Engineering Manager

GLOBAL M&M, ALUMINUM AND INDUSTRIAL (QUEBEC)

DOCUMENT NUMBER

PROCEDURE

4004 - MMG PAGE 1 of 14

DOCUMENT SERIES

4000 Engineering DOCUMENT TITLE

REVISION NO.

00

ISSUE DATE

2009-09-04

APPROVED

GLOBAL M&M CUSTODIAN

Engineering Organization TABLE OF CONTENTS 1.0

PURPOSE ................... ............................ .................. .................. .................. ................... ................... .................. .................. ................... ................... .................. ................ ................ ........... 3

2.0

SCOPE ................. ........................... ................... .................. .................. ................... ................... .................. .................. ................... ................... .................. ................. ................ ............... ....... 3

3.0

DEFINITIONS DEFINITIONS .................. ........................... .................. ................... ................... .................. .................. ................... ................... .................. .................. ................... ................. ............ ..... 3

4.0

RESPONSIBILITIES RESPONSIBILITIES .................. ........................... .................. .................. ................... ................... .................. .................. ................... ................... .................. .................. ........... .. 3

5.0

REFERENCES REFERENCES .................. ........................... .................. .................. .................. ................... ................... .................. .................. ................... ................... .................. ................. ........... ... 4

6.0

PROCEDURE .................................. ................. .................................. .................................. .................................. .................................. .................................. .............................. ............. 4

6.1

Organization of the Business Unit ................... ............................ .................. ................... ................... .................. .................. .................. ................... .................. ........ 4

6.2

Organization of the Project .................. ........................... .................. .................. ................... ................... .................. .................. ................... ................... .................. ........... .. 4

6.3

Project Team - Engineering Personnel, Functions, and Responsibilities .................. ........................... .................. .............. ..... 6

6.3.1 Chiefs of Discipline .................. ........................... .................. .................. ................... ................... .................. .................. ................... ................... .................. .................. .............. ..... 6 6.3.2 Engineering Manager .................. ........................... ................... ................... .................. .................. ................... ................... .................. .................. .................. ................... .......... 8 6.3.3 Project Engineer /Area Manager .................. ........................... ................... ................... .................. ................... ................... .................. ................... .................. ........ 10 6.3.4 Project Lead Discipline Engineer..................... Engineer.............................. ................... ................... .................. ................... ................... .................. ................... ............... ..... 10 6.3.5 Engineer .................. ............................ ................... .................. .................. ................... ................... .................. .................. ................... ................... .................. ................ ................. ............ 12 6.3.6 Designer .................. ............................ ................... .................. .................. ................... ................... .................. .................. ................... ................... .................. ................ ................. ............ 12 6.3.7 Technician ................... ............................ .................. .................. .................. ................... ................... .................. .................. ................... ................... .................. ................ ............... ........ 12 6.3.8 Drafter .................. ........................... .................. ................... ................... .................. .................. ................... ................... .................. .................. ................... ................. ................ ............... ...... 13

7.0

RECORDS...................... RECORDS............................... .................. .................. ................... ................... .................. .................. .................. ................... ................... .................. ................ ............ ..... 13

8.0

ATTACHMENTS ATTACHMENTS .................. ........................... .................. .................. .................. ................... ................... .................. .................. ................... ................... .................. ............... ...... 13

8.1

Typical SNC-Lavalin Organization for EPC and E PCM Projects ................... ............................ ................... ................... .............. ..... 14

THIS HARD COPY IS UNCONTROLLED © SNC-Lavalin Group (2009). All rights reserved.


PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 2 of 14

ENGINEERING ORGANIZATION

REVISION.

00

ISSUE DATE

2009-09-04

REVISION HISTORY

Rev

Date

Description

Approved By Global M&M Custodian

00

2009-September-04

Original issue

Derek Pinder

The contents of this document are proprietary and produced for the exclusive benefit of SNC-Lavalin Group. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without the prior written approval of SNC-Lavalin Group. This publication resides on SNC-Lavalin’s intranet. All copies are considered to be uncontrolled.



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 3 of 14


1.0

REVISION.

00

ISSUE DATE

2009-09-04

PURPOSE

To make sure that all projects use a standard approach to organize the engin eering functions of the project team, and to assign responsibilities to the engineering technical staff. This procedure gives you an understanding of the: Organization of the Business Unit; may also be referred to as “division” or a geographic location. Organization of the Project. Project Team - Engineering Personnel, Functions, and Responsibilities

2.0

SCOPE

This procedure applies to all projects where the SNC-Lavalin divisions within Global Mining & Metallurgy, Aluminum and Industrial (Quebec) provide either full or partial EPCM or EPC services.

3.0

DEFINITIONS

For a list of the most common documents issued by SNC-Lavalin engineering disciplines, refer to procedure 4002-MMG Description of Major Documents Produced by Engineering.

4.0

RESPONSIBILITIES

4.1

Personnel Involved

Engineering – Head Office Vice-President Engineering

Project

Division / Location Equivalent Job Title

Chief of Discipline Project Manager Engineering Manager Technical Staff

4.2

Personnel Responsibilities

4.2.1 The Vice-President Engineering is responsible for the administration and the maintenance of this procedure. 4.2.2 Each Chief of Discipline is responsible to: 

Identify and bring forward the applicable resources for a project



Make sure of discipline support in agreement with this procedure.



DOCUMENT NUMBER

PROCEDURE

4004 - MMG PAGE 4 of 14


REVISION.

00

ISSUE DATE

2009-09-04

4.2.3 The Project Manager and the Engineering Manager are responsible to organize and lead the project assigned Technical Staff in agreement with this procedure. 4.2.4 The project assigned Technical Staff mentioned throughout this procedure are responsible to comply with the described tasking.

5.0

REFERENCES

♦

Procedure 3500-MMG – Engineering Management Procedure

♦

Procedure 4002-MMG Description of Major Documents Produced by Engineering

♦

Procedure 4031-MMG - Design Reviews, Verification and Validation 

6.0

Toronto site specific Procedure 4016-T – Engineering Checking and Reviewing

PROCEDURE

The organizations and position titles indicated in this document may differ in different projects. However the requirements indicated for the positions are still generally self explanatory definitions of these positions rather than titles: refer to procedure 3500-MMG Engineering Management Procedure. For the current organizational structure of SNC-Lavalin business units or geographic offices, refer to the "Organizational Chart" available in the M&M Global or Local Geographic web pages.

6.1

Organization of the Business Unit

The Vice-President of Engineering directs the operations of the engineering disciplines. Each Chief of Discipline reports to the Vice-President Engineering. For the typical organization structure for EPC or EPCM projects and the relationship with the business unit refer to the sample attachment 8.1.

6.2

Organization of the Project

In the business unit a Project Manager organizes every project. The Project Manager is responsible to the Client and to business unit management for the effective execution of all project activities. For a typical Engineering-Procurement-Construction (EPC) project or Engineering-ProcurementConstruction-Management (EPCM) project these personnel report to the Project Manager: ♦

Engineering Manager

♦

Procurement Manager

♦

Project Engineers/Area Managers

♦

Construction Manager

♦

Project Controls Manager

♦

Commissioning Manager, if required.



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 5 of 14


REVISION.

00

ISSUE DATE

2009-09-04

Personnel to fill the positions of Project Manager and Project Discipline Managers are normally selected by business unit management in consultation with the Client. Other positions are nominated by Chiefs of Discipline in consultation with the Project Discipline Managers. Project activities are organized on a “matrix basis”. The project assigned Technical Staff each report to their immediate project supervisor while maintaining an administrative and technical link with their Chief of Discipline. Their work on the project is assigned and monitored by their immediate project supervisor whereas they look to their Chief of Discipline for technical guidance, appraisals and general administration. Refer to the table that follows:

Project Supervisor

Report directly to

Assigns and

Maintain an administrative and technical link with Project Assigned Technical Staff

Gives technical guidance, appraisals, and performs general administration


Chief of Discipline


DOCUMENT NUMBER

PROCEDURE

4004 - MMG PAGE 6 of 14

ENGINEERING ORGANIZATION 6.3

REVISION.

00

ISSUE DATE

2009-09-04

Project Team - Engineering Personnel, Functions, and Responsibilities

6.3.1

Chiefs of Discipline

Each Chief of Discipline supervises an engineering discipline and is responsible for their discipline engineering personnel who are assigned to projects. Chiefs of Discipline have corporate responsibilities and project responsibilities.

Corporate Responsibilities A. Budgets and Estimates ♦

Meet with the Vice-President Engineering to prepare annual overhead budgets for the department

♦

Help to prepare proposals including work-hour estimates in agreement with the scope of work

♦

Monitor discipline budgets, productivity and schedules.

B. Personnel ♦

Assess the workload for their discipline and maintain the most efficient number and type of qualified personnel required

♦

Hire, administer and release engineering personnel in their discipline in agreement with SNC-Lavalin policies and procedures

♦

Perform annual performance reviews, plan employee development and career progressions, identify and organize training.

C. Assign Personnel to Projects ♦

Assign personnel from their discipline, in agreement with the individual job needs and overall business unit requirements, to work under the direct supervision of a Project Lead Discipline Engineer, on a project directed by an Engineering Manager.

D. Reassign Personnel Help to reassign the discipline personnel from one project to another in agreement with the variable work loads of the projects and to give the applicable technical knowledge. E. Salary Control ♦

Meet with the Vice President Engineering and control the classifications and salaries for personnel in their discipline.



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 7 of 14


REVISION.

00

ISSUE DATE

2009-09-04

F. Technical Guidance ♦

Give technical guidance, review important project documents produced by their discipline and periodically review each job with the Project Lead Discipline Engineer.

G. Engineering Work Processes and Standards ♦

Interpret and apply engineering work processes and standards on all projects

♦

When you must consider Client standards or modified SNC-Lavalin standards, help to develop and approve project standards for special projects.

Project Responsibilities A. Personnel Chiefs of Discipline assign qualified engineering Technical Staff to meet the project needs. They are responsible to make sure that the assigned personnel: ♦

Are fully competent

♦

Each has enough experience and skills to meet the project needs

♦

Together provide all the skills required on the project

♦

Can work together with the other discipline engineers, the Engineering Manager, and the Project Engineer/Area Managers.

NOTE: During the active part of a project, the Engineering Manager, the Project Manager, and the Client approve the assignment or re-assignment of the Project Lead Discipline Engineers. B. Technical Quality The Chiefs of Discipline participate in the technical issues. At project “kick-off”, the Chiefs of Discipline give great assistance to make sure of the technical excellence and quality of work. Often they can give special technical knowledge, the benefit of their experiences, or know when there is a benefit to bring in outside experts. As the projects go forward, the Engineering Manager asks the Chiefs of Discipline to participate in the design reviews. This is most important to make sure of the best solutions, when new skills are required, when you have a complex situation, for critical or major commitments, or when problems or questions occur.



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 8 of 14


REVISION.

00

ISSUE DATE

2009-09-04

The Chiefs of Discipline, through personal reviews and through frequent communications with their Project Lead Discipline Engineers, are aware of the work in progress in these areas: ♦

Conceptual design

♦

Discipline Design Criteria and project standards

♦

Master Scope Document

♦

Design: general layout and arrangements

♦

Specifications for major or complex equipment that is new or critical to the success of the project

♦

Discipline budgets, productivity and schedules.

The Chiefs of Discipline are responsible to do a check of all Discipline Design Criteria related to their discipline. If the Project Lead Discipline Engineer directly prepares any important engineering document, the Chief of Discipline is responsible to do a check of this document. The Chief of Discipline has the final responsibility for the technical excellence of the work in their discipline. In event of a failure that occurs a long time after the project personnel finish the work, the business unit management or the Client interview the Chief of Discipline. C. Quality Assurance The Chief of Discipline is responsible to: ♦

Approve important engineering documents such as the Discipline Design Criteria; electrical single line diagrams and area classification drawings; design briefs, and so on

♦

Verify the design per procedure 4031-MMG Design Reviews, Verification and Validation or Toronto site specific procedure 4016-T Engineering Checking and Reviewing

♦

Verify the quality assurance and quality control programs on the project

♦

Make sure that all work agrees with the established processes, procedures and standards

♦

Perform independent reviews, checks and audits as required

♦

Investigate and review the actions to correct reported errors, omissions and non-conformances.

6.3.2

Engineering Manager

The Engineering Manager is responsible for all of the engineering activities on the project. The Engineering Manager has Project Operational responsibilities and Project Technical responsibilities.



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 9 of 14


REVISION.

00

ISSUE DATE

2009-09-04

Project Operational Responsibilities: ♦

Maintains the highest standard of relationship with the Client and jurisdictional authorities

♦

Make sure of good communications and that data flows smoothly between Engineering, Procurement, Construction, Commissioning and Project Controls

♦

Prepare data for the monthly progress report as related to engineering and submit to the Project Manager

♦

Make sure that the project is properly closed-out and engineering documents are archived per corporate policy

♦

Give the final project engineering statistics to: 

Vice-President Engineering



Chiefs of Discipline



Vice-President Project Services.

Project Technical Responsibilities: ♦

Apply standards, an execution plan, procedures and other methods as required to maintain and enforce the required levels of technical quality

♦

Use the technical knowledge and experience of the Chiefs of Disciplines

♦

Manage and motivate the Technical Staff: to encourage the use of imagination and new skills in design engineering

♦

Coordinate and supervise the activities of the Project Lead Discipline Engineers: make sure that they effectively monitor the technical excellence of the engineering work in their disciplines, respect their budgets and communicate among themselves

♦

Review all engineering documents: estimates, specifications, data sheets, requisitions, drawings, and so on. This is not a check for the technical accuracy of details, but an edit check to make sure of the completeness and general consistency with the project procedures

♦

Make sure that Design Change Notices (DCNs) are issued immediately

♦

Make sure that personnel respond to DCNs and convert them to Project Change Notices (PCNs) when applicable

♦

Make sure that the Project Lead Discipline Engineers, the Project Engineers/Area Managers maintain close control over DCNs and PCNs

♦

To make sure to apply the intent of the design and give engineering assistance to vendors and to construction

♦

Give engineering assistance during commissioning and start-up operations where these are included in the project scope.



DOCUMENT NUMBER

PROCEDURE

4004 - MMG PAGE 10 of 14

ENGINEERING ORGANIZATION 6.3.3

REVISION.

00

ISSUE DATE

2009-09-04

Project Engineer /Area Manager

Project Engineers, sometimes referred to as Area Managers, are responsible to the Project Manager for the management of scope and the coordination of the engineering activities of their assigned area of work. Project Engineers cooperate closely with the Engineering Manager and the Project Lead Discipline Engineers. Project Engineers determine: ♦

WHAT: the task

♦

WHEN: when to do the task.

♦

Specific responsibilities of the Project Engineers/Area Managers include:

♦

Define and manage the scope of work for their area

♦

Coordinate the process design and layouts

♦

Make and monitor the schedule

♦

Together with the Chiefs of Discipline, make and monitor the engineering budget

♦

Communicate technology and design data to team personnel, to meet project requirements

♦

Review the bid and tender documents:

♦

Make sure that they agree with the project scope, budget and schedules

♦

Make sure that all of the work is included

♦

Final review and issue of the technical analysis of bids and recommendations

♦

After the originating Discipline verifies and approves all drawings and specifications, to review them.

6.3.4

Project Lead Discipline Engineer

The Project Lead Discipline Engineer reports to the Engineering Manager for the work of the personnel in their discipline. A. Technical Quality On the project, the Project Lead Discipline Engineer is the representative of the Chief of Discipline and reports to the Engineering Manager. In the assigned area, each Project Lead Discipline Engineer will give accurate and dependable engineering that meets the real needs of the Client. For review and guidance in technical matters, the Project Lead Discipline Engineer consults with their Chief of Discipline.



DOCUMENT NUMBER

PROCEDURE

4004 - MMG PAGE 11 of 14


REVISION.

00

ISSUE DATE

2009-09-04

The Project Lead Discipline Engineer is responsible to: ♦

Give good and dependable engineering that meets the contract needs of the Client

♦

Make sure of the technical quality of all documents in the discipline.

B. Productivity Good productivity by the personnel will result in success to meet the planned completion dates and to complete the work within the hours of the budget. The Project Lead Discipline Engineer is responsible to: ♦

Plan and manage the effort of the discipline personnel on the project

♦

Make sure that the personnel produce a proper level of output, to control costs and to stay on schedule

♦

Maintain and report the discipline progress in PM+.

C. Schedules The Project Lead Discipline Engineer is responsible to: ♦

Estimate the engineering services required to perform the work

♦

Participate in the development of the project schedule and organize the work

♦

Produce the work on time and in agreement with the project schedule and budget

♦

Review the work-hour estimate for the project

♦

Coordinate efforts with the other disciplines, Client, and third parties involved in the project

♦

Prepare periodic reports as required, for the Engineering Manager: 

Highlight the activities started and completed during the period



Highlight the planned activities for the next period



Write the concerns and needs



Update the MFL.

D. Personnel The Project Lead Discipline Engineer reports to the applicable Chief of Discipline about the: ♦

Quality of the work

♦

Performance of the individuals

♦

Performance of the personnel in the group



DOCUMENT NUMBER

PROCEDURE

4004 - MMG PAGE 12 of 14

ENGINEERING ORGANIZATION ♦

REVISION.

00

ISSUE DATE

2009-09-04

Performance of the group as a unit.

Specific responsibilities of the Project Lead Discipline Engineer include: ♦

Requests the number of required personnel with the required skills from the Chief of Discipline

♦

Tells the Chief of Discipline the forecast date that the personnel will return to the discipline pool.

E. Deliverables For their discipline, the Project Lead Discipline Engineer: ♦

Reviews engineering deliverables and does checks of drawings, requisitions and specifications: 

For agreement with the project standards and specifications



For technical safety, operability, maintainability correctness and economy

♦

Reviews the contract documents to make sure that all deliverables and obligations related to the scope of work are fully understood and identified

♦

Prepares DCNs and manages all changes in agreement with M&M Global procedures.

6.3.5

Engineer

The Engineers report to the applicable Project Lead Discipline Engineer about all technical matters related to the project. The Project Lead Discipline Engineer assigns the work to the Engineers. The Engineers perform the work in agreement with the engineering standards of their discipline and with the project instructions.

6.3.6

Designer

The Designers report to the applicable Project Lead Discipline Engineer about all technical matters related to the project. The Project Lead Discipline Engineer and the Engineers assign the work to the Designers. The Designers perform the work in agreement with the engineering standards of their discipli ne and with the project instructions.

6.3.7

Technician

The Technicians report to the applicable Project Lead Discipline Engineer about all technical matters related to the project. Technicians perform the technical work in their discipline, in agreement with the related standards, procedures, and project instructions.



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 13 of 14

ENGINEERING ORGANIZATION 6.3.8

REVISION.

00

ISSUE DATE

2009-09-04

Drafter

The Project Lead Discipline Engineer assigns the Drafter to a specific project. The Drafter performs the drafting work in their discipline, in agreement with the related standards, procedures, and project instructions.

7.0

RECORDS

7.1

None

8.0

ATTACHMENTS

8.1

Typical SNC-Lavalin Organization for EPC and EPCM Projects



PROCEDURE

DOCUMENT NUMBER

4004 - MMG PAGE 14 of 14

ENGINEERING ORGANIZATION 8.1

REVISION.

Typical SNC-Lavalin Organization for EPC and EPCM Projects


00

ISSUE DATE

2009-09-04

Engineering Manager

Recommend Documents