PROJECT ENGINEERING MANAGER'S HANDBOOK

SYNOPSIS
This handbook provides Project Engineering Managers with an outline guide on what to do and how
to do it during the everyday execution of a project.

Disclaimer

This report has been prepared on behalf of and for the exclusive use of WorleyParsons.

Copying this report without the permission of Customer Name or the Company is not permitted.

Change History

Changes since the previous version include:

Section Description

PROJECT ENGINEERING MANAGER'S HANDBOOK

WorleyParsons Client
Rev Description Originator Reviewer Date Date
Approval Approval

30 June
0 Issued for Review N/A N/A
D.Witzel D.Witzel D.Witzel 2013

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 6.4 Engineering Activity / Deliverable Estimates ........................................................................ 19

6.5 Engineering Review Processes ............................................................................................ 20

6.5.1 Design Reviews ....................................................................................................... 20

6.5.2 Model Reviews ......................................................................................................... 21

6.5.3 Value Improving Practices (VIPs) ............................................................................ 22

6.5.4 Constructability......................................................................................................... 23

6.6 Project Team Planning.......................................................................................................... 24

6.7 Workshare ............................................................................................................................. 25

6.8 Summary of Key Success Factors Engineering Set-up..................................................... 26

7 Engineering Delivery ..............................................................................................................28

7.1 Engineering Coordination ..................................................................................................... 28

7.2 Deliverable Development (Documents & Drawings) ............................................................ 28

7.3 Deliverable Checking and Approval (including Squad Checks) ........................................... 31

7.3.1 Discipline Task and Deliverable Plans ..................................................................... 31

7.3.2 Squad Checks .......................................................................................................... 32

7.4 Requisitioning Processes ..................................................................................................... 32

7.4.1 Bulk Materials Management .................................................................................... 33

7.4.2 Requisitioning of Tagged Items ............................................................................... 33

7.4.3 Packaged Units Management .................................................................................. 33

7.4.4 Additional Resources for Requisitioning .................................................................. 33

7.5 Quality ................................................................................................................................... 34

7.6 Management of Project Change ........................................................................................... 34

7.7 Project Controls .................................................................................................................... 36

7.8 Key Technical Representative .............................................................................................. 37

7.9 Confidentiality and Intellectual Property ............................................................................... 37

8 Engineering Systems (ES) .....................................................................................................38

8.1 General ................................................................................................................................. 38

8.2 Engineering Design Systems ................................................................................................ 39

8.3 Engineering Document and Data Management ................................................................... 41

8.3.1 Where SO is Using HO Project EDMS or EDDMS Tool .......................................... 41

8.3.2 Where SO Is Not Directly Accessing the HO EDMS or EDDMS Tool ..................... 42

8.3.3 Additional Guidance ................................................................................................. 42

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1 INTRODUCTION

1.1 General
This handbook provides Project Engineering Managers (PEMs) with an outline guide on what to do
and how to do it during the everyday execution of a project.

The PEMs role is one that is central to the success of the engineering on a project. At the highest
level, the primary objectives of the role are to:

Ensure Health, Safety, and Environment has the highest priority in all activities undertaken by
engineering and design personnel.

Develop, execute, supervise, and coordinate all technical aspects of the work safely with
primary focus on the integrity/quality of the engineering/design while achieving schedule and
budget objectives.

Plan and co-ordinate multi-discipline engineering design assignments within and across
disciplines, including multidiscipline technical issues and single discipline technical issues that
have the potential to impact overall project progress.

Plan and manage engineering and design systems implementation, technical specifications,
standard drawings, standard setup of models etc. and data management systems.

Establish and maintain good working relationships with Customer Management teams.

Act as Key Technical interface with Customers.

Manage technical Value Improvement Processes (VIPs).

Manage the initial researching of lessons learned and promote the ongoing capture of new
lessons learned during the project.
Represent engineering at the highest level of the project and participate in inter-function
coordination and meetings.

The handbook should be read in conjunction with:

Engineering Training Modules accessible via Worley Knowledge System (WKS) Training
Material (LINK) references to these modules are indicated as appropriate throughout this
manual.

Engineering Management Toolbox (LINK) references to elements within the toolbox are
indicated as appropriate throughout this manual.

Enterprise Management System (EMS) (LINK) documents as indicated throughout the text
hyperlinks to relevant EMS documents are embedded.

Project Execution Plan (PEP) written for the project (if prepared prior to the PEMs induction to
the project).

Engineering (SEAL) Plan for the project (if prepared prior to the PEMs induction to the project)
or the Engineering (SEAL) Plan template in EMS, EPF-0002.

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RFI Request for Information

SEAL Safe and Sustainable Engineering for Asset Lifecycle

SID Safety in Design

SD Sustainable Design

SIL Safety Integrity Level

SOW Scope of Work

SPF Smart Plant Foundation

TBE Technical Bid Evaluation

TI Technical Integrity

TPR Technical Peer Review

TQ Technical Query

TSP Technical Stewardship Plan

V&V Validated and Verified (relative to software)

VIP Value Improving Process

WBS Work Breakdown Structure

WEP Workshare Execution Plan

WKS WorleyParsons Knowledge Systems (via the ONE Page)

WPMP WorleyParsons Project Management Process

WRP Work Release Package (for Workshare)

Other Acronyms and Initialisms can be found in the WorleyParsons Wiki (LINK).

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 Engineering Organization and Responsibilities Guideline (Corporate), MEP-0021
(NOTE: This document requires an update as of December 2013.)

Engineering Training Program Module 1, Engineering Induction Participant Manual (LINK),

Engineering Objectives and Engineering Structure sections

Additional information on the Local/Global model can be found in the Engineering Management
Toolbox element 1.1.2, Local/Global (LINK).

2.2 Project-Based Engineering Team

Although it is necessary for engineers and designers to focus on their immediate deliverables (e.g. a
drawing or calculation) it is essential that consideration is given to the end product (typically a process
plant or structure). All Engineering and Design personnel are responsible to ensure the product can
be safely and effectively constructed, operated, demolished, and reclaimed. Effects on the health of
personnel, the public, and the environment must be understood and communicated (where potential
issues exist).

2.2.1 General Responsibi lities of Enginee ring and Design Pe rsonnel

Following are the key responsibilities applicable to all individuals, including the Project Engineering
Manager, participating in Engineering and Design Project Delivery activities in order to meet the
requirements of OneWayTM (refer to section 3):

Quality ensure that the quality and consistency of the input data and deliverables is
maintained.

Safety in Design ensure safe design over the life of the asset such that the design is safe
to use and operate and can be safely constructed, maintained, decommissioned, demolished,
abandoned and reclaimed.

Sustainability ensure alignment with the Customer regarding social, environmental, and
economic effects of the delivered product and provide sufficient information to the Customer
that they can make informed investment decisions.

Risk ensure all risks are identified and communicated and that appropriate mitigating
measures are put in place.
Integrity of Design the following responsibilities apply:

o Ensure compliance with relevant regulatory codes and standards.

o Ensure adequate specifications, standards, and guidelines are available.

o Ensure conformance with project specifications, standards, and guidelines.

o Ensure the correct input data has been used.

o Ensure holds and areas of uncertainty are highlighted.

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Refer to 0 for a diagram showing the responsibilities, shared and isolated, between the Project
Manager, Project Engineers, and the Project Engineering Manager.

2.3.1 Major or Mega- Projects

On a major or mega-project generally the PEM will be responsible for the planning and coordination
of the engineering discipline resources and manage the delivery of all design deliverables (in
accordance with project requirements of time, cost, HSE and quality) and as described further in this
manual.

In this instance the Project Engineer(s) role becomes more of an Area Engineer role with
responsibility for managing the cost, schedule and interfaces between engineering, procurement,
construction and the Customer for their area of the facility.

2.3.2 Minor Sized Proj ects

On minor sized projects, generally the projects are not large enough to justify a full-time PEM. In this
instance the Project Engineer will cover the PEM responsibilities as described in this manual, as well
as the general project engineering activities associated with managing the cost, schedule and
interfaces between engineering, procurement, construction and the Customer for the project.

2.3.3 Miscella neous Sized Proje cts

On miscellaneous sized projects, generally the projects cannot justify either a PEM or a Project
Engineer. In this instance, the Project Manager assumes all responsibilities associated with the
management of the overall project activities and the specific engineering coordination activities
described in this manual.

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4 TECHNICAL STEWARDSHIP

The purpose of Technical Stewardship is to ensure that project technical output is developed
efficiently, involves continuous improvement, and provides Safe and Sustainable Engineering for
Asset Lifecycle (SEAL).

Technical Stewardship is undertaken by the location Engineering Management team or by their

nominees not associated with the project. If a non-compliance is discovered (e.g. issuance of
incomplete or inadequately checked documents and drawings to meet project milestones) then the
non-compliance will be recorded, assessed and managed using the normal corrective action process.

Technical Stewardship supports the normal project design review and verification processes and
provides a formal link between on-project staff (PEMs, Lead Engineers, etc.) and off-project Manager
of Engineering and Discipline Chief Engineers/Managers.

The level of Technical Stewardship will vary with the project risk, project phase, project type, project
value, and the locations experience with that type of project, scope, technology, etc. The Technical
Stewardship process covers both the organizational set-up and management, and the technical
delivery of a project.

The core elements of Technical Stewardship, as described in the Technical Stewardship Plan,
include:

Processes and Systems

Organization
Roles & Responsibilities

Competency of Personnel

SEAL (section 5)
Technical Peer Reviews

Gate Keeping

Lessons Learned and Continuous Improvement

The location Manager of Engineering issues a Technical Stewardship Plan (TSP), MEP-0023, for the
location into EMS. It defines mandatory and optional requirements to assure technical stewardship
via the above elements.

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 extensive project delivery experience with specific knowledge of the scope of the review. They
are sometimes conducted by a team where numerous functions are being addressed and there
is no single individual available that has sufficient knowledge.

Quality Assessments: A quality assessment is one that is conducted by a quality professional

that is sometimes supported by a functional specialist. The assessment investigates
compliance primarily to EMS and can also address compliance to OnewayTM and WPMP. A
quality assessment may focus on one function within a project or multiple functions.

PEMs must ensure that TPRs are being conducted in accordance with the Location TSP to
maintain technical integrity of the project. They must also identify and implement any TPRs
that may be needed outside of those defined by the TSP. Further the PEM must make certain
that required reviews are included in the project schedule and the hours for both on-project
and off-project personnel are covered in the estimate of hours / costs.

Refer to the following for more information on TPRs:

Engineering Management Toolbox element 7.1, Technical Stewardship (LINK)

The location or CSG Technical Stewardship Plan, MEP-0023

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As illustrated in the diagram on the previous page, the SEAL model is comprised of the three distinct
and interrelated processes; Technical Integrity (TI), Safety in Design (SID) and Sustainable Design
(SD). The foundation elements are a committed and common culture, strong safety, risk and
environmental leadership and professional development of our people.

The SEAL process has four basic steps that are common across TI, SID and SD (although the details
will differ between them):

Alignment

Planning

Execution

Verification & Approval

5.1.1 Technical Integ rity (TI)

Refers to activities undertaken during project design that ensure the design conforms to Customer
requirements and the relevant internal and statutory design codes and requirements. Conformance
with these requirements typically results in operational and technical parameters that provide a
reasonable or minimum acceptable level of safety.

5.1.2 Safet y-In- Desig n (SID)

Refers to those activities (over and above those required to satisfy the TI requirements) undertaken
during project design that lead to inherently safe or safer asset lifecycle solutions. Fundamental to
safe design is the identification of hazards (potential for harm) and associated risks (likelihood of
hazard resulting in a degree of harm) early on in the project where engineers and designers have the
greatest opportunity to influence and steer the design.

5.1.3 Sustainable Design (SD)

Refers to those activities (over and above those required to ensure TI) undertaken during project
design that lead to increased sustainability of asset lifecycle solutions. SD will be delivered through
the EcoNomics capabilities, assessments and tools as appropriate for the project. Fundamental to
SD is the early identification of environmental and social (i.e. community) hazards and SD options to
be considered as part of the project design.

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 Engineering Training Program Module 9, SEAL (LINK)

SEAL SharePoint site (LINK)

SEAL Guideline, EPP-0239

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The primary responsibility for the PEM in preparing the PEP is to prepare the Engineering (SEAL)
Plan which is either a section of the PEP or a standalone document referenced by the PEP. Safe and
Sustainable Engineering for Asset Lifecycle (SEAL) is described in section 5.

The Engineering (SEAL) Plan details the methods, systems and strategies to be implemented for:
Successful execution of the engineering scope of work for the project

Delivery of an engineering design that is:

o Technically compliant

o Safer to build, operate, maintain, decommission and dispose of, and

o Provides an appropriate sustainable solution,

Complying with engineers and designers duty of care under local legislation

The Engineering (SEAL) Plan Task Sheet, EPP-9001, provides guidance on the preparation of this
plan.

Additional resources for the PEP and the Engineering (SEAL) plan are:
Engineering Training Program Module 15, Project Management and WPMP for Engineering
(LINK)

Project Execution Plan Task Sheet, PMP-9009

Engineering (SEAL) Plan Template, EPF-0002

6.3 Design Inputs

6.3.1 Technical Scope and Basis of Desi gn ( BoD)

The PEM is responsible for ensuring the Technical Scope of Work for the project is well-defined and
communicated to the team. The PEM must also coordinate the preparation of the Basis of Design.

The Basis of Design (BoD) is used to specify the criteria to be used by the engineering team to
complete the design. The draft BoD must be produced by or communicated to the Discipline Leads
as early as possible.

The BoD should cover:

Codes, Standards, specifications and regulatory requirements.

Customer requirements that the facility must satisfy including key functional requirements,
design rates, design life, product specifications, availability, operability and maintainability,
minimum conditions of satisfaction, etc.

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6.3.3 Customer Supplied Data
The PEM must ensure that the latest revisions of Customer supplied data, including site information,
are made available and issued to the project, and that the team is informed of its availability and of
any changes.

Technical Queries (TQs) are used to formally document clarifications and input requested from
Customers (as well as clarifications to modify the BoD). For more information refer to:

Technical Query Form (EPF-0033)

Technical Query Procedure (EPP-0037)

6.3.4 Risk Mana gement

A Risk Management Plan is typically prepared for each project (only required for Minor and
Miscellaneous projects if indicated by the Risk Classification form), either via a risk workshop or less
formally by Project Management on less complex and smaller projects. The action plan for managing
risk for the project should be consulted when planning for the project.

For more information on Risk Management refer to Engineering Training Program Module 15, WPMP
and Project Management for Engineering (LINK).

6.4 Engineering Activity / Deliverable Estimates

There are several instances where the Project Team will be called upon to estimate budgets:
to support proposal efforts.

for verification and allocation of the budget following project award.

to support project change requests.

PEM responsibilities:

Provide input to the overall preliminary project schedule with key milestones for engineering
disciplines.

Prepare the Work Breakdown Structure for the project, including engineering activities, and
communicating the WBS to the discipline leads. The WBS must be designed, agreed upon
and distributed early in the project to avoid wasteful rework being required of engineering
later.

Explain the project scope of work to the Discipline Leads.

Coordinate the compilation of the labor estimates supplied by disciplines, including:

o Creating a bridge between bottom-up estimates prepared by Leads and estimate

targets/benchmarks provided by the Project Manager.
o Ensuring that the discipline leads are using the available templates in Technical
Standards this will provide consistency in approach and make it easier to compile
and turn into a control estimate.
o Ensuring that all initial discipline estimates exclude Design Allowances and
Contingencies these will be added to the consolidated estimate.

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 Participate in the design review

Review, approve, and issue the design review report (both initial and final reports)
Identify Project Variances resulting from the design review

The main purpose of the Design Reviews is to ensure that the design requirements have been
addressed and that they conform to the BoD and Design Criteria established for the project.
Therefore, this needs to be the primary consideration when selecting which reviews are undertaken
surety of design is desired but not at the expanse of overburdening the project team.

Typical Design Reviews include:

P&ID Review

BoD Compliance

Layout Review
Discipline Design Review

Material Selection

Plant Operability and Maintainability

Constructability (refer to section 6.5.4)

Process Shutdown Philosophy

Hazardous Area review

HAZOP Review

o HazOp Procedure (EPP-0124)

o HazOp Guideline (EPP-0099)

Safety Integrity Level (SIL) Review

o SIL Determination Guideline (EPP-0263)

o SIL Verification Guideline (EPP-0266)

Additional guidance on Design Reviews can be found in Engineering Management Toolbox element
4.5, Design Reviews (LINK).

6.5.2 Model Revi ew s

3D Model Reviews are interdisciplinary (Engineering and Design) reviews conducted for the purpose
of verifying that the design conforms to project requirements, is in accordance with sound engineering
practices and meets the Customers requirements for:

Safety
Constructability

Economy

Operability and Maintainability

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Guidance for other VIPs are currently under development.

It is not necessary or appropriate to apply all the previously listed VIPs on every project. The size and
type of project, as well as the project phase, is very relevant in deciding the applicability of the VIPs.
If applied blindly some VIPs can be marginal or even negative in their benefits. The Project
Manager, in consultation with the Customer and the PEM, will decide on a case by case basis
whether individual VIPs are applicable for the size, type, and phase of project in question.

Whichever VIPs are selected, they need to be carefully inserted into the project master schedule.
Scheduling VIPs before a design is mature enough may mask opportunities or produce misleading
results, and scheduling them too late will lead to wasteful re-work of the design, with possible impact
on procurement and construction.

The PEM must manage the technical VIPs.

For additional information on VIPs, including when they are recommended for various project phases,
refer to:
Value Improving Practices Guideline, EPP-0007

Value Improving Practices Plan Template, EPF-0006

Engineering Training Program Module 15, Project Management and WPMP for Engineering
(LINK)

6.5.4 Constructability

Constructability can be defined as the optimum use and integration of construction knowledge and
experience in the planning, design / engineering, procurement, and construction phases of projects
consistent with overall project objectives.

The Constructability Coordinator / Manager is responsible to schedule construction related activities,

and will be the focal point for associated liaison and coordination in collaboration with the Project and
Engineering Managers. For projects that do not have a construction representative input should be
sought from the location or corporate construction functional manager.

Projects will use the Constructability procedures, checklists and guideline as tools to achieve
maximum cost savings and Project efficiency consistent with safe reliable Project operation. The goal
is to optimize benefits to the entire Project, not just to a single department or discipline.

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 o Engineering Training Program Module 8, Schedule Management (LINK)

o Engineering Management Toolbox element 4.4, Engineering Workflow (LINK)

Reviewing discipline manhour estimates and consolidating them into an overall engineering
estimate or change request (section 6.6).

Identifying Deliverables for the project, including those defined in the Scope of Work and
internal deliverables to support other disciplines. The locations Technical Stewardship
Plan (MEP-0023) provides guidance on the Discipline Task and Deliverable Plans (refer to
section 7.3.1) in EMS that can be used to identify the project deliverables. The SEAL
Document Matrix, EPP-0240, and the Engineering (SEAL) Plan template, EPF-0002, also
provides some guidance on deliverables.

Securing the Right Resources for the project, including securing Workshare arrangements.
Ensuring the project team has the right people on the project by coordinating with Location
Engineering Management (Location Manager of Engineering and Discipline
Chiefs/Managers).
Planning for checking requirements. Discipline checking is important to ensure the
Technical Integrity of the design. Engineering Checking Requirements, EPP-0035, as well
as the Location Technical Stewardship Plan, MEP-0023, provide guidance.
Defining the Design Criteria (refer to section 6.3.1) for their discipline on the project.

Working with the Engineering Systems group to ensure the engineering systems for
analysis and design chosen for use and definition in the Engineering (SEAL) plan for the
project (refer to section 8). The PEM makes the final decisions.

Working with Engineering Systems group to ensure Engineering Systems are compliant
with Global directives, and are appropriate to the complexity and nature of the work to be
performed (refer to section 8).

Ensuring measures are in place within the project to obtain and process vendor data in a
timely manner.
Determining the Key Activities required to ensure quality of the deliverables. Examples
include:

o Interdisciplinary review meetings for complex equipment

o Meeting with the Customer to solicit input for critical equipment

o Third Party expertise engaged in design development

Refer to the Planning Poster (LINK) and Engineering Delivery Methodology Poster (LINK) for
information on Planning for Engineering.

6.7 Wor kshare

Workshare occurs when one office packages a portion of the project scope for execution by another
WorleyParsons office. The Home Office (HO) retains accountability for overall project performance.

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 Early recognition of engineering related risks and issues follow the SEAL processes
(section 5).
Ensuring appropriate Discipline Leads are assigned.

BoD (section 6.3.1) and discipline Design Criteria should be in place and approved by the
Customer as early as possible.
Engaging the discipline leads early in the development of the project schedule and
engineering services estimate (section 6.4) this will promote ownership and ensure key
tasks, interfaces and milestones are covered.
Ensuring the appropriate reviews are included in the schedule and are budgeted for (sections
4.1 and 6.5).

Ensuring the project engineering team has planned their work appropriately (section 6.6)
Making Management of Project Change a topic at project progress meetings with the
discipline leads this will help to keep the focus on potential change issues as they arise
(section 7.6).

Note that Project Startup Checklists are available in the Engineering Management Toolbox element
4.1.2, Project Startup Checklists (LINK).

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 Determine if wet signature originals are necessary

Approve Preliminary Issue

Authorize extended customer review time if required

PEMs responsibilities for Document Development, EPP-0024:

Determine if Squad Check (section 7.3.1) is required

Determine if Customer review is required

Resolve technical issues with Customers

Additional PEM responsibilities include:

Drive the detail of the level of completeness of the deliverables for the client being serviced.

Select design system for P&ID generation

Plan the requirements for, and timing of review meetings including design review, Customer
review, define phase HAZOP, detailed design phase HAZOP

Confirm resources available to meet timing of review meetings

Approve each revision of P&IDs

Attend design reviews

Decide when to freeze P&IDs along with Lead Process Engineer and ensure only necessary
changes are made thereafter, applying the change management process to do so
Determine Lead Discipline Engineer responsible for specification preparation for those
specifications requiring input from more than one discipline (normally the discipline with the
greatest input)
Approve preliminary issue of unchecked documents at Customer request (Note: the PEM
should carefully consider the necessity to issue unchecked documents as this often leads to
misunderstandings and misinterpretation of the work as poor quality)

Confirm documents are properly sealed. (Engineering Document Sealing Procedure, EPP-
0101). For Project specific Professional Sealing requirements refer to the PEP and
Engineering (SEAL) Plan.
Ensure that holds and areas of uncertainty are minimized and that when they are required
they are highlighted and addressed in project meetings and otherwise. Refer to the following:

o Holds Management Procedure, EPP-0169

o Document/Drawing Holds Index, EPF-0169

Some key points in relation to Document and Drawing Preparation are:

Document Presentation ensure all documents are in compliance with Customer, project and
WorleyParsons formats and EMS procedures for Document Development, EPP-0024, and
Drawing Development, EPP-0072.

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 Engineering Management Toolbox element 4.3, Deliverables (LINK) includes Go-By
deliverables lists and deliverable samples.

7.3 Deliverable Checking and Approval (including Squad Checks)

EMS contains specific procedures that must be applied to document and drawing production,
checking and approval. These include:

Document Development Procedure, EPP-0024

Drawing Development Procedure, EPP-0072

Engineering Calculations Procedure, EPP-0026

Engineering Checking Requirements, EPP-0035

The key elements of these procedures include:

Approved templates, drawing borders, etc. must be used.

Checking colors as stated in EMS document EPP-0035 must be applied.

The Checker must be a qualified person.

The check must be detailed (not just cosmetic).

The Approver validates that the correct procedures have been followed and that the work has
been done by qualified personnel.

It is recommended that the Checker does not also approve the same document or drawing to
ensure that an additional technical integrity step is in place.
The Originator can approve the same document or drawing after an independent check.

In instances where a document or drawing must be issued unchecked, it should clearly be

marked Preliminary Unchecked.

7.3.1 Discipline Task and Delivera ble Plans

Task and Deliverable Plans exist in EMS as templates and provide responsibility definition for all
types of deliverables. They exist at a discipline level and they address the following:
Minimum required seniority of discipline personnel authorized to author, check and approve
deliverables
Recommendations regarding project and Customer approval requirements
Third party (independent) review requirements
Whether or not inter-discipline review is required
Applicable Design Guides, Procedures or Templates in EMS

In addition to discipline specific plans that are available on EMS, a Discipline Task and Deliverable
Plan Proforma Master (EPF-0144) also exists for use outside of non-traditional disciplines.
(TIP: It is recommended to first search EMS using the all entities filter feature to find any location
specific documents to use as a go-by before initiating a new Discipline Task and Deliverable Plan.)

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7.4.1 Bulk Mate rials Management
The schedule will determine whether initial MTOs and requisitions are required prior to design
completion to ensure that materials are available for fabrication and installation to commence.

Ensure that top-up requisitions are generated to cover changes in quantities this is equally
applicable to both additional quantities and reduction in quantity requirements.
Check that items that are not being modeled are taken care of through manual MTOs where
required.

Ensure a contingency allowance has been applied on items as required (e.g. pipe, gaskets,
bolts, cable tray, etc.) it is good practice for these quantities to be traceable through their
own MTO(s).

7.4.2 Requisitioning of Tagge d Items

Ensure requisition issue dates (for enquiry) reflect the required period for bidding, bid
evaluation and approval for award. Otherwise the purchase order award dates will be
compromised.

Purchase Order award packages should reflect the as-sold basis with any subsequent
changes managed through requisition updates (and any associated Management of Project
Change that may apply).

Monitor and expedite the Supplier Data Review process. This is an area that can cause
delays. We normally have a 10 day turnaround on the receipt of Supplier Data and returning
comments. Delaying this can potentially result in extension claims and delays to materials /
equipment delivery.

7.4.3 Packaged Units Manage me nt

Packaged units require special care relative to specification and management. PEMs have specific
responsibilities as defined in Packaged Units Management Procedure, EPP-0014:

Define the philosophy for bundling equipment into packages. Construction philosophy and
sequence will have a major influence on packaging of equipment. The packaging philosophy
is defined in the project BoD.

Review the package scope definitions.

Determine whether the packages are to be covered by purchase orders or contracts.

Review proposed bidders lists and determine whether the Customer is required to review the
list.

Contribute to Procurement and Contracts Plans.

Develop work schedules for preparing each package.

Appoint the appropriate Requisitioning Engineers to be responsible for each package.

7.4.4 Additional Res ourc es for Re quisitioning

Refer to the following for additional information on Requisitioning:
Engineering Training Module 10a, Requisitioning Tagged Items (LINK)

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and the Customer. This requirement will be reiterated to the project team at the start of each project
and is to be continuously reinforced during the project and communicated to each subcontractor and
vendor during enquiry and award process.

The Management of Project Change Procedure, PCP-0010, defines the company approach to
change management in general, though some projects may need to deviate from this standard
procedure to comply with Contract terms and conditions. These deviations are to be captured in the
Project Execution Plan.

The general rule is that the project should not proceed with a change outside the approved scope of
work without the prior approval of the Customer.

The PEMs responsibilities include:

Keeping the team focused on the importance of MoPC
Ensuring scope changes are identified

Ensuring change management of technical issues is properly implemented including

application of the following processes by the engineering team.

o Key Document Change Notice (KDCN) Procedure, EPP-0087

o Technical Query (TQ) Procedure, EPP-0037

o P&ID Change Log, EPF-0075

Ensuring no work progresses on proposed changes until properly approved.

For Additional information on Management of Project Change relative to engineering, refer to:
Engineering Training Program Module 5, Design Change Management (LINK)

Management of Project Change Poster (LINK)

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7.8 Key Technical Repr esentative
The PEM is the overall key technical interface with Customers and as such needs to establish and
maintain good working relationships with Customer Management teams.

The PEM also represents engineering at the highest level of the project. While not responsible for
coordination between functions outside of Engineering, the PEM does participate in inter-function
coordination and meetings as the representative for engineering.

7.9 Confidentiality and Intellectual Property

The PEM is accountable, as are all engineering personnel, to ensure the integrity of all intellectual
property, whether owned by WorleyParsons or used by WorleyParsons under agreed terms with the
owner/provider of the information, and to maintain confidentiality requirements on the project.
Likewise are they accountable to maintain confidentiality requirements on the project. The PEM
should be monitoring that this is occurring within the team.

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 Engineering Analysis Software
An extensive suite of engineering analysis software (e.g. Process Simulation, Pipe Stress
Analysis, and Structural Detailing) exists for use on projects to support the various project phases
and the diverse range of projects undertaken by WorleyParsons. Refer to the Global Software
Register for a list of approved Engineering Analysis Software.

It is important to clearly define responsibilities for ES setup and ongoing maintenance plus method of
requesting system change to setup or configuration. Generally the ES teams have a SharePoint site
which are used to request and manage configuration changes to the various systems, the PEM must
ensure everyone is aware of the process and uses it.

Very often ES personnel are assigned to multiple projects. They may only have partial knowledge of
factors affecting a particular project. The PEM is to define the internal project data management
requirements (internally developed and supplier provided) and then to provide input and assistance to
the process and ensure that advice or decisions taken by the ES group are based on a clear
understanding of the project requirements, restrictions, offices involved etc.

An ES kick off meeting is required prior to start of work. Typically this would occur just prior to or at
the same time as the project kick-off meeting. The PEM must ensure this takes place and that any
decisions taken are communicated as required to a wider audience and actions followed up. It is very
important to confirm that all systems are tested and ready to start work on schedule. Use of the
Engineering Systems Project Checklist, EPF-0147, and the Systems Selection Matrix (LINK)
facilitates the project set-up. Descriptions of the Engineering Systems can found in the Project
Delivery Systems Guideline, PMP-1143.

All ES require project specific set-up, administration and troubleshooting. Costs and manhours
associated with ES should be obtained from the ES group. User training may also be required. The
ES manhours for this must be estimated and allowed for by the project these hours are billable to
the project (see section 6.4).

Engage the Location ES Coordinator(s) and/or Design Manager early to assist in defining
requirements and facilitating setup and data exchange.

After the project ES are set up, the PEM is to ensure the technical data is managed, through
WorleyParsons approved document management systems and work processes, in accordance with
internal project and Customer requirements.

More guidance can be found on ES on the Global Engineering Systems SharePoint site (LINK).

8.2 Engineering Design Systems

The Engineering Design Systems (EDS) in use on projects (e.g. 3D CAD, SPP&ID, SPI, SPEL etc.)
are increasingly complex and customized. They require specialist involvement of Engineering
Systems (ES) specialists with set up and ongoing administration. It is important that the PEM, in
coordination with the Discipline Leads, engage with ES (including EDS and EDM) specialists early

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 Engineering Training Program Module 18, 3D Systems (LINK)

Engineering Management Toolbox Element 6.3, Engineering Design Systems (LINK)

Engineering Design Systems SharePoint site (LINK)

8.3 Engineering Document and Data Management

Ideally all official documentation and data will be stored in a single Engineering Data Management
System (EDMS) or Electronic Document and Data Management System (EDDMS). The
WorleyParsons preferred system for Major projects is Intergraphs SmartPlant Foundation (SPF)
which is well proven in a work share environment and offers a full EDDMS solution. Alternative
EDDMS systems do exist (e.g. internally developed Encompass for Minor and Miscellaneous
projects) and selection will be dependent on scope, size and complexity of the project.

The Location Engineering Management team can also offer assistance in system definition.

The PEMs responsibilities relative to Document and Data Management include:

Definition of internal project data management requirements (internally developed and

supplier).

Ensuring Technical data is managed in accordance with internal project and Customer
requirements.

Ensuring appropriate WorleyParsons approved document management systems and work

processes are used.

Additional considerations come into play when Workshare is involved.

8.3.1 Whe re SO is Usi ng HO Project EDMS or EDDMS Tool

The PEM must ensure that the access for the SO team is tested and in place and any additional
project specific configuration is undertaken prior to work commencing. The review and approval
matrix needs to reflect the roles and responsibilities of both offices when using a single system. The
project document and data management plan and other EDMS/EDDMS documentation must cover
this area in detail and address specifics of HO & SO responsibilities when using a shared system.
Consideration must be given to the extent of work at SO e.g. will SO have their own document
control group or is all document control to be done by HO, the answer to this will impact greatly on the
process for document & data management. The process must be clearly defined and documented
and provided to SO.

Also ensure that the SO team has been trained to properly use the system.

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9 COORDINATION OF ENGINEERING DISCIPLINES

9.1 Coordination and Facilitation

As the overall engineering representative for the project, the PEM handles manages multi-discipline
engineering coordination and facilitation including:

Inter-discipline information flow

Coordination of inherently multi-discipline activities such as design reviews and model

reviews (see section 6.5)

Management of multi-discipline interfaces between engineering and other functions such as

procurement, quality, inspection, planning, cost-control, document control, ES, progress
measurement, construction and completions.

Diagnosis and intervention into engineering delivery problems, if they arise (see Engineering
Management Toolbox element 4.1.3, Dealing with Problem Projects (LINK))

Overall custodian of technical integrity of the engineering performed for the project.

9.2 Resource Management

In addition to ensuring that the project team is set up with the right people, the PEM must support the
Discipline Leads in communicating mobilization and demobilization plans with Location Engineering
Management (Location Manager of Engineering and Discipline Chiefs). Refer to Engineering
Management Toolbox element 5.2.2, Rundown Plan Templates (LINK).

When key engineering staff changes occur, the PEM should ensure that proper handover transpires.
Refer to Engineering Management Toolbox element 5.2.5, Handover docs (LINK), contains
information for effective handover.

9.3 Management of P eople

As is always the case when managing people, people skills are an important element in managing the
project engineering team. Capability in Collaborating, Mentoring, and Team Building are skills that a
successful PEM often possess. Engineering Management Toolbox element 5.4, People Skills (LINK),
contains articles, advice and links to other resources on the topic of People or Interpersonal skills.

PEMs should seek out Lead Development Training (LINK) or other leadership training that is available
at their location through their Location Manager of Engineering.

9.4 Communication to Team

It is important that the PEM communicate regularly with the engineering team. This process can be
greatly assisted by:

Setting clear objectives for the discipline teams.

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 Project Leadership Team Meeting includes Functional Leads such as PEM, Project
Controls Manager, etc., and may include the customer on some projects. Raise project level
concerns at this meeting.

Customer meetings (including phone calls and emails) ensure that these are appropriately
documented.
Vendor Meetings (including phone calls and emails) as often as necessary for critical
equipment. Ensure that Procurement is involved as appropriate and that these meetings are
appropriately documented.
Design Review Meetings as appropriate and as defined in the PEP. The Design Review
Procedure (EPP-0019) and the Design Review Guideline (EPP-0018) provide more
information on Design Review Meetings.

9.5 Technical Competency and S kill

While functional managers in engineering are ultimately responsible for the development of
engineering staff, for the project staff, through the project Discipline Leads, the PEM is accountable
for the following:

Ensuring the individual and collective engineering team competency/skills are appropriate.
Through the Engineering Leads, determining and identifying to the Project Management or
Discipline Chief what training may be required for the engineering team members.

Organising technical and work process training to address deficiencies. (e.g. in the use of
EMS and Engineering Systems)

Ensure that coaching of less experienced personnel is taking place on the project

Training can take time to organize and obtain approval so early planning is important. While training
of the engineering team is usually a functional (as distinct from project) responsibility, if new or
different (relative to what the team already knows) processes, systems or technologies are used on
the project, then project specific training must be provided. This could include:

SPF or Encompass (or other Document Management system)

Site inductions and other safety training as required by the project

Ready, Response & Recovery (R3) - needed for international travel as well as for its other
programs

SmartPlant Materials (for ERs)

Discipline Specific (e.g. SPPID, ETAP, Strudl)

SmartPlant Review

SEAL On Project refresher

Other as required by project

Refer to the Training Resources SharePoint site for resources in developing engineering staff.

Additional information on staff development can be found in Engineering Management Toolbox

element 8, Learning and Development (LINK).

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Appendix 1 - Useful EMS and Other Documents

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14. Discipline Safety and Design (SID) Manuals
Provide guidance on discipline principles as well as specific practical experience-based
guidance on how to improve Safety in Design.
Civil/Structural (under development)
Plant Layout, EPP-0250
Process, EPP-0251
Mechanical, EPP-0252
Instrumentation and Control, EPP-0253
Piping, EPP-0254
Layout (Offshore), EPP-0255
Electrical, EPP-0260
15. Discipline SEAL Statements, EPF-0241
Used for documentation of and communication of relevant opportunities, hazards and risks to
design team members
16. SEAL Decision Action Forms, EPF-0271
Used to document specific decisions and to communicate to and gain approval from team
members.
17. SEAL Decision Register, EPF-0261
Used to document and demonstrate appropriate input in terms of safety and sustainability and
other stakeholders.
18. SEAL Health Check Forms, EPF-0273
Used to ensure SEAL processes are working well and monitor performance.
19. SEAL Verification Checklist, EPF-0272
Used to record the verification process.
20. SEAL SharePoint site (LINK)

CALCULATION PROCEDURE / TEMPLATES

21. Calculation Procedure (EPP-0026)
Defines the process used for preparation, review, approval and revision of calculations.
22. Calculation Spreadsheet Template (MS Excel) (EPF-0027)
Excel based calculation spreadsheet used for majority of calculations.
23. Calculation Word Template (MS Word) (EPF-0187)
Word based calculation template (Excel version above is usually used)
24. Calculation Index Template (separate index is not required if Encompass is used for
Document Management system) (EPF-0028)
A list / index to record the calculation numbers, names and revisions.
DRAWING/DOCUMENT PROCEDURES / TEMPLATES
25. Drawing Development Procedure (EPP-0072)
A consistent work process for development, review, approval and issue of drawings.
26. Document Development Procedure (EPP-0024)
Provide a consistent review and approval process for engineering documents to ensure that
the end product is cost-effective, safe, fit for purpose and complies with Customer and
statutory requirements.
27. Technical Study and Report Preparation Procedure (EPP-0100)
Defines process for developing, reviewing, approving and issuing technical studies / reports
28. Engineering Document Sealing Procedure (EPP-0101)
Defines the process used by licensed or registered professionals when sealing engineering
and design documents.

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MEETINGS
46. Meeting Record Form (FSF-1006)
To be used for detailing the minutes of meetings.
47. Meeting Attendance Record (FSF-1005)
To be brought to meetings to record attendees.
ENGINEERING SERVICES ESTIMATING
48. Engineering Manhour Estimating Procedure (EPP-0012)
Defines the process used for estimating engineering services including labour hours and other
expenses.
WORKSHARE
49. Workshare Procedure (EPP-0041)
Defines the process used to implement Workshare (including High Value Execution).
50. Workshare SharePoint site (LINK)
PROCUREMENT
51. Requisition Preparation (EPP-0030)
Defines the process for preparing requisitions for engineered equipment, materials and
services.
52. Technical Bid Evaluation (EPP-0107)
Define and describe the Engineering responsibilities in the preparation of a Technical Bid
Evaluation.
53. Supplier Data Management Review and Acceptance Procedure (EPP-0010)
Define the process used to identify and control the submission, issuing, review acceptance,
filing and storage of supplier technical documentation.
54. Packaged Units Management Procedure (EPP-0014)
Defines the process for controlling the procurement and installation of packaged equipment.
QUALITY
55. Technical Stewardship Plan (MEP-0023)
Defines the minimum Technical Stewardship requirement activities to be undertaken at a
location.
56. Engineering Checking Procedure (EPP-0035)
Guideline to ensure that deliverables are appropriately checked and correct
57. Squad Check Procedure (EPP-0031)
Defines the method to be used for interdisciplinary review (squad check) of drawings, etc.
58. Squad Check & Document Distribution Matrix (EPF-0032)
Used to define and communicate the appropriate project team members to perform squad
checks by deliverable type.
59. Engineering Checking Requirements (EPP-0035)
Provides requirements to ensure that Engineering deliverables are appropriately checked and
correct before being issued.

DESIGN REVIEWS
60. Design Review Process (EPP-0019)
Define the process used to ensure that the design requirements have been addressed and
they conform to the design criteria established for the Customer and the Project
61. Design Review Guideline (EPP-0018)
To outline the different types of project design reviews and the requirements for each
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80. WorleyParsons Knowledge Systems
Access WorleyParsons standard calculations, datasheets, design guides, discussion pages
and go-bys.
https://knowledge.worleyparsons.com/Pages/wks1.aspx
81. Engineering Training Program Site
Access Engineering Training Modules as referenced throughout this document
http://knowledge.worleyparsons.com/ead/etd/Engineering%20Training%20Program/Forms/AllIt
ems.aspx

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PROJECT MANAGER (PM)
Plans/directs/supervises execution of project to ensure
goals are met
Customer liaison
Negotiates scope changes and markets/secures
additional work
Establishes project requirements and assigns
responsibilities
Provides input to performance reviews for subordinates
Promotes technical excellence
Oversees establishment of Work, Health and Safety,
Quality Assurance/Control Plans
Participates in public meetings or negotiations in
support of the Customer
Identifies risks and maintains risk management focus
during project
Sets clear objectives for the procurement team
Ensures timely and effective document turnover at
project closeout
Plans/prepares accurate estimates, establish cost
report for control of projects
Manages handover from Business Development Group
Manages project interfaces
Common PM & PEM Responsibilities
Mobilize resources
Coordinate/develop discipline
schedules/budgets
Ensure project meets expectations
Create recovery plans
Define/communicate technical scope
Ensure correct systems are in place/being
used
Common PE & PM Responsibilities
Monitor closure of all identified action items and manage risks
and opportunities
Assess procurement process throughout the project PROJECT ENGINEER (PE)
Monitor/control all cost aspects Responsible for project delivery across
Ensure compliance with contract Engineering, Procurement, Construction and
Develop project schedule Commissioning functions.
Ensure company procedures are being followed May have specific Area, System, or Package
Identify/document/communicate client requirements delivery responsibilities.
Proactively resolve performance, scope and schedule issues Supervises work to ensure it complies with the
with Customer WPMP and PEP
Gives regular accurate reports to project
management
Sets clear goals for their area of responsibility
Common PE, PEM, & PM Responsibilities
Manage project schedule/budget
Apply change control processes
Ensure team is aware of/complying with the BoD, codes and
regulations
Main HSE focus during project
Maintain/build healthy customer relationships
Effective reporting of progress
Communicate effectively with project team and third parties
Focus team on meeting milestones and other key project objectvies
Listen to/resolve problems internally
PROJECT ENGINEERING MANAGER (PEM)
Responsible for the technical delivery and integrity for the project
Manages technical Value Improvement Processes VIPs
Ensures BoD is documented and changed accordingly
Ensures that Location/Project Sealing guidelines are followed
Prepares/implements Engineering SEAL Plan
Coordination of engineering team
Ensures design can be safely constructed/operated/decommissioned/reclaimed
Ensures areas of uncertainty are highlighted/addressed
Promotes collaboration with other functional groups and stakeholders for engineering matters
Ensures appropriate Technical Peer Reviews are conducted
Ensures quality is maintained and deficiencies rectified
Ensures appropriate design checks/guidelines are being utilized
Ensures team has the right skill set to perform the work
Defines/implements data management requirements

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