into a Work Execution Flow
Scheme (WEFS) which is shown below.
The WEFS shows the logical sequence of activities to be performed in all identified systems
and, therefore, the total scope of CSU work. It includes all horizontal and vertical logic links
between activities for each System and reflects interfaces with supporting and temporary
systems.
The layout is such that on the left hand side of the drawing all the systems are listed vertically,
starting with basic utility systems first, then the rest of the utility systems, then auxiliaries and
finally the process systems.
Legend
DG Decision Gate
HO Hand Over
MC Mechanical Completion
PC Pre-commissioning
RFC Ready for Commissioning
RFO Ready for Operations
RFSU Ready for Start-Up
HOC Handover of Custodianship
FHC Final Handover Certificate
Figure 3.2 Project Completion Flowchart Construction through Commissioning into Operations
Select Phase
1. Provide input to the concept selection process by developing CSU philosophies
and selection criteria for each concept option.
For each concept in turn interrogate the Lessons Learnt and PWR
databases with respect to establishing specific data for each concept.
Compile a register of key issues (e.g. CSU duration, cost, regional
constraints, HSF impact, etc) for each concept.
Prepare CSU philosophies for each concept on the key issues.
Identify the impact of the CSU philosophies on the concept selection
criteria.
2. Identify and appoint a resource with the required CSU competency to lead the
CSU delivery process.
Establish job description and competency profile for the position.
Establish timing and budget for concept definition and FEED phase.
Initiate recruitment process and appoint competent CSU Lead.
3. For selected concept, define the high-level CSU strategy and incorporate in the
preliminary Project Execution Plan (PEP).
Refine CSU philosophy for selected concept.
Validate key CSU criteria (e.g. costs, schedule, resources, startup logic,
etc) by peer review/ benchmarking.
Determine CSU objectives and align with / influence project delivery
milestones.
Develop the strategy to achieve CSU objectives.
Integrate the CSU philosophy and high-level CSU strategy into the Project
Execution Plan.
Align the CSU philosophy with the operations philosophy and key
acceptance criteria.
Integrate the CSU philosophy and strategy across the different hardware
delivery groups (e.g. pipelines, upstream, downstream, etc) within the
project.
4. Develop itemised cost estimates for all CSU activities associated with the
selected concept, integrated commissioning logic and plans, in support of the
overall project cost estimate and master schedule.
For each major hardware delivery area identify:
- High level CSU logic, durations and schedule.
- CSU execution resources and support requirement for each activity.
- Costs (line items) associated with each CSU execution activity.
- Resources, schedule and cost for preparing CSU deliverables.
- Resources, schedule and cost for supporting engineering, Factory
Acceptance Trials (FAT's) and temporaries.
- Roll up to consolidate estimates and phasing for both project and
contractor CSU activities.
Integrate major hardware delivery schedules into one integrated schedule
to support and validate the project delivery assumptions and master
schedule.
Benchmark costs and schedule against most recent similar projects.
Define Phase
1. Develop project-specific CSU requirements for the Basis for Design (BfD), and
define the activities/ deliverables for the Front End Engineering Design (FEED)
contractor and incorporate these in the Invitation to Tender (ITT) for FEED.
Based on the high-level CSU strategy, determine the project specific CSU
requirements for inclusion in the BfD.
Identify the activities to be carried out by the FEED contractor (e.g.
validation of the CSU philosophy and strategy, inputs to major equipment
specifications including FAT's, etc).
Define the CSU deliverables to be provided by the FEED contractor during
the FEED (e.g. system based commissioning and startup schedule, high-
level logic, costs, interfaces, risks, etc).
Ensure the CSU activities and deliverables for the FEED contractor are
clearly defined within the FEED ITT.
Review the final BfD and FEED ITT documents prior to issue to ensure the
CSU requirements / deliverables are fully and clearly defined.
2. To ensure that the CSU requirements are fully and clearly addressed within the
FEED deliverables (project and FEED contractor) and are suitable for the Final
Investment Decision (FID) and EXECUTE phase.
Evaluate CSU content within tender submissions in support of FEED
contractor selection.
Guide and assist the FEED contractor(s) to implement the CSU
requirements within the FEED deliverables.
Ensure CSU requirements are included in FEED deliverables (Project
Specifications).
Provide CSU requirements to the project control estimates, schedules,
resources, performance criteria, contracting and implementation strategies,
etc.
3. Finalise the CSU strategy and develop the detailed requirements to facilitate
implementation of the strategy.
Define detailed CSU implementation requirements, including KPI's,
systems definition, and minimum conditions for Startup, Testing and
Handover, etc.
Identify integrated CSU organisation and resources including the
agreement to deploy operations personnel within the CSU teams.
Develop roles, responsibilities and mobilisation schedule, (relevant to
project locations).
Initiate pre-mobilisation of CSU team/ resources in accordance with the
mobilisation schedule.
Delineate between project, contractor and operations roles and
accountabilities, including project/ contractor to asset transfer.
Identify all CSU deliverables and prepare delivery schedule.
Validate budget control estimates for CSU costs.
Develop timeline and identify key CSU milestones
Confirm alignment and integration of key activities across all hardware
delivery groups.
Finalise the CSU strategy document to incorporate the detailed
implementation requirements and align with the project contracting
strategy.
4. Specify within the EXECUTE phase ITT the controls, procedures and
management structures necessary to ensure compliance with CSU
requirements.
Based on the CSU strategy and detailed requirements, determine the CSU
requirements for inclusion in the project execution ITT.
Identify and clearly define the activities to be carried out by the EXECUTE
contractor(s) (e.g. FAT's, mechanical completion, pre-commissioning,
commissioning, etc).
Define the CSU deliverables to be provided by each EXECUTE contractor
(e.g. completions management system, pre-commissioning and
commissioning procedures, first-start procedures, construction/ CSU
integrated schedule, team and resources, etc).
Prior to issue, review the final EXECUTE ITT documents for each
hardware delivery group to ensure the final CSU requirements/
deliverables are fully and clearly defined.
5. Verify that the final CSU requirements are fully defined for the project
EXECUTE phase, and that cost estimates and plans are refined to reflect this.
Evaluate CSU content within tender submissions in support of EXECUTE
contractor(s) selection.
Verify CSU requirements are included in EXECUTE deliverables of the
selected contractor(s).
Finalise the CSU plans, milestones and budgets based upon the EXECUTE
contractor(s) tender submission.
Validate CSU Startup and delivery plans (e.g. Startup volumes, costs,
schedule, etc) are in accordance with FID promise.
Execute Phase
1. Mobilise the CSU execution team in accordance with the mobilisation plan to
facilitate implementation of CSU requirements.
Deploy key personnel (project and contractor), as identified on the
mobilisation plan.
Ensure personnel are fully aware of their roles and responsibilities, tasks
and targets.
Ensure appropriate work terms and conditions are in place (e.g. location,
work cycle, transition arrangements, etc).
Ensure all personnel are fully familiar with the CSU strategy, plans and
work completed to date.
Ensure that the training needs (e.g. completion system, permit to work,
HSE, etc) of the CSU team are identified.
Initiate the vendor mobilisation plan.
2. Provide CSU support during detailed design and procurement.
Provide CSU requirement to detailed design, procurement and contracting,
FAT, commissioning spares, vendor documentation, first fill, etc.
Develop the systems and sub-systems breakdown structure with
appropriate input to P&ID's (e.g. isolations, temporary systems, etc).
Initiate the punch list process for vendor skids.
Identify and engineer temporary systems.
Align the Engineering and Commissioning databases.
Finalise project specific equipment check sheets.
3. Develop a detailed CSU execution plan and related CSU deliverables for each
hardware delivery group to support their execution of the CSU requirements
during the Execute and Startup phase.
Develop detailed CSU execution plans Level 4 (including resources) for
each hardware delivery group.
Align CSU plans with construction plans to create an integrated Mechanical
Completion/ CSU plan (Completions Milestones).
Develop a CSU deliverables plan for each hardware delivery group in
support of the execution plans.
Identify all hold/ witness points, including certifying/ verification authorities,
and include on plan.
Develop procedures and work instructions for control, administration and
management of CSU activities.
Develop technical procedures for commissioning and set up system / sub-
system dossiers.
Develop initial Startup procedures, inclusive of coarse Startup on paper
exercises.
Operate Phase
1. Conduct an exercise to capture Lessons Learnt and PWR's during the CSU
delivery process.
Review CSU issues and concerns captured during the project.
Finalise the Flaws and Lessons Learnt/ PWR worksheets for upload into
the Lessons Learnt and PWR databases (if applicable).
Present key findings to management.
Submit final Flaws and Lessons Learnt/ PWR database (if applicable) to
process owner.
3.7 Implementation
9
Also refer to Section 8.3 Management, Administration and Control Procedures and Section 9
Commissioning Tools.
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Introduction
Testing prior to and during the commissioning and start-up phases comprises FATs,
Systems Integration Tests (SITs) and Site Acceptance Tests (SATs).
The prime objective of the FAT is to ensure that any design and manufacturing errors
are identified and remedied under controlled conditions at the place of manufacture.
The SITs and SATs provide further field checks and ensures that the integrated
process, control and safety protective systems function correctly before hydrocarbons
are introduced into a new or modified facility. These three phases of testing should be
planned to ensure that there is the minimum duplication of testing but that control and
integrity prior to startup are assured.
climatic extremes, e.g. Distributed Control System (DCS) equipment, justify special
consideration during all stages of transport.
Skid(s)/Module/Systems Reference
A catalogue of all offsite testing proposals should be submitted with the contractors
technical bid.
Systems Handovers
Figure 3.2 highlights that point at which transfer / handover of responsibility for the next
operation occurs through:
Mechanical completion;
Pre-commissioning;
Commissioning;
Commissioning up to ready for start-up;
Handover of custodianship;
Final acceptance.
The Project Contracting Strategy will dictate responsibility for all activities up to RFSU,
the handover steps must be followed for the reasons explained earlier even if the same
parties are responsible.
Each handover and acceptance must be supported with the relevant documentation as
required by the CCMS and be agreed by both parties. Figure 3.7 Handover Steps
illustrates handover points, scope, prerequisites, documentation and
handover/acceptance parties.
Mechanical Completion By System / Subsystem Discipline Joint Punch Construction Handover Cert. Construction Responsible
(WBS) Construction / Pre-Commissioning As-Built's Person
Pre-Commissioning Responsible
Person
By Discipline System Acceptance Cert. /
Verification of Completion
Checksheets
Pre-Commissioning Completion By System / Subsystem Discipline Punch Review Discipline Checksheet Report Pre-Commissioning Responsible
(RFC) (WBS) System Checksheet Report Person
Commissioning Responsible
Person
By Discipline
Commissioning Complete (in By System / Subsystem or Commissioning / Operations Joint Commissioning Dossier / Commissioning Responsible
support of milestone phase or Milestone (WBS) Punch List System Handover Cert. / As- Person
RFSU) Builts / Verification of Operations Responsible Person
Completion Checklist Completed
Ready for Startup (Interim for By System / Subsystem or Area Handovers / Pre-Startup Audit / Verification of Readiness for Commissioning Responsible
Operational Purposes) Milestone (WBS) Punch List Review / Startup Startup Checklist Person
Procedures / Performance Test Asset Operator
Procedures / Operations Readiness
Deliverables / Emergency Response
Preparedness
Handover of Custodianship By Asset / Full Facility Pre-Startup Audit carried out Project to
A Class Outstanding Punchlists Asset Manager
cleared
Final Handover / Acceptance Full Facility Achieve Nameplate Performance / Final Acceptance Certificate / Project to
Commence Normal Operation / Performance Reliability and Asset Manager
Guarantee Period Starts / Transfer of Capacity verification /
Outstanding Actions and Scopes Outstanding Scope Definition
and Budget
Handover Documentation
Certification and Commissioning Management Systems are used to ensure that the
strict requirements and safety regulations in accordance with International Oil & Gas
installation practices are met.
CCMS shall be used to control and monitor the mechanical completion, pre-
commissioning, commissioning and hand-over of the project against the components
introduced (or modified) in the design phase by the design consultant. It will improve
and maintain the quality, consistency and completeness of construction, pre-
commissioning and commissioning. It will also facilitate consistent progress monitoring
and reporting from construction to commissioning, and provide a tool for the
communication and management of engineering queries and punch-list items.
During detailed design the project is broken down into independent commissionable
systems and sub-systems. The identified systems and sub-systems are populated with
mechanical, electrical and instrument components / items as identified from the
Process Engineering Flow Schematic (PEFS) and other pertinent drawings and
documentation. Each component/item is assigned the required mechanical completion
and commission check sheets prior to Approved for Construction (AFC). These check
sheets shall be issued to the construction contractor as an integral part of the AFC
package. Each component / item identified shall be installed and commissioned as per
the relevant PDO/project standards and specifications and verified against the
applicable certification and commissioning system check sheets.
Throughout the construction, pre-commissioning and commissioning phases, the
check-sheets shall be maintained and completed at site by the construction contractor
and / or commissioning engineer, as applicable, and their status shall be entered
regularly (at most weekly) into the certification and commissioning system by the
appointed coordinator to enable actual progress to be monitored.
The hierarchical nature ensures that all low-level components / items will be completed
before a high level structure such as a sub-system, system, package or area is
complete. The completion status gradually moves upward in the hierarchy, as the
project moves forward, until reaching the top-component which marks the whole project
complete.
All documentation such as punch lists, Field Trouble Reports (FTRs), queries, notes
etc., will be entered / cleared through certification and commissioning system to enable
an audit trail to be maintained.
The certification and commissioning system will facilitate systematic registration and
tracking of all details of the project and will be used to monitor and verify the project
completion status as reported by the construction contractor.
Construction, commissioning and final handover certificates will be generated through
CCMS and will be available from the CCMS coordinator / construction supervisor /
commissioning engineer on completion / acceptance of all A punch list items and the
required check sheets.
For mechanical completion and pre-commissioning, handover documentation will
comprise a series of certificates, generated by the CCMS.
Handover Timing
As systems are pre-commissioned and commissioned leading up to RFSU, it is to be
encouraged that initial acceptance is carried out in a sequential fashion as systems
become available. If not, the combined activity of accepting all systems at RFSU will
delay start-up. After a system handover (commissioned) is completed, it is necessary
for the asset owner to accept custody for the operation of the system within its design
envelope and administer the Health, Safety and Environment Management System
(HSE-MS) procedures.
A sequenced handover process will lead to SIMOPS with the introduction of
hydrocarbons while construction work is still ongoing in adjacent areas. Consequently
this will require careful management and segregation of operational and non-
operational areas / systems, e.g. spade blind/ isolation management procedures.
At this point it will be confirmed by the project / contractor and asset owner that:
All systems, facilities, processes, skills and procedures required to control,
safeguard and support the introduction of hydrocarbons / well fluids for live
process systems testing, and subsequent production operations, are available,
proven and commissioned (function checked and / or dynamically tested), and
The change of status of the site has been planned and that the controls are
adequate to manage the ongoing activities.
Refer to Appendix 1 for example checklists of requirements for introduction of first
hydrocarbons.
PLANT LINE-UP
The asset owner will, with the support of the contractor, validate and confirm that the
plant has been lined up in accordance with the line-up schedule in the commissioning
and startup procedure and that all prerequisites have been satisfied.
INITIAL START-UP
All operational activities will be under the control of the asset owner, supported by the
project / contractor as outlined in Section 4.3.
STARTUP, RAMP-UP, ENDURANCE, RELIABILITY AND INITIAL OPERATION
For a complex project where there may be several hardware delivery groups or sub-
projects, an integrated startup and ramp-up model should be developed, taking into
account all interfaces / interdependencies (e.g. feedstock management, flaring
minimisation etc). What if startup scenarios should be tested upfront? This model
should be easy to use, interactive and dynamic and, in some situations, may be used
for training and process simulation / tuning purposes.
During the startup, the model should be used to assess different startup conditions with
actual plant responses and to predict the anticipated plant performance.
The project / contractor will support the above steps with specific procedures, technical
back-up, materials, spares and labour through to provisional acceptance of the facility,
i.e. after all operational parameters have been satisfied and demonstrated to be in
compliance with the facility performance specifications during an initial (agreed)
operations period of the full integrated facility.
During the initial startup and ramp-up steps, the procedures will incorporate sufficient
shutdown and safeguarding actions to verify the operability of these systems under
dynamic flowing conditions, e.g. tripping of individual wells, unit shutdowns, surface
facility shutdown, including shutdown to a hot standby and / or to depressurised
condition, total process shutdown etc.
The conditions under which these tests will be run, information to be recorded,
performance interpretation and acceptance criteria will be agreed in advance, as part
of the project/contractors procedure development process. This should incorporate
regulatory checks as necessary.
During the initial startup and ramp-up period, the plant is still subject to commissioning
and performance validation, including the requirement to prove shutdown systems
under flowing conditions. These shutdown tests and their implementation programme
should be recognised within the first startup and ramp-up timeline and be used to
estimate planned flaring requirements. It is prudent at this time to include an allowance
for spurious or unplanned shutdowns (along with the impact on flaring) and to develop
what if scenarios and their impact, if problems are encountered.
During the initial startup period and for the first year of operation 10, Key Performance
Indicators (KPIs) will be measured against the Final Investment Decision (FID) promise
to evaluate the effectiveness of startup and operation. Refer to Table 3.8 Post Startup
KPIs.
Lessons learned from the findings shall be captured in the Flaws and Lessons Learnt
Database.
1 1st Year Production Volumes (boe) since 1st Include Startup and ramp-up
Hydrocarbons introduced volumes regardless if Steady State
has been reached in 1st year or not.
2 Integrated Production System effectiveness Expressed in terms of Operability
from wellbore to sales / export point Index (from Independent Project
Analysis)
3 Schedule Dates for::
PSUA
RFSU
1st Hydrocarbon
1st Injection into hydrocarbon
formation
1st Sales/Export
Steady State Flow
Steady State Operations
Final Acceptance Audit/Review
4 Startup Period Duration between RFSU and
Steady State
5 Startup Efficiency (%), i.e. Planned vs. Theoretical Volumes
Assuming 100% Flawless +
immediate Ramp-up (from Produce
the Limit) during Startup Period
6 Start-up Performance (%), i.e. Actual vs. Planned
Volumes during Startup
Period
7 Startup Value (boe / US$) i.e. 1st Year Production
Volumes vs. Total Capital
Spent (CAPEX)
9 HSE
10
To be agreed in Contract
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4 Organisation
4.1 Resources
Project
The CSU team shall be engaged within the project team to provide expert advice
during project framing, concept selection, strategy definition and development of
scopes of work and contractual documentation, and to oversee the contractor in
fulfilment of his duties under the contract. The number, skills required and roles and
responsibilities of personnel will vary dependent upon the project phase, but normally
personnel will be required for the following:
Facility concept selection and FEED including the development of execution
strategies;
Definition of scope of work, contract bidding and contractor selection for
execution phases, i.e. for detailed engineering, equipment supply, construction
and commissioning;
Commissioning preparation phase activities;
Implementation phase, up to RFSU;
Start-up, initial operation and ramp-up to verify performance and reliability up
to Operations full acceptance.
Project commissioning resources must be sufficient and in position in time to:
Fulfil the project inputs in support of the above;
Provide surveillance, witnessing and acceptance of activities that verify
contractor and equipment / systems performance.
Where the project is accountable for execution of pre-commissioning and / or
commissioning, CSU team mobilisation will need to be planned during the Define
phase and built up from the start of Detailed Design.
Contractor
In execution of their contract duties the contractor will be required to develop a pre-
commissioning and commissioning strategy that incorporates its pre-commissioning
and commissioning organisation. Depending on their role, the core team of this
organisation could / should include the following:
Commissioning/Startup Manager;
Lead Commissioning Engineers;
Non-hydrocarbon Systems Startup Co-ordinator;
Discipline Commissioning Engineers;
Senior Discipline Commissioning Technicians;
Discipline Commissioning Technicians;
Commissioning Planner;
Vendor Co-ordinator;
HSE / Permit to Work Manager / Administrators;
Completions / Certification Engineer;
Document Controller.
The contractors commissioning team should be drawn from designers, experienced
operators and vendors as well as seasoned and experienced commissioning
supervisors, commissioning discipline engineers and technicians. The CVs of
contractor staff should be submitted to the project and their capabilities verified. Where
the contractor has limited operational experience, consideration should be given to
having a project commissioning representative on the contractor Commissioning Team.
The project / contractors organisation must be resourced and staffed in sufficient time
to develop all inputs, deliverables, plans and procedures necessary for the safe
execution of pre-commissioning, dynamic commissioning and hydrocarbon start-up in
accordance with the OR&A phase requirements.
The project / contractors CSU organisation must be capable of:
Completion(s) and handover management;
Process integrity testing;
Integrated (Process Control Systems / Emergency Shut Down / Fire & Gas)
systems testing;
Verification testing;
System dynamic testing and commissioning;
Safety management during commissioning including PTW administration.
Project
Manager
Technical / Integrated
HES Contract
Engineering Commissioning
Support Support
Support Team Manager
Logistic / Vendor
Call Off etc,
Discipline Commissioning Technicians
Operations Technicians
Operations Operations
Operations
Superintendent Superintendent Training
Superintendent
Startup Coord. Startup Coord.
Throughout the FEED and detailed design, reviews will be conducted of key design
documents, technical procedures, commissioning and operational documents. The
reviews will also address information developed as part of the contractor deliverables,
e.g. FAT procedures, commissioning spares recommendations, commissioning and
start-up procedures etc.
During implementation, the project CSU Team shall witness, agree, note and sign that
all performances, records and handovers are conducted to meet the project
specifications or, depending on contractual strategies, take full accountability for
execution as an integrated or stand-alone team, as detailed in 4.3.2.
Contractors Responsibility
In Engineering, Procurement Construction (EPC) contracting environment, the
contractors responsibility shall be to prepare, plan, control and manage / execute all
activities necessary to bring the facilities to RFSU, i.e. ready for the introduction of
hydrocarbons. This shall include commissioning of all utilities, process utilities, control
and safeguarding systems necessary to support the introduction of hydrocarbons.
The contractor shall develop adequate plans, procedures and processes to manage
and control construction, mechanical completion, pre-commissioning and
commissioning, with verification processes to confirm that all necessary preceding
activities have been completed and that it is safe to proceed to the next activity.
Verification shall be subject to witnessing and review by the project. Commissioning
and start-up planning shall be part of the integrated project plan as per OPMG Chapter
4 (Work Planning and Scheduling). Work Breakdown Structures (WBS) will be used to
organise and define the overall scope of the project. The EPC commissioning team,
along with project engineers and supply chain management, need input into the project
plan to ensure that the WBS will meet their needs for planning, monitoring and
controlling.
Emphasis should be made to develop a WBS that allows for logical activity
sequencing, identifying and documenting dependencies amongst scheduled activities
and creating a precedence network.
During detailed design the contractors commissioning personnel shall develop an
understanding of the facility to be commissioned, provide input to the detail design to
ensure commissioning requirements are addressed and develop the technical
procedures necessary to commission and start up the facility, along with the tools to
support the activity.
The contractor shall ensure that all mechanical completion, pre-commissioning,
commissioning and verification documentation will contain all information necessary to
demonstrate full compliance with the BfD and form part of the handover documentation
suite to the asset owner.
On completion of the PSUA the facility the custodianship will be handed over to the
asset owner who will be responsible for the introduction of hydrocarbons in accordance
with first startup procedures developed by the contractor, and agreed with the project
and asset owner. These procedures will incorporate sufficient steps and safeguarding
actions to verify that it is safe to startup the plant, to increase throughput to nameplate
volumes and to hold at a steady state for an agreed, uninterrupted period. After
achieving steady state operations performance testing shall be carried out.
At all times during startup, the contractor shall retain responsibility for plant
performance and technical integrity. Only after demonstration of fully compliant
performance will the facility is accepted by the asset owner (ownership).
During the initial startup, functional and integrity tests, capacity test and reliability
proving periods, up to provisional acceptance of the plant, the project / contractor shall
support the asset owner with sufficient technical support, labour and materials to
evaluate performance, and to identify and rectify technical malfunction or breakdown.
Depending on the contract, the contractor may have little responsibilities post start-up,
e.g. warranty issues. It may be necessary for the future asset owner to take ownership /
leadership of follow-on activities with technical assistance taken from in-house
engineering contractor or the project engineering contractor under the direction of the
integrated startup team.
4.4 Training
The contractor shall normally be responsible for providing technical training to the
asset owner at all appropriate levels, in accordance with specific requirements of the
contract.
Commissioning (both the project and the contractor) shall facilitate the practical hands-
on exposure of the asset owners operators, which shall be an integral element of their
overall training plans. This training shall be agreed for each individual, be monitored
and assessed by the contractors representative responsible for such training and be
overseen by the projects Operational Training Manager / representative. Operations /
Maintenance Team members integrated into the CSU Team will fulfil a commissioning
role, as compared to those retained by the future asset owner witnessing and accepting
handover etc.
The project and contractor will be required to integrate asset owners staff into the
respective CSU Teams. This will give early exposure to the facility through involvement
in FAT and preparation and review of procedures and hands-on involvement in
commissioning tasks. These tasks should relate to systems for which the operator /
technician is to be responsible. The opportunity should also be taken to cycle staff
through the CSU Teams.
The integration of such resources into the contractor organisation must be without
detriment or reduction in the contractors obligations under the contract. The contractor
shall agree the number and timing / profile of operators that can be effectively
integrated into his CSU Team.
Competence assessment remains the responsibility of the training organisation and is
not a commissioning function.
5.1 Objective
The OPMG highlights that the thoroughness of the planning phase of Opportunity
Management has a significant impact on the subsequent progress and ultimate project
cost.
It has been repeatedly show that many of the problems identified in Value Assurance
Review (VAR) 5 can be traced back to indifferent and poorly managed planning in ORP
Phases 2 and 3. There is often a compelling requirement to fast-track projects, but in
this situation it is of utmost importance to dedicate sufficient time and resources to get
the design and execution elements right first time.
An overriding focus on schedule by those responsible only for the early processes
tends to promote a misconception that problems or incomplete work can be sorted out
at a later stage. This never happens. Even worse, the gaps rarely resurface until the
final commissioning phase when functionality checks reveal design or construction
deficiencies. Care must be taken when working the plan to avoid this trap.
To realise production from a project at the earliest possible dates, it will be beneficial to
define project phases and to set targets which focus the implementation,
commissioning and startup in a structured and logical sequence.
To meet the production demands of a phased project delivery or sequence, wells,
flowlines, manifolds, transport and export lines must be integrated into the appropriate
project phase and boundary interfaces managed.
To sustain production from one phase while completing and commissioning subsequent
phases, the project / contractor should be satisfied that there are adequate isolations
and boundaries to incrementally connect new facilities into the operating facility with a
minimum of downtime to its operation.
For complex multi-contractor projects a requirement should be to develop an integrated
commissioning and startup schedule on system level taking into account the phased
handover concept.
Specific attention should be given to the planning of interfaces (e.g. timing of interface
point availability for joint commissioning activities such as flushing, drying etc) and
systems integrated performance tests, followed by the planning of interfaces for
facilitating the complete / integrated startup.
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
COMPANY EXPERIENCE
Similar Size / type of Excellent track record Has managed similar Little experience of
Projects similar
10 9 8 7 6 5 4 3 2 1
Similar Location Long term experience of region Limited experience of Little or no
or similar similar experience
10 9 8 7 6 5 4 3 2 1
In Country Support Established base Will provide base Will do minimum
to satisfy
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
VENDOR MANAGEMENT
Involvement Commissioning involvement in Some involvement in No involvement in
FATs FATs FATs
10 9 8 7 6 5 4 3 2 1
Site Support Exceeds expectations / Satisfies requirement Inadequate site
minimum requirement support
10 9 8 7 6 5 4 3 2 1
Vendor Procedures / Exceeds expectations / Satisfies requirement Inadequate does
Documents minimum requirement not comply
10 9 8 7 6 5 4 3 2 1
Training Modules Training plan / deliverable Satisfies requirement Inadequate
submitted commitment
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 Main Contractor Assessment for Commissioning and Startup (Continued)
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
SAFETY IN COMMISSIONING
Overall Commitment Full and comprehensive Largely compliant Below required
submission commitment
10 9 8 7 6 5 4 3 2 1
Permit to Work Working system System meets minimum Inadequate system
requirement
10 9 8 7 6 5 4 3 2 1
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
Risk Assessment Good process applied to all Process and application No process or
methodology procedures adequate commitment
10 9 8 7 6 5 4 3 2 1
Safety management Good process, tried and tested Satisfies minimum Inadequate
System / Plan requirement
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
ENVIRONMENT IN COMMISSIONING
Overall Commitment Full and comprehensive Largely compliant Below required
submission commitment
10 9 8 7 6 5 4 3 2 1
Environmental Risk Good process, tried and tested Satisfies minimum No process or
Assessment requirement commitment
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 Main Contractor Assessment for Commissioning and Startup (Continued)
Design Authority
Normally the CSU team does not have any design authority to modify or change the
design to rectify a technical issue, but they are able to suggest acceptable solutions.
All such issues must be reported via the Project Change Control or FTR procedures
(PR-1247 and PR-1153 respectively) back to the Detailed Design contractor and to
the responsible design authority. Where a solution has also been developed, this
should be included for ratification by the design authority.
8 Commissioning Tools
8.4 Checksheets
Checksheets for mechanical completion and pre-commissioning are normally project
specific, related to project equipment, standards, functionality and integrity
specifications, and are discipline based. Input and guidance for the development of
project checksheets can be taken from engineering standards, equipment
specifications and codes of practice (local/national and international), good engineering
practice and Company standards. Normally generic and / or checksheets used on other
projects will serve as the starting point.
Checksheets proposed for use by the contractor should be subject to review by the
project to ensure that all critical steps have been included; ensuring the level of detail
is fit for purpose, and is appropriate to the equipment being specified for the project.
Input will be necessary from the engineering disciplines (contractor and project) and the
future asset owner who may wish to nominate Witness and Hold points. Where the
contractor does not have their own suite of checksheets, the project may issue these
generic sheets for the contractor to make them project specific. These must be
reviewed by the project.
A Construction Checksheets
A checksheets are single discipline construction checksheets by tag and discipline,
related to the equipment incorporated into the facility. In some cases, several discipline
checks may be relevant to the same tag.
NOTE: Mechanical completion and handover of a system / subsystem to pre-
commissioning can be on a discipline by discipline basis until all disciplines
relevant to that system have been handed over.
B Checksheets
B checksheets list, by tag, single discipline pre-commissioning checks to be carried
out and recorded on a discipline by discipline basis. Pre-commissioning represents the
first time that energy is applied to a component or tag, or is an activity considered
critical for normal operation, e.g. vessel inspection immediately prior to final closure.
When all the lists are complete, it generally means that the system is ready for
multidiscipline dynamic commissioning. Checksheets should be specific to the
equipment being incorporated into the facility and will normally record results and
values.
11
The future asset owner should be encouraged to conduct early walk-downs ahead of
formal punch listing exercises in order that any major issues are addressed in advance.
Any issue raised should be documented and reported.
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Punch list items are normally divided into two categories; Category A and Category B.
Items which would represent a safety hazard if not closed out are designated Category
A and the associated system or tag cannot be energised and brought into service until
the required action is completed. Non-safety critical items are designated Category B
and the system may be commissioned without detriment to performance with the action
still outstanding.
A system or subsystem cannot be accepted for pre-commissioning / commissioning
without mitigating steps being taken to effectively downgrade an A item to a Category
B.
Custody of the punch list and its administration, utilising the CMS database, shall lie
with the Certification Engineer. However, responsibility for item closure will lie with the
Construction Team / CSU Team as agreed during punch out.
Access to clear an item, post mechanical completion, must be given by the system /
subsystem custodian (Commissioning or Operations) and be planned to suit ongoing
activity.
Where custody of a system is transferred from one delivery group to another, e.g.
construction to commissioning, and where responsibility for certain ongoing activities
such as preservation is also transferred, these records must also be transferred and be
subject to punch listing along with any other items of information required including
vendor reports, as-builts etc.
The level and types of spares ordered should be agreed upon, recognising the logistics
and delivery lead times necessary to get equipment on site. Clear roles and
responsibilities should be defined to identify who will order commissioning and initial
spares to ensure that they are available on time. Vendors will be expected to specify
their recommended commissioning and initial spares electronically in Electronic Spares
Part Interchangeability Record (ESPIR)12 format. Commissioning spares should be
itemised and not referred to simply as a lot.
Relief valves and other equipment subject to certification shall be re-certified for
service no longer than 3 months prior to going into operation, or in accordance with
local statutory requirements, such that the time in service to next re-certification is
maximised. Depending on local capability, testing may be carried out either onsite by
specialists, trained future operatives or require the equipment to be removed offsite for
testing.
12
Refer to DEP 70.10.90.11 for more detail.
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Figure 8.1 Commissioning Technical Documentation Map for Execution and Handover
9.3 Recording
Once executed, a procedure should contain all results, performances and records to
demonstrate that the subsystem, system or facility performance is in compliance with
the BfD. Compliance with the BfD should be by reference to and comparison with
acceptance criteria.
The witnessing of checks, test and results must be recorded to verify that the project
CSU / asset owners personnel agree with and confirm the results.
Where offsite module integration and pre-commissioning is to take place, the activity
execution should be subject to the same level of detail, formats and contents. The
procedures produced for the offsite activity should also cover preparations for shipment
and intervening preservation requirements. It may be necessary to make provision for
monitoring conditions which, if breached during transportation, may compromise
integrity e.g. pressure monitoring of nitrogen blankets, monitoring for shock loading of
sensitive equipment.
The onsite procedures should commence from this point and deal with any travel well
testing to confirm that no degradation or damage has occurred during the
transportation period. Without justification, there should be no repeat of tests carried
out offsite.
Safety Campaigns
As a minimum, all commissioning and start-up activities shall be subject to the level of
safety campaigns detailed and approved in the Shell, project and contractor safety
management plans. Dependent upon the nature of the activity, and given the frequently
changing job site conditions, more stringent campaigns shall be introduced as required
and any security issues should be addressed. Typically, these campaigns include the
following elements in addition to the common project HSE elements.
Coverage in Contractor (steering committee) HSE meetings
CSU induction (mandatory for staff needing access to CSU areas)
Barricading of CSU areas with sign posting and access control (for large,
onshore projects)
Bulletin boards and poster campaigns
Tool box talk crib sheets
The safety campaigns to be adopted at offsite module and/or integration sites shall
comply with the requirements detailed above.
Communication
The commissioning period poses special demands on the need for effective
communication systems between members of the Commissioning Team. The normal
plant-wide system may be insufficient for this purpose and may need to be
supplemented, e.g. by two-way radio or extra telephone links. The necessary reliability
of such communications must be considered as part of the provision of adequate
hazard controls and recovery measures.
15 Lack of understanding of CSU Provide training to all staff. Use HSE meetings, bulletin boards
hazards/awareness of the frequently changing and Tool box talks to update affected workforce of changing
site conditions site conditions.
16 Use of sub-standard temporary equipment (e.g. Make sure that all temporary equipment is subject to
hoses, heaters, burners). engineering discipline review to confirm technical integrity and
that CSU personnel are trained in their use. Removal of
temporary equipment such as temporary cables and hydrotest
gaskets shall also be considered.
17 Use of hazardous chemicals. Use MSDS and HEMP to identify necessary controls.
OR
On a brownfield project where work is outside of existing facility perimeter and
no hydrocarbons are present but utility systems are supplied by PDO, then the
PTW system adopted will be that of PDO.
OR
On a brownfield project where work is inside the existing facility perimeter
then the PTW system adopted will be that of PDO.
Any activities to tie in existing hydrocarbon producing / processing facilities and for the
introduction of hydrocarbons and subsequent activities, including ongoing construction
and commissioning on nearby facilities, shall be administered by the operations
utilising the PDO PTW System.
Note: A Manual of Permitted Operations (MOPO) must be produced to bring
awareness to the management of any potentially conflicting activities.
The contractor may elect to adopt the PDO PTW System from the onset, subject to
training of contractor personnel in its operation, assessment of personnel to fulfil their
duties under the system and appointment of authorities.
12.1 Overview
Flawless Project Delivery 13 (FPD) is defined as a focused and systematic approach to
influence successful commissioning, start-up and first cycle operation. Its objective is
to achieve trouble-free startup and sustained operational performance for the total
project including first cycle operation. It is the adoption of processes and actions by
which risks to this objective will be identified, assessed and addressed during
engineering, procurement and site implementation, in a proactive manner. The
approach used implements proven best practices, applies contractors own and asset
owners lessons learnt, encourages co-operation in the application of flaw mitigation
and risk management, and utilises the resulting improvement of normal work
processes.
Commissioning is not in isolation responsible for FPD within a project, but will
contribute towards its implementation and be the main vehicle through which its
objectives will be realised.
The FPD tool has four key enabling elements, all of which require to be followed if the
full potential of the tool is to be realised. These four elements are:
Flaws and Lessons Learnt Database;
FPD Implementation Roadmap;
Q specification definitions;
Use of Key Performance Indicators (KPIs) in the FPD Initiative.
For further details refer to
http://sww.shell.com/ep/projects/operations_readiness_and_assuran
ce/ORAKLE/more_1-02_fpd.html
13
Refer to
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/ORAKLE/dm_1-
02_fpd.html for more detail
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Galley/Catering
Workshops
Stores
Electrical Installation and Distribution
Panels
Instruments Installation
Fireproofing
Piping/Mechanical Flow Coding
Access to Equipment
Surface Drains
Landscaping
Laydown Areas
Miscellaneous Housekeeping
Scaffolding
Helipad availability
2 Documents:
As-built drawings PEFS, one-line diagrams,
Operating manual
Maintenance manual
Gas-in/gas-out procedure
Standing Instructions
3 Commissioning:
Closed out and accepted systems for gas-in
6 Punch List:
Category A items closed out
Action Signatur
No Critical Items
Party e
7 Equipment/Process/System:
Leak test performed for facilities/flowlines/ pipelines and
risers
N2 purging completed
Commissioning Manager
Start-up Superintendent
Proposed By
Proposed By
Agreed By
Agreed By
4 Non-adherence to start-up plan. Set up start-up plan with help from start-up
operators who have experience. Provide training to
all staff about start-up plan.
6 No clear demarcation between Barricade the live blocks with striped plastic tape
construction and live blocks. and hang the warning board to control access.
7 Live lines running through construction Follow spade blind management procedure.
areas.
8 Change from one Permit to Work Provide training to all staff about PTW.
system to another.
10 (Running) equipment failure. Set up emergency plan for equipment failure and
train staff.
System limits to user systems will be downstream of the last manual supply isolation
valve to each user. All flow devices, pressure reducing valves, ESD or blowdown
valves will be part of the user system.
1.6 Inert Gas Systems
As for Fuel Gas, system limits to user systems will be downstream of the last manual
supply valve.
1.7 Chemical Injection Systems
The system limit(s) will be downstream of the supply isolation valve at each injection
point into the process or utility system.
1.8 Heat Exchangers
Heat exchangers will be part of the process system regardless of whether they require
air or a utility fluid such as hot oil, steam, tempered water or cooling water to moderate
the temperature of a process or utility stream.
The exception to this is refrigeration heat exchangers operating on the principal of
evaporation or condensation of a refrigerant, such as propane. These will be
considered as part of the refrigeration loop.
During the design phase it must be verified that the heat transfer fluid or the process
fluid may be circulated independently without causing damage to the exchanger.
2. Interfaces for Instrument Subsystems
2.1 Process and Utility Subsystems
Process control loops will be allocated to the system where the active device is
installed. Safeguarding loops will be similarly allocated.
Distributed control systems are to stand alone as a system with the system limits at the
input / output marshalling racks. Connecting wiring to individual measuring elements or
field devices will be assigned to process or utility systems as open or closed loops as
defined by the loop diagrams.
2.2 Emergency Shutdown Systems (ESD)
ESD programmable logic controller-based systems will stand alone as subsystems
from the marshalling input/output racks as for distributed control systems. Input / output
loops will be classified as open loops and will be allocated to subsystems in the same
way as the outgoing wiring of distributed control systems.
2.3 Fire and Gas Systems (F&G)
With the consideration that there could be a breakdown into subsystems based upon
designated fire detection and suppression areas, F&G programmable logic controller-
based systems will also stand alone as a system from the marshalling racks. Loops will
be classified as open loops and assigned to the F&G System.
2.4 Compressor Anti-Surge Control Systems (ASC)
ASC programmable logic controller-based systems will also stand alone as a system
from the marshalling racks. Loops will be classified as open loops and assigned to the
ASC system. Communication protocols with the DCS and local control panels must be
aligned during the design phase.
2.5 Instrument / Electrical Systems Interfaces
Where there are interfaces between electrical and instrument systems, the instrument
limit will normally be at the terminals of the item of electrical equipment shown on the
instrument loop diagram.
Items of mechanical equipment will fall within the limits of the parent process or utility
system. In some cases it may be justified to designate complete vendor packages as
subsystems for optimal utilisation of manufacturing resource with pre-commissioning
activities. Additionally, spared equipment may be designated as complete subsystems
for the purpose of later streamlining completions activities to achieve earliest oil and or
gas production. In this case, positive isolation of piping, control, crossover and any
associated fire and gas protection/detection must again be addressed during design.
Typical examples are:
Gas compression Train 1
Instrument air compressor/drier A
6.6kV transformer B
Flare drum recovery pump A
5. Telecommunications
5.1 Radio System
When line-of-sight multi-channel techniques are utilised, the multiplexer will be
included in the radio system. The multiplexer device will interface between telephones,
computers and telefax devices. The limits of this subsystem will be the input terminals
on the multiplexer.
In cases where a telephone patch interface is used to patch a public address system
and/or radio into a telephone system, the telephone patches will be included in the
telephone or the radio system depending upon the design.
5.2 Telephones
The telephone subsystem will include PABX, operator console, facsimile, telex; main
distribution frame and cabling out to the multiplexer and/or single unit radio transceiver,
together with cabling to the public address control panels.
5.3 Public Address
The public address system will include alarm racks, amplifier, control panel, override
station, loudspeakers and interconnecting cabling. The limit of the subsystem will be
the input/output terminals on the control panel and the input loop terminals on the
alarm rack from the F&G detection system.
6. Other Special Cases
In the event that the above delineation rules do not cover a particular case, then the
EPC contractor will develop a proposal and submit for Company approval.
Utilising the CMS within the Commissioning and Startup Execution Process
Startup Procedure
1. Objective
1.1 General Statement Introduction
1.2 Statement of Intent
1.3 Start-up Planning
2. Hydrocarbon Start-Up Overview
2.1 Hydrocarbon Start-up Overview
2.2 Performance Standards
3. HS&E
3.1 General Safety
3.2 Toolbox Talks
3.3 Environment
4. Vendors AND Systems Testing Prerequisites
4.1 Vendor List for Startup
4.2 Systems List and Pre-commissioning/Commissioning Status for Start
5. Inventories and First Fills for First Startup
6. Start-up Scope and Procedure
6.1 Overview and Remarks on Detailed Procedure
6.2 Different Modes of Operation
6.3 Start-up Flowchart
6.4 Pre-conditions and Plant Requirements
6.4.1 Verification Readiness to Startup
6.4.2 Handover and Acceptance Documentation for Pre-commissioning and
Commissioning of Systems up to RFSU
6.4.3 Punch List Agreed and Signed Off
6.5 Valve Lists and Line-up (Verified and Signed Off)
6.6 Detailed Start-up Procedure Steps
6.6.1 Detailed Steps (to be validated and signed off)
6.6.2 Dynamic Flowing Shutdown Testing
Holds List
Appendix 7 - Abbreviation
The following list of abbreviations is applicable to this document and the subject matter
contained within.
BfD Basis for Design
boe Barrel of Oil Equivalent
C&E Cause and Effects
CMS Completions Management System
CCMS Project Certifications and Commissioning Management Systems
CMMS Computerised Maintenance Management System
CSU Commissioning and Startup
DCS Distributed Control System
DEP Design and Engineering Practice
ECC Emergency Control Coordinator
EP Exploration & Production
EPC Engineer , Procure and Construct
ERT Emergency Response Team
ESDV Emergency Shutdown Valve
ESPIR Electronic Spares Part Interchangeability Record
FAT Factory Acceptance Test / Testing
FEED Front End Engineering & Design
FPD Flawless Project Delivery
GS Global Solutions
HAZID Hazard Identification
HAZOP Hazard & Operability Study
HC Hydrocarbon(s)
HSES Health, Safety, Environment & Security
HSE-MS Health, Safety and Environment Management Study
ICCS Integrated Control and Communications System
IPF Instrumented Protection System
ISN Instrument Safeguarding Narrative
ITT Invitation to Tender
KPI Key Performance Indicator
MoC Management of Change
MOPO Manual of Permitted Operations
MTBF Mean Time Between Failure
MTTR Mean Time to Repair
OMS Operations Management System
OPMG Opportunity and Project Management Guide
OR&A Operations Readiness and Assurance
ORP Opportunity Realisation Process
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DEP 31.76.10.11 Installation, Testing and Balancing and Commissioning of HVAC Systems
UOP4
Custodian of Document Date: