PROCESS INDUSTRY PRACTICES
Operations Manual
December 2001
December 2001
Introduction Foreword
Since the beginning of the Process Industry Practices (PIP) initiative in early 1993, major progress has been made by more than 300 volunteers working together to harmonize a common set of written Practices for the process industry. The PIP Operations Manual provides a single reference source for PIP policies, plans, procedures, guidance materials and other documents needed by all PIP participants. This December 2001, revision of the Manual is designed to provide an easily readable document so that familiarity with PIP background and Practices may be established quickly, especially for new team members. Formerly available from the PIP office in paper format, the Manual is now available on the PIP website for the convenience of PIP members. Users can print copies of the Manual if the paper format is needed. The original notebook format has been continued so that topics may be added or modified as the PIP initiative evolves. The Manual’s “Table of Contents” (TOC) and individual section “Contents” pages are “bookmarked,” giving the user the option of navigating the Manual by using the mouse. •
Clicking on section titles in the main TOC will lead to individual section “Contents” pages. Clicking on the icon labeled “Return to Main Table of Contents” on any section’s “Contents” page will return the user to the main TOC.
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Other headings on each section’s “Contents” page will lead directly to the page in the section containing that topic. And, each page in the Manual has an icon labeled “Go To Section Contents” that will return the user to that section’s “Contents” page.
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Unless otherwise noted, “See” references and references to “sections” refer to this Manual.
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“See” references and key titles throughout the Manual that are bookmarked with web addresses link directly to locations on the PIP website: www.pip.org
A link in this Manual to the Strategic Plan, will lead the user to the most current PIP Strategic Plan that is posted on the PIP website, and that replaces earlier versions of the Strategic Plan in previous versions of the Manual. Please direct comments concerning this Manual, including suggestions for making it more useful, to the PIP staff at: http://www.pip.org/members/staff .
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Table of Contents Organizational Information.................... 4
Team Guidelines ...................................... 30
Purpose of Process Industry Practices (PIP)...................................................... 5
Organizational Chart ...............................7
Steering Team Guidelines..................... 30 Function Team Guidelines .................... 34 Function Team Leader Guidelines ......... 36 Task Team Guidelines .......................... 40 Discipline Contact Guidelines ............... 42 Liaison to Function Team Guidelines .... 42 Work Processes Team Guidelines ......... 43 Function Team Leaders Team Guidelines ............................. 44
CII / PIP Relationship.................................. 8
Administrative Guidelines ......................... 46
Member Information............................... 9
Website Information.................................. 15
Chair Guidelines ................................... 46 Vice-Chair Guidelines ........................... 46 Financial Officer Guidelines .................. 47 Executive Committee Guidelines ........... 47 Strategic-Planning Team Guidelines ..... 48 Marketing Team Guidelines .................. 49 Legal Committee Guidelines ................. 49 Nominating Committee Guidelines ........ 50 General Meeting Committee Guidelines ....................................... 50 Awards and Recognition Committee Guidelines ....................................... 51
Internal Electronic Forms ...................... 16
PIP Practices Procedure ..................... 55
Obtaining Practices................................... 16
PIP Practices Defined............................... 56
Business Guidelines ............................ 17
Practices Numbering System.................... 57
Position Paper ........................................5
Structural Organization of PIP..................... 6 PIP Strategic Plan....................................... 7
Membership Guidelines ............................ 10 Obligations .......................................... 11 Subsidiaries/Affiliates .......................... 11 Owner Profile Form .............................. 13 Contractor Profile Form ....................... 14
Member Company List.............................. 15 PIP Roster ............................................ 15
Conducting PIP’s Internal Business .......... 18 PIP’s Business with Others....................... 19 Subscription Program ........................... 19 Licensing Agreements .......................... 19 PIP Relationship with Standards Developing Organizations (SDOs) .... 20
Practices Generation Process .................. 60 Practices Status Definitions .................. 60 Practice Generation Proposal ............... 62 Practice Revision Proposal ................... 62
Practice Review Process .......................... 63
Meetings Arrangements ...................... 21
Practices Approval Process...................... 66
Meetings Locations................................... 22
Guidelines for Writing Practices......... 68
Conference Calling ................................... 23
Practices Work Process............................ 69
PIP Office .............................................. 25
Practices Format ...................................... 71
Introduction to the PIP Office .................... 26
Guide Documents..................................... 74
PIP Director Guidelines ........................ 26 Staff Guidelines and Responsibilities .... 28
Common Glossary ............................... 76
Guidelines for Participants.................. 29
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Contents Organizational Information Purpose of PIP PIP Position Paper
5 5
Structural Organization of PIP
6
Strategic Plan
7
Organizational Chart CII/PIP Relationship
7 8
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December 2001
Organizational Information
Organizational Information
Purpose of Process Industry Practices (PIP) Process Industry Practices (PIP), founded in 1993, is a consortium of process industry companies sharing the goal of reducing process plant costs through the development and implementation of common industry Practices for detailed design, construction procurement, operation, and maintenance of manufacturing facilities for the process industry. PIP’s mission is to increase the value of the Engineering-ProcurementConstruction (EPC) process and enhance achievement of safety, health, and environmental objectives. PIP will accomplish its mission through ensuring the availability of common Practices created by the PIP Initiative. The set of PIP recommended Practices would be adopted and widely utilized among owner, engineering and construction companies. PIP Practices are similar in nature, scope and content to the internal technical specifications and standards that most large process industry companies maintain. PIP seeks to harmonize the internal company requirements that add little competitive advantage to any particular company to achieve a larger benefit for all. PIP’s vision is to deliver up to 6% reduction in Total Installed Cost (TIC) of facilities by voluntary acceptance and use of the common Practices.
Position Paper The PIP Position Paper---PIP – A Way to Achieve up to 6% Savings on Your Capital Projects, providing an overview of the PIP initiative is posted on the PIP website at: www.pip.org/downloads/Position_Paper.pdf
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Organizational Information
Structural Organization of PIP PIP is a self-funded initiative of owner and contractor companies working under the umbrella of the Construction Industry Institute (CII). CII is an officially designated, organized unit of the College of Engineering within the Bureau of Engineering Research at The University of Texas at Austin (UT). PIP is a sub-unit of CII. PIP membership is voluntary and is open to all owner companies that are qualified for CII membership, or engineering design and/or construction contractors serving owner companies. Many PIP members are also members of CII, although this is not a requirement for PIP membership. Members are classified as “owners” or “contractors” and membership is balanced with a goal of one contractor for two owners. PIP maintains an office in Austin, Texas, and employs a full-time Director and small staff, all UT employees. Additional information on the PIP office and staff is available on the PIP website at: www.pip.org/contact/index.html#stafff PIP Member Companies provide approximately 300 technical experts who develop Practices defined and approved by Member Company leadership. PIP Member Companies are committed to providing long-term support for updating the Practices. Principal funding for PIP is derived from unrestricted grants from Member Companies. Each Member Company provides one representative to the PIP Steering Team, which is responsible for all activities of the Initiative. The PIP Director is a non-voting member of the Steering Team. PIP’s officers [Chair, Vice-Chair (Chair-Elect)] are elected by the Steering Team, from its members, to serve one-year terms. Chair-appointed committees with specific duties make policy recommendations for Steering Team approval. The Steering Team creates and/or approves teams and advisory committees empowered to maintain the purpose of PIP. From the Member Company volunteers, the Steering Team has commissioned eight technical Function Teams in the following disciplines: • • •
Civil/Structural/Architectural (C/S/A) Coatings/Insulation/Refractory (C&I) Electrical
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Piping & Instrumentation Diagram (P&ID) Piping Process Control
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Machinery
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Vessel
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Organizational Information
Each Function Team is assigned a Sponsor who is a Steering Team member. The Sponsor serves as an ex-officio member of the Function Team and provides linkage to the Steering Team. The Steering Team authorizes development of Practices by the Function Teams. Function Teams establish Task Teams consisting of technical experts with specific content knowledge to develop the recommended Practices. Task Team members may be selected from the Function Team membership or may be other technical experts from Member Companies assigned to work only on specified Practices. An identified Function Team member serves as an ex-officio member of the Task Team and provides linkage to the Function Team. Roles and responsibilities of Teams may be found in the section titled: “Guidelines for Participants.” Go To: SECTION CONTENTS
PIP Strategic Plan The PIP Strategic Plan describes the voluntary cooperative effort, the Process Industry Practices (PIP) Initiative, that was organized to meet the perceived needs for voluntary recommended Practices. The first PIP Steering Team, consisting of a representative of each PIP member company, formally accepted the original PIP Strategic Plan as the basis for the organization on January 27, 1993. The PIP Strategic Planning Team annually reviews and updates the PIP Strategic Plan that is that is used as a basis of PIP’s planning to sustain its mission of increasing the value of the engineering-procurement process. The PIP Steering Team approves the PIP Strategic Plan. A copy of the Strategic Plan can be found on the PIP website at: www.pip.org/members/downloads/StratPlan.pdf
Organizational Chart A chart showing the organizational structure of PIP is located on the last page of the PIP Strategic Plan (See above web address for Strategic Plan.)
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Organizational Information
CII / PIP Relationship PIP and The Construction Industry Institute The PIP initiative recognized early in its development the value of a linkage to an established standards organization, an industrial trade organization, or an established industrial/academic consortium, and consulted with several organizations with interests similar to PIP. In early 1993, the PIP Steering Team and the Construction Industry Institute (CII) Board of Directors mutually agreed upon a relationship between PIP and CII at The University of Texas at Austin. CII is an officially designated, organized research unit of the College of Engineering within the Bureau of Engineering Research at The University of Texas at Austin. Its principal funding is derived from unrestricted grants by sustaining member companies in the construction industry. PIP is an officially recognized and separately funded sub-unit of CII.
Summary of P IP Organizational Inf ormation PIP is legally a part of CII/ T he University of T exas at Austin PIP is open to qualified companies who participate voluntarily PIP is self-f unded by participating companies (Member Companies) PIP is guided by the participating companies PIP participants are volunteers from sponsoring Member Companies PIP is committed to producing and providing long-t erm support for updating Practices for the process industry PIP is a separate consortium operating on a “break-even” basis with the lowest reasonable overhead and admi nistrative staff PIP is staffed by a Director and office staff, all UT employees
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Contents Member Information Membership Guidelines Obligations of Membership
10 10
Guidelines for Subsidiaries and Affiliates
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Owner Profile Form
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Contractor Profile Form
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Member Company List
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PIP Roster
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Website Information Internal Electronic Forms Obtaining Practices
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Member Information
Member Information
Membership Guidelines Membership in the PIP initiative is open to those companies with a vested interest in the total quality and cost effectiveness of the process industries. Owner companies qualified for Construction Industry Institute (CII) membership, and engineering design and/or construction contractors serving those owners are eligible for membership in PIP. The Initiative has one category of membership. Each Member Company is entitled to one vote on any team or committee, and each company is entitled to designate one principal and one alternate representative for each team. A quorum of at least half of the eligible voting members is required for action by any team or committee. Actions shall be approved by a vote of the membership.
Obligations of Membership Acceptance of membership in PIP requires a commitment to participate in the activities of the Initiative. Fulfillment of these responsibilities is necessary to produce the high levels of Member Company and individual member commitment, participation and attendance that is required to achieve the PIP Vision and Mission. All Members on PIP Teams or Committees are expected to attend at least 75% of all Team/Committee meetings (67% for people who travel from out of town to the meeting). PIP participation and attendance are tracked and reported on a quarterly basis to Steering Team Members and Function Team Sponsors/Leaders as aids in helping Team Leaders fulfill their roles and responsibilities. Tracking criteria are as follows: 1.
Steering Team attendance
2.
Executive Committee attendance
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Function Team attendance
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Overall Participation by Member Companies
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(Steering Team, Function Teams, Function Task Teams, Executive/Other Committees)
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Member Information
Summary of PIP Membership agreement: •
A commitment to improvement of the process.
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Pay annual dues as prescribed.
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Participation by senior company standards personnel on the PIP Steering Team, with the principal or alternate team member typically attending the four quarterly meetings per year. Steering Team participation contributes to the overall management of the PIP Initiative and involves the allocation of resources for PIP work.
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Provide resources (personnel) who are fully qualified, available, and personally committed to meeting the expectations of participation in PIP. Participation of experienced company personnel on Function Teams and committees of the Initiative is crucial to the continued success of PIP.
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Voluntarily adopt and implement PIP Practices
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Voluntarily share for PIP purposes, under appropriate safeguard, nonproprietary information with Function Teams and with the membership in general.
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Provide e-mail connectivity to all of their company’s PIP participants.
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Follow PIP Business Guidelines (See:“Business Guidelines” section).
Guidelines for Access to Process Industry Practices Among Subsidiaries and Affiliates of PIP Members - April 2000: • PIP Member Companies/Subscribers are responsible for managing access to PIP Practices among their subsidiaries and affiliates. • A “one-step” rule applies in all circumstances, to guide PIP members as they manage access of PIPs to their affiliates and subsidiaries. For example, PIP contractor members can use PIPs on a project with a non-PIP-member client (one step), but that client cannot extend the use of PIPs on subsequent projects with another non-PIP contractor (two steps). • Where subsidiaries are granted rights to access PIP Practices from parent companies that are PIP members, and if those subsidiaries are jointly owned by PIP members and non-members, then access to PIP will not flow through the jointlyowned subsidiary to non-member parent companies.
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Member Information
• PIP Member Companies may not provide access to PIP documents to third parties where there is no equity interest, other than on projects where either the contractor or the owner is a PIP member. • PIPs are meant to be an integral tool in the members’ businesses, but may not be “sold” or “licensed” to third parties as a separate stand-alone product, or as part of a stand-alone set of standards. • Any eligible company can join as a Member or Subscriber at any time if they elect to do so.
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Where PIPs are integrated into members’ internal standard, the PIP Practices’ format, look and feel, including the logo, must be retained.
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Member Information
Company Name: _______________________________________
O w n e r P r o fi l e COMPANY REPRESENTATIVE Name: _____________________________________________________________________________________ Title: ______________________________________________________________________________________ Address:____________________________________________________________________________________ Phone: _____________________________________________________________________________________ Will the above person be your Steering Team member? [ Yes ] [ No ] Parent Company (if applicable): _________________________________________________________________ Subsidiary Companies (if applicable): ____________________________________________________________
COMPANY INFORMATION Approx. Annual Revenue Estimate: $__________________ Approx. Number of Employees: ________________ Location of Facilities: _________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Describe the process your company uses to 1) develop new Engineering Standards and 2) update existing standards: ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Annual Cost to Develop/Maintain Standards (incl. work hours, materials, expenses, overhead, etc.): ____________
MARKETS SERVED Principal Products or Services: __________________________________________________________________ ___________________________________________________________________________________________ Locations Served: ____________________________________________________________________________ ___________________________________________________________________________________________ Customer/Client Types: _______________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________
OPERATIONS Average Annual Capital Program: $__________________ Industries Served: [ ] Refining [ ] Chemical [ ] Specialty Chemicals [ ] Pulp & Paper [ ] Other ______________ Number of Home Office Employees: __________________ S.I.C. Codes: ______________________________
PIP INTEREST What benefit do you expect from PIP membership? _________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ How many participants in PIP do you anticipate? __________________ Other Major Industry Organization Participation: ___________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Rev. 2/01 December 2001
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Member Information
Company Name: _______________________________________
Contractor Profile COMPANY REPRESENTATIVE Name: _________________________________________________________________________________________ Title: __________________________________________________________________________________________ Address:_______________________________________________________________________________________ Phone: ________________________________________________________________________________________ Will the above person be your Steering Team member? [ Yes ]
[ No ]
Parent Company (if applicable): ________________________________________________________________ Subsidiary Companies (if applicable): ____________________________________________________________
COMPANY INFORMATION Approx. Annual Revenue Estimate: $_________________ Total Installed Value of Projects: _______________ Location of Facilities: _________________________________________________________________________ ___________________________________________________________________________________________ Approx. Number of Permanent Employees: _____________ S.I.C. Codes: ______________________________ Number of Home Office Employees: _____________________________________________________________ Describe the process your company uses to 1) develop new Engineering Standards and 2) update existing standards: ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Annual Cost to Develop/Maintain Standards (incl. work hours, materials, expenses, overhead, etc.): ____________
MARKETS SERVED Principal Products or Services: __________________________________________________________________ ___________________________________________________________________________________________ Locations Served:_____________________________________________________________________________ ___________________________________________________________________________________________ Customer/Client Types: _______________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Industries Served: [ ] Refining [ ] Chemical [ ] Specialty Chemicals [ ] Pulp & Paper [ ] Other ________________
PIP INTEREST What benefit do you expect from PIP membership? _________________________________________________ ___________________________________________________________________________________________ How many participants in PIP do you anticipate? __________________ Other Major Industry Organization Participation: ___________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Rev. 2/01
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Member Information
Member Company List A current list of PIP Member Companies is shown on the PIP website at: www.pip.org/membercos/index.html
PIP Roster The PIP Roster lists all PIP Team Members with mailing addresses, phone and FAX numbers and e-mail addresses. A key on the cover page of the Roster lists the abbreviations used to show information about each entry in relation to PIP participation. The Roster is maintained by the PIP office and is available to PIP participants from the PIP website at: www.pip.org/members/roster/index.html The Roster is updated monthly by the Teams and committee leaders.
Website Information The PIP website ( www.pip.org/ ) was established to keep industry informed about the PIP initiative and to provide PIP information and electronic access to Practices for Member Companies and Subscribers. (Print versions of Practices are available for sale to non-members. (See: “Obtaining Practices” in this section and “Subscription Program” in the “Business Guidelines” section.) Any web user can access the PIP website for information about PIP and for a listing of published Practices. Members have access to the Practices and to additional information about PIP through the website section “Members Area.” The PIP Members Area requires a login user-name, and a password that is changed quarterly. Passwords are communicated to PIP Steering Team members and Function Team Leaders by the PIP Office Manager. Team Leaders distribute passwords to their Team members. Team members can also contact the Team Leader or their company’s Steering Team member to obtain the current password. The importance of maintaining security of the “Members-only” area of the website should be emphasized when the PIP password is released to users within Member Companies. Access to the PIP Subscription Program’s website area requires user-names, unique to each Subscriber, and passwords that are changed quarterly. Passwords are communicated to a designated company contact for each Subscriber company. The importance of maintaining the security of each Subscriber’s password is emphasized when the PIP password is assigned to each Subscriber Company. PIP is utilizing the “eRoom” software program as the standard electronic file cabinet system for Function Teams and as a method for electronic team collaboration and Go To: SECTION CONTENTS December 2001
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Member Information
communication. An interactive tutorial is available at: www.instinctive.com. Instructions for using eRoom are also shown on the PIP website at: www.pip.org/members/erooms/index.html Although PIP continues to maintain the latest in virus protection for the PIP website, it is impossible to guarantee the complete safety of any electronic file. Users of electronic medium should know the risks and employ the latest up-to-date virus protection. PIP uses McAfee’s Virus Scan, updating the Virus Scan data files as necessary. Visit Network Associates’ website at: networkassociates.com for information on current computer viruses and information on how to repair virus damage. Note: In 2000, PIP’s website address (url) changed. PIP documents referred to in earlier versions of the Manual may reflect the url for PIP’s original website (pipdocs) which is no longer a valid website for Process Industry Practices (PIP).
Internal Electronic Forms Internal forms PIP uses are available electronically through the PIP website at: www.pip.org/members/forms/index.html. Sections of the Manual that describe the use of PIP forms will show specific urls and refer the Manual user to the “forms” section of the PIP website. Go To: SECTION CONTENTS
Obtaining Practices PIP Practices are copyrighted and are available for purchase by any interested party. The website listing of published Practices, with abstracts and prices, is open to any user at: www.pip.org/practices/index.html. PIP Member Companies have perpetual, royalty free, non-exclusive use of PIP publications. All published Practices are available to PIP members in .pdf format through the PIP website at: www.pip.org/practices/index.html. PIP Members Area pages on the website are password protected. Information on accessing the protected part of the PIP website, including obtaining Practices from the Members Area of the PIP website can be found in the section “Website Information.” PIP Member Companies also have access to the Practices in the native file format through a separate password that is communicated to Steering Team members only. Practices in native file format are provided only for convenience of the Member Companies. Steering Team members can designate participants within the Member Company to receive the password for the native files, as their company need arises. PIP policy does not authorize changes to published PIP Practices and Member Companies who choose to change a native file document for their internal use must re-designate such file as internal and not maintain the PIP identity of the document.
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Contents Business Guidelines Conducting PIP’s Internal Business
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PIP’s Business with Others
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Subscription Program
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Licensing Agreements
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PIP and Standards Developing Organizations (SDOs)
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Business Guidelines
Business Guidelines
Conducting PIP’s Internal Business PIP Member Companies are competitors in the process industry, therefore PIP must conduct its business in a manner in compliance with business law. As a reminder of this important element of PIP business, each PIP meeting and teleconference begins with a brief review of PIP Business Guidelines for general meetings and/or meetings conducted by telephone. The General and Teleconference Meeting Guidelines are listed on the web at: http://www.pip.org/members/meetings/guidelines.
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Business Guidelines
PIP’s Business w ith Others PIP conducts business with other organizations and has appropriate formal agreements to define the relationship with those entities. This section contains information on PIP’s relationship with other organizations. PIP Subscribers are listed on the PIP webpage at: www.pip.org/subscr/index.html. For a list of PIP Licensees go to: www.pip.org/licensees/index.html.
Subscription Program The PIP Subscription Program (PIP-SP) makes PIP Practices available to nonmember subscribers as an entire set of published Practices or in sets by engineering discipline. Subscribers access Practices in .pdf format via the PIP website, and receive notification from the PIP webmaster as the Practices are published. Subscribers also have access to published PIP Electronic Entry Data Sheets (EEDS). PIP membership is not included with the purchase of a subscription, and membership is not a prerequisite to becoming a Subscriber. The Subscription Program does not include PIP voting rights or participation on PIP teams/committees. Subscribers have the opportunity to attend PIP functions by special invitation and will receive acknowledgement from PIP for post-publication comments to Practice content. Potential subscribers include suppliers and vendors serving the process industry, who are not eligible for membership in PIP, and owners and contractors who have a use for the Practices but do not choose to allocate resources for participation in the Practice development process (i.e. PIP membership). Information on the Subscription Program is available from the PIP office and on the PIP website at: www.pip.org/subscribers/. Go To: SECTION CONTENTS
Licensing Agreements PIP has and continues to develop licensing agreements with other industry-related organizations. PIP has cooperative agreements and/or contract agreements with Standards Developing Organizations (SDOs) and with technical companies who are incorporating the Practices in their products. Information on the PIP Licensing program is available from the PIP Director and on the website at: www.pip.org/licensees/licensprog/index.html.
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Business Guidelines
PIP Relationship with Standards Developing Organizations (SDOs) PIP’s purpose is to eliminate variation among Member Company internal standards that are often overlays to SDO standards. PIP’s intended role is complementary, not overlapping or competitive to SDOs. The process industry benefits when PIP appropriately influences SDO standards. This influence is achieved by collaborating with SDOs to integrate PIP content into their standards, reducing the requirement for overlay documents. The result is a consolidation of technical requirements applicable to the process industry. For this consolidation to be successful, all involved should have a clear understanding of PIP’s goals, and there must be a close working relationship between PIP and the SDOs. For more information on PIP’s relationship with SDOs, see the website at: www.pip.org/members/resources/index.html#sdorelation Go To: SECTION CONTENTS
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Contents Meetings Arrangements Meetings Locations
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Conference Calling
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Meetings Arrangements
Meetings Arrangements
Meetings Locations Because several PIP Member Companies are located in the area, Houston, Texas, has been designated a convenient site for meetings. Utilizing the hotels located in the Bush Intercontinental Airport area makes car rental optional for members flying to Houston. PIP pays for team meeting costs at hotels in the vicinity of the airport. PIP negotiates for special overnight and meeting room rates; a fixed, person/day rate includes meeting room, continental breakfast, refreshments, and lunch in the hotel. Team meetings for an entire year are scheduled annually through the PIP office. Notification for scheduling the next year’s meetings is sent to each Function Team Leader in November of each year. The meetings schedule for the current year is posted on the PIP website at: www.pip.org/members/meetings/schedules/index.html. To make arrangements for special meetings or additional meetings during the year, call the PIP office at 512-232-3041. Teams exercising the option of meeting in the facilities of a Member Company should make those arrangements through the host company. Notification and meeting details should be sent to the PIP office so that meeting information made available to the membership on the website can be kept current. Occasionally a team may choose to meet at the PIP office in Austin, Texas. Teams are welcome to meet at the PIP office. Arrangements for meetings in Austin must be made in advance through the PIP Secretary at 512-232-3041. Rental cars are necessary for air travelers to Austin. Teams may consider conference calls as a meeting alternative Details on arranging conference calls through the PIP office can be found in this section in “Conference Calls”.
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Meetings Arrangements
Conference Calling “Meet Me” conference calling, a service available to PIP through The University of Texas phone service, allows individuals to dial without the help of an operator into a preset group call. Callers can be physically located anywhere. Each caller is billed separately to the caller’s number as with any long distance phone call. There is no charge to PIP for the service. “Meet Me” calls must be scheduled in advance through the PIP office. Any group leader can call the PIP office with the information* required to set up the call. *(See next page.) The PIP Secretary will schedule the “Meet Me” call and transmit via phone or email to the group leader setting up the call, the phone number to use for the call. The group leader transmits the phone number to all other call participants. The phone number is assigned for one conference call only. “Meet Me” conference calls should be scheduled as early as possible to assure availability of UT phone lines dedicated to this service. Last-minute calls can be arranged if lines are available; however, a minimum of 24 hours prior to conference call time is recommended. The call originator is advised to check the “Meet Me” call line during the 15-minute period prior to the call starting time. (UT telephone services sets-up the call 15 minutes prior to call time). The call is set up properly if the caller checking the setup hears the phone number ring. A problem is indicated if the caller hears: “We’re sorry your number cannot be completed as dialed. Please check your number and dial again.” Please call the PIP office (512/232-3041) immediately to report any problem. The PIP office will contact UT telephone services to clear the problem in time for the scheduled conference call. At the time of the conference call, each participating individual will dial the designated phone number and will be automatically connected to the call. The first person dialing the number will open the conference line but will continue to hear the phone ring and should remain on the line until additional callers dial in. While the “Meet Me” call is in session, participants can hang up, make other calls, and redial the conference call number and be reconnected. Participants will hear a slight noise as callers are connected and disconnected. The call is completed when the last caller hangs up.
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Meetings Arrangements
Summary of “Meet Me” Conference Call procedure: Call the PIP office at 512/232-3041 with the following information: 1. Date and time of call (Start, End) If ending time is scheduled, the call will be cut off with no warning at the scheduled ending time. If ending time is not scheduled, a contact person must call the PIP office to say the call has been completed. An estimate of the call’s length is required to set up the call. 2. Number of callers (Maximum number − estimate is OK) The telephone numbers are assigned according to line-volume capabilities. 3. Name and phone number of call originator
(group leader)
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Contents PIP Office Introduction to the PIP Office Director Guidelines Roles and Responsibilities of the PIP Director Staff Guidelines and Responsibilities
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December 2001
PIP Office
PIP Office
Introduction to the PIP Office PIP’s office in Austin, Texas coordinates the activities of the volunteer organization. The PIP Director and a small staff maintain the office. Contact information for the PIP office and staff is available on the PIP website at: www.pip.org/contact/index.html
PIP Director Guidelines The PIP Director reports to the PIP Executive Committee and Steering Team. The Director is the principal point of contact with The University of Texas at Austin and is PIP’s principal contact with industry. The Director provides day-to-day leadership and manages ongoing activities of the Initiative and, to the extent consistent with the law and University of Texas policy, implements decisions made by the Steering Team and the Executive Committee. The Director solicits Member Companies to supply qualified Steering Team members who will champion the PIP initiative within the Member Companies. The Director responds to financial management and administrative guidelines required by the University of Texas and by CII. The Director serves as an Associate Director of CII and, as such, has a reporting relationship to the CII Director. The PIP Director shall be a non-voting member of the PIP Steering Team. The Director records and maintains the minutes of the Steering Team meetings, monitors overall participation of Member Companies and recognizes performance of members in leadership roles. The Director is responsible for recruiting, supervising, and directing the PIP staff in performance of its duties. Go To: SECTION CONTENTS
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PIP Office
Roles and Responsibilities of the PIP Director •
Manages, supervises and provides support, guidance, and recommendations to PIP organizations as directed by the Steering Team; maintains contact with PIP member representatives; orients new members as required; and responds to potential member inquiries
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Works with volunteers and attends the organization's meetings to remain current in volunteer effort status, problems and progress
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Plans and executes tasks in support of meetings, workshops, symposia, etc.
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Conducts activities to conform with the PIP Strategic Plan and principles
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Represents PIP to industry representatives and the general public through writing, speaking and media inquiry responses
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Develops and implements appropriate metrics to measure PIP effectiveness.
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Develops procedures for management of preparation, reproduction, marketing and maintenance of PIP products
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Ensures appropriate legal review of PIP activities and products as required
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Has computer knowledge sufficient for managing graphics and publishing techniques
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Plans and executes work independently to maintain a central PIP office, files and records, and product inventory
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Develops the annual budget, supervises account maintenance and reporting, and conducts activities within approved budgetary limits
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Has experience in process industry capital project development and delivery as an owner representative, designer or builder
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Has knowledge of standards – procedures for designation, availability and components
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Has previous exposure to legal concepts dealing with intellectual property and industry competition
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Has managerial or supervisory experience to provide staff support and guidance
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Has experience in a university campus environment
•
Non-voting member of PIP Steering Team, Executive Committee, Legal Committee, Marketing Team, and Strategic Planning Committee.
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PIP Office
Staff Guidelines and Responsibilities The PIP staff performs the duties assigned by the Director. Included in the duties of the PIP office staff are:
•
Maintain membership information
•
Maintain business office for Initiative
•
Maintain Rosters
•
Maintain meetings calendar
•
Arrange meetings
•
Produce reports for quarterly Steering Team and Function Team Leaders’ meetings *
•
Maintain permanent files for Team meeting minutes
•
Edit and format Practices
•
Coordinate Member Company Review (MCR) and Steering Team (ST) ballot of approved Practices
•
Electronically publish Practices
•
Maintain database containing records for Practices
•
Maintain permanent and archival files for Practices
•
Maintain the PIP website
•
Interface with volunteers from the Initiative to resolve issues
* For specific reports, see also the section “Steering Team Guidelines.”
Go To: SECTION CONTENTS
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Contents Guidelines for Participants Team Guidelines Steering Team Guidelines Roles and Responsibilities -Steering Team Member Role and Responsibilities - Sponsor to Function Team
30 32 33
Function Team Guidelines
34
Function Team Leader Guidelines
36 37 38 39 39
Role and Responsibilities - Function Team Leader Sample Letter of W elcome to Team Member Forms Submitted By Function Team Leader Function Team Co-Leader Guidelines
Task Team Guidelines Role and Responsibilities - Task Team Sponsor
40 41
Discipline Contact Guidelines
42
Liaison to Function Team Guidelines
42
Work Processes Team Guidelines
43
Function Team Leaders Team Guidelines
44
Administrative Guidelines
46
Chair Guidelines
46
Vice−Chair Guidelines
46
Financial Officer Guidelines
47
Executive Committee Guidelines
47
Strategic-Planning Team Guidelines
48 48
Role of the Strategic Planning Team
Marketing Team Guidelines
49
Legal Committee Guidelines
49
Nominating Committee Guidelines
50
General Meeting Committee Guidelines
50
Awards and Recognition Committee Guidelines
51 51
Description of PIP Awards
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Return To: Main TABLE OF CONTENTS
Guidelines for Participants
Guidelines for Participants
Team Guidelines PIP Member Companies provide the technical experts who write PIP Practices. Each Member Company can designate one principal and one alternate representative to any team or committee; however, the company is entitled to only one vote on each Team issue. A quorum of at least half of the eligible voting members is required for action by any team or committee. Actions shall be approved by vote of the members present. For more information on PIP Teams, see the PIP Strategic Plan at: www.pip.org/members/downloads/StratPlan.pdf Go To: SECTION CONTENTS
Steering Team Guidelines The Steering Team, comprised of a representative from each Member Company, is the leadership and policy-making group responsible for direction of all activities of the PIP Initiative. Steering Team participation contributes to the overall management of the Initiative. The PIP Strategic Plan states that Steering Team members shall be technically qualified, empowered to act decisively, and positioned within their companies to influence resource allocation and adoption of the Practices. Acceptance of the Steering Team position implies a commitment to participate in the activities of the Initiative. The Steering Team Chair and Vice-Chair shall be elected by the Steering Team and shall serve also as Chair and Vice-Chair of the Executive Committee. The PIP Director shall be a non-voting member of the Steering Team, Executive Committee, Legal Committee, Marketing Team and Strategic Planning Team. The PIP Director is responsible for recording and maintaining the minutes of the Steering Team and Executive Committee. The Steering Team creates the Function Teams and other teams or advisory committees as needed, and approves formation of Task Teams by the Function Teams. The Steering Team approves Chairs of all committees and Leaders of all Function Teams. A Steering Team representative may be a member of any committee or Task Team. Steering Team members elected as Function Team Sponsors provide linkage from the Steering Team to the Function Teams. Steering Team members submit names of technically qualified representatives as Function Team members from their companies to
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Guidelines for Participants
the Function Team Leaders, Sponsors, PIP Chair, Vice-Chair, and PIP Director. The Steering Team member is responsible for keeping current the information shown on the PIP roster to reflect company participation. The Steering Team member serves as default recipient of a Function Team request for material and reviews of material if there is no representative from the Member Company on the Function Team. In this capacity the ST Member becomes the Discipline Contact for that company on that Function Team. The Steering Team member assures that all Function Team members and other participants from their companies understand expectations of their roles. The Steering Team shall convene at least once per quarter. The Steering Team Member or Alternate is committed to attend at least three of the quarterly meetings each year. An Action Register of items from previous Steering Team meetings is maintained in the PIP office, with individual items on the list remaining active until the issue is resolved. Prior to each quarterly Steering Team meeting, the PIP office e-mails to each Steering Team member the following information (items shown with * are transmitted two weeks prior to meeting): Agenda for the Steering Team meeting * Function Team Report (FTR) completed by the Function Team Leaders * Practice Generation Proposals and Practice Revision Proposals received from Function Teams * Additional/background information on agenda items For more information see “Roles and Responsibilities of the Steering Team Member” and “Role and Responsibilities of Steering Team Sponsor to Function Team” on the next pages.
Go To: SECTION CONTENTS
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Guidelines for Participants
Roles and Responsibilities of the Steering Team Member
•
Manage participation/supply resources
•
Work with my company's PIP team members to identify problems/issue
•
Sponsor continuous improvement - including establishing expectations/monitoring performance
•
Champion awareness and implementation of PIP including sense of urgency in company for PIP; set goals, educate people and pioneer
•
Funding focal point
•
Participate as Function Team sponsor
•
Participate on Steering Team Subcommittees
•
Provide recognition and support of my company's participants
•
Represent my company position/vote
•
Represent PIP to and within my company
•
Critically analyze/authorize Function Team activities
•
Set direction/map strategy to optimize owner/contractor interaction
•
Assure reduction in costs (>2%)
•
Spearhead company adoption/internalization
•
Recruit new members – provide contacts for Marketing Team
•
Promote industry-wide acceptance of Practices
•
Sell to customer
•
Set overall strategy of PIP
•
Assure adoption principals are understood by their company participants
•
Assure company provides standards for harmonization
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Guidelines for Participants
Role and Responsibilities of Steering Team Sponsor to Function Team •
Attend at least part of each Function Team meeting (at least by teleconference)
•
Communicate Steering Team direction and administrative directives to Function Team (e-mail, phone, fax, meetings)
•
Participate on Executive Committee/represent Function Team
•
Motivate Function Team
•
Offer direction to Function Team
•
Offer management perspective
•
Communicate expectations of membership
•
Work with Function Team Leader to promote participation/attendance
•
Be a facilitator of: − Internal Function Team issues − TOC and schedule forecast − Team meetings − The Team's processes
•
Ensure Team focuses on Team charter
•
Pay attention to process rather than be a Subject Matter Expert
•
Interface with other Steering Team members to: − encourage participation of Discipline Contacts − encourage participation of Function Team/Task Team members − encourage funding to allow participation − convey levels of Function Team member participation − help obtain resources for Function Teams − report Function Team activities and be an advocate for Function Team
•
Sell participation to Team's company management
•
Encourage Function Team members to communicate with their Steering Team members
•
Resolve issues/provide liaison between Function Teams and PIP office
•
Observe/benchmark other Function Teams for best Practices
•
Referee disputes between Function Teams
•
Attend Function Team Leaders meeting
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Guidelines for Participants
Function Team Guidelines PIP Function Teams (FT)s are technical teams organized along engineering disciplines or major areas of engineering technology – Civil/Structural/Architectural (C/S/A), Electrical, Coatings, Machinery, Piping and Instrumentation Diagram (P&ID), Piping, Process Control, Refractory, Vessel. Member Companies can best influence the content of Practices in a specific technology by having a representative on the FT for that discipline. The FTs, the primary link to the Member Company technical communities, are charged with the creation of Practices, including obtaining input and gaining consensus within their companies on all technical issues and with promotion of adoption of all approved Practices. FTs are responsible for the technical content of Practices, and for periodic review and maintenance of Practices. The FTs develop and maintain an internal list of the Practices in each discipline, identifying and referencing appropriate materials from existing sources, such as technical societies and from collections of Member Company internal standards. FTs identify and prioritize the lists of recommended Practices to be compiled and harmonized. FTs are responsible for following the procedure in the Practices Generation Proposal (PGP) and the Practices Revision Proposal (PRP) to secure Steering Team approval for work to begin on Practices. See “PGP” and “PRP” in the section “PIP Practices Procedure.” FTs are responsible for responding to comments on Practices as Go To: shown on the “Responses to Member Company Review (Action Chart)” in the “Work SECTION CONTENTS Process” section and to comments of the “Subscriber” as described in the “Business Guidelines” and “Practices Review” sections. Members of the FT are experienced technical people who are thoroughly familiar with the technology in their disciplines and with their internal company standards as well as industry codes and standards. FT Members are engaged in the design, procurement, and construction activities of their companies and are empowered to represent their companies in technical areas. Each Member Company may appoint a representative and an alternate to each of the FTs. When the FT member is not available, the Alternate serves in place of the FT member, attending meetings and representing the Member Company with the same rights and responsibilities as the FT member. A Function Team Leader (FTL) is elected by the FT. The FTL’s responsibilities are shown under “FTL Guidelines” in this section. FTs charter Task Teams to harmonize the source standards that are the basis of the PIP Practices. The Task Team member does not have to be a member of the Function Team. A Function Team as a whole or in part may serve as a Task Team or may identify persons
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Guidelines for Participants
within the FT member’s company to serve as Task Team members. See more information on Task Teams in this section. A Sponsor, appointed by the Steering Team and responsible for linkage to and communication with the Steering Team, serves as an ex-officio member of each Function Team. The Sponsor is both a Steering Team member and a member of the Executive Committee. For more information on the Sponsor, see “Role and Responsibilities of the Steering Team Sponsor to the Function Team” in this section. A Member Company may choose to appoint a Discipline Contact for a FT in lieu of active participation on the FT. The Discipline Contacts is expected by communication conduit between the company and the FT. The Discipline Contact will review the written and online material generated in the Team meetings and provide input to the FT. Although the Discipline Contact does not normally attend FT meetings, the Discipline Contact has the option to attend. A FT may appoint a liaison to another FT when the level of mutual interest or scope of work in a Practice is high enough to suggest a relationship. Each Member Company has one vote in the activities of the FT. Liaisons and Discipline Contacts have input but no vote on FT issues. Alternates vote only in the absence of the FT member. Steering Team members have the right and obligation to provide FT members from their companies. Steering Team members communicate complete Roster information for each Team to the PIP office. The PIP office maintains the official Roster containing Team members’ names, mailing addresses, telephone and FAX numbers, and Go To: SECTION e-mail addresses. The roster is posted on the PIP website at: CONTENTS www.pip.org/members/roster/index.html. FT meeting schedules are determined by each team. Teams are encouraged to set meeting dates as far in advance as possible to accommodate Team members’ work schedules. FT members are expected to attend 75% of the Team’s meetings (67% for those members traveling from out of town). FT members commit to out-of-meeting work and preparation. Some FT work may lend itself more to teleconferencing, the use of eRoom, and other electronic means of communication. A meetings schedule, maintained by the PIP office, is posted on the website. Minutes of FT meetings are recorded and a copy sent to the PIP office. FTs prepare a “Function Team Report (FTR)” to be presented by the FTL, or his/her designee, at the FTL meeting each quarter. For more information on the Function Team Report, see “FTL Guidelines” in this section. Visitors from prospective member companies may, at the discretion of the FTL and Sponsor, attend a reasonable number of Team meetings. Visitors should obtain consent
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Guidelines for Participants
from the FTL or Sponsor before attending a FT meeting. Draft documents will not normally be distributed to visitors.
Function Team Leader Guidelines Function Team Leaders (FTL)s are responsible for chairing or leading all groups within their respective Function Teams (FT)s or designating an alternate chair or leader, and for soliciting FT members, or obtaining other qualified members, to serve on Task Teams. FTLs are charged with the responsibility for all actions of their respective FTs and for ensuring that PIP procedure is followed in the FT’s production of the Practices. FTLs are responsible for submitting Function Team Reports to the Steering Team, and Practice Generation Proposals (PGP) and Practice Revision Proposals (PRP) for Steering Team approval to begin work on Practices. (See PGP and PRP in the section on “PIP Practices Procedure.”) FTLs are elected by their respective FTs to serve a two-year term. The Steering Team must approve the election of FTLs. FTLs may be re-elected and confirmed by the Steering Team for reappointment. FTLs attend at least 75% of their FT’s meetings. FTLs, or their designees, are responsible for planning Team meetings and for checking and initialing hotel bills for accuracy of services received. FTLs are responsible for transmitting FT meeting dates and schedule changes to the PIP office for the composite meetings schedule. FTLs are responsible for appointing a recorder of FT meeting minutes and for transmitting a copy of the minutes to the PIP office or posting the minutes in eRoom and notifying the PIP office. FTLs are responsible for maintaining a FT Roster and for submitting Roster changes to the PIP office in a timely manner. A sample letter of welcome to new FT members for FTL use is included in this section. FTLs attend at least 75% of all quarterly meetings of the Function Team Leaders Team. FTLs, their representatives, or the FT Sponsors report information requiring Steering Team action from the FTL’s Team to the Steering Team at quarterly meetings. For a summary of the primary responsibilities of the FTL, see “Role and Responsibilities of the Function Team Leader,” on the following page. For additional information see also the following sections: “Function Team Guidelines” “Task Team Guidelines” “Meetings Arrangements”
December 2001
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36
Guidelines for Participants
Role and Responsibilities of Function Team Leader •
Schedule, Chair, Lead/Facilitate Function Team meetings
•
Lead Team to timely completion of tasks and monitor status of tasks
•
Determine and communicate resource needs/Team needs
•
Identify Task Team Leaders
•
Communicate behavioral expectations to members
•
Monitor/encourage/motivate Function Team
•
Bring closure to unresolved issues
•
Recognize/Reward Team accomplishments
•
Practice efficient use of communication
•
Solicit Member Company specs for harmonization
•
Maintain technical and functional content of all documents to PIP standards
•
Assure that all Practices receive a comprehensive final edit before submission
•
Report for Function Team at Function Team Leaders meeting
•
Observe/benchmark other Function Teams for best Practices
•
Sell participation to own company/encourage Team members to do same
•
Promote implementation in own company and Team members' companies
•
Encourage Team members to communicate issues to their own Steering Team members
•
Maintain Team Table Of Contents
•
Maintain Roster
•
Receive/distribute key correspondence from PIP office
•
Communicate all activities, including attendance and minutes, to PIP Office
•
Work with PIP Staff to arrange meeting facilities/agenda
•
Control costs
•
Sell PIP to the industry
Go To: SECTION CONTENTS
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Guidelines for Participants
(Sample Letter for Function Team Leader to Welcome New Me m b e r s )
TO: DATE: FROM:
(Function Team Leader) (Function Team)
I am very glad to welcome you to the ____________ Function Team. Thank you for joining us in developing the Process Industry Practices that we all need to stay competitive. The PIP Operations Manual, available on the PIP website at: www.pip.org contains PIP background information and operating guidelines. I recommend that you read the Manual and use it as a reference. Some of the information will be more helpful to you after you have attended some Function Team meetings.
(Paragraph by Function Team Leader describing work of the Function Team)
Information on the Task Teams working along with our Function Team will be given to you at a Team meeting or in Team meeting minutes. Please consider joining or leading one of our Task Teams. A Function Team Roster is available on the PIP website at www.pip.org/members/roster/index.html
Please call me to discuss any questions you have. Again, welcome to the ____________ Function Team.
Go To: SECTION CONTENTS
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Guidelines for Participants
Forms Submitted by the Function Team Leader FT information, including action required by the Steering Team, is reported by the FTL on the “Function Team Report (FTR)” submitted to the PIP office two weeks prior to each quarterly Steering Team meeting. An online FTR is available on the PIP website at: www.pip.org/members/forms/index.html The FTL submits a “Practice Generation Proposal” (PGP) or a “Practice Revision Proposal” (PRP) to obtain approval for the FT to begin work on or to revise a Practice. The FTL includes the PGP/PRP when the FTR is submitted to the PIP office two weeks prior to each quarterly meeting to provide time for the Steering Team to assess the need for the Practice and assess the resources requirement. Online copies of the PGP and PRP are available on the PIP website at: www.pip.org/members/forms/index.html. For more information on the PGP and the PRP, see the sections “PIP Practices Procedure.”
Note: The Function Team Report was formerly titled “Common Reporting Form.”
Function Team Co-Leader Guidelines Function Team Co-Leaders are elected by their respective Function Teams (FT)s to serve a two-year term to assist the Function Team Leader (FTL) in administrative tasks as determined within each Team. The FT Co-Leader assumes the role of Team Leader at the request of the FTL or whenever the FTL is absent from a Team meeting.
Go To: SECTION CONTENTS
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Guidelines for Participants
Task Team Guidelines Task Teams write the Practices. Task Teams are chartered by Function Teams to work on one or more specific Practices, as defined in the Task Team charter, but may be assigned additional subjects during the life of the Team. Task Team members are technical representatives from the Member Companies, chosen for their competence in the target subject area, and for their experience and expertise necessary to compile and harmonize PIP Practices. Task Team members do not have to be members of Function Teams; however, a Function Team as a whole or in part may serve as a Task Team, or a Task Team may include other Member Company personnel chosen for expertise in the subject area of the Practice. Task Team members are appointed by the Steering Team member after consultation with the Function Team and with concurrence of the respective Function Team Sponsor. A Function Team member is appointed by the Function Team Leader to act as Sponsor for the Task Team. The Task Team Sponsor acts as liaison between The Task Team and the Function Team. A Task Team Leader is selected by the Function Team Leader, after consultation with the Function Team and Task Team Sponsors when Function Team charters the Task Team. Task Team Leaders serve for the duration of the Task Team’s charter. When a Task Team is chartered, a “Practices Generation Proposal” (PGP) that includes a request for Task Team members is transmitted by the Function Team Leader to the PIP office via the PIP website. If Task Team members are know, names of the Task Team members are submitted with the PGP. The PGP received from the FTL is submitted to the PIP Steering Team at its quarterly meeting by the PIP office. Approval of the PGP implies approval of the Task Team that will develop the Practice. Task Teams should be constructed to assure liaison with Function Teams of other disciplines. Task Teams submit drafts of proposed Practices to the chartering Function Team, are guided by the Function Team, and respond to comments from the Function Team. The Task Team “owns” the particular proposed Practice until consensus on the content is reached. Task Team members are expected to attend at least 75% of all Task Team meetings (67% for those traveling from out of town), and to meet all commitments regarding completing work outside of meetings and preparation for meetings. See also: “Role and Responsibilities of the Task Team Sponsor” on the following page, and “Practices Work Process” in the section “Guidelines for Writing Practices.” Go To: SECTION CONTENTS
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Guidelines for Participants
Role and Responsibilities of Task Team Sponsor •
Attend at least part of each Task Team meeting (at least by teleconference)
•
Communicate expectations of membership
•
Facilitate internal Task Team issues
•
Offer direction to Task Team
•
Ensure Team focuses on Team Charter
•
Be a process observer - facilitator in Team meetings
•
Motivate Task Team
•
Work with Task Team Leader to promote participation/attendance
•
Encourage Task Team members to communicate with their Function Team members
•
Work with Function Team Leader to communicate roster information to PIP office for recording Member Company participation
•
Be attentive to process rather than be a Subject Matter Expert
•
Observe through Function Team meetings other Task Teams for liaison
•
Resolve issues/provide liaison between Task Team and PIP office
•
Attend Function Team meetings
•
Report Task Team activities, and be an advocate for Task Team at Function Team meetings
•
Interface with other FunctionTeam members to: - encourage participation of Task Team members - convey levels of Task Team member participation
•
Help obtain resources for Task Team through Function Team Leader
•
Communicate Function Team direction and administrative directives to Task Team (e-mail, phone, fax, meetings)
Go To: SECTION CONTENTS
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Guidelines for Participants
Discipline Contact Guidelines Member Companies not participating in a Function Team’s efforts should provide a Discipline Contact to that Function Team. The Discipline Contact is not expected to attend Team meetings but is not prohibited from attending meetings and/or teleconferences. Discipline contacts are expected to provide timely input but have no vote on any Team action. The Discipline Contact is expected to provide, at the Function Team Leader’s request, company standards that relate to a Practice to be developed. The Discipline Contact can access from the PIP website all written information from the Function Team for the Team activities and for Member Company Review (MCR). The Discipline Contact is expected to facilitate Member Company Review within the Member Company, and to be available to the Function Team for feedback. Response to Discipline Contact input is at the discretion of the Function Team Leader (FTL). A Member Company may appoint alternate Discipline Contacts from various locations within its company if the number of contacts is not an excessive burden to the Function Team Leader. A Member Company representative must reconcile input from multiple Discipline Contacts (within that company) prior to transmitting the company’s single response to the FTL. The alternate Discipline Contact(s) can also access from the PIP website all Team minutes and Practices for review. The Steering Team Member serves as Discipline Contact for Members Companies with no company representative on a Function Team if no Discipline Contact has been appointed. In this capacity the Steering Team Member is default recipient of requests from the Function Team and reviews of Function Team material. For more information on Discipline Contact responsibilities, see the section: “Function Team Guidelines.” Go To: SECTION CONTENTS
Liaison to Function Team Guidelines When the level of mutual interest or activity is high enough to suggest a relationship, a Function Team Leader may, with input from the Function Team and Sponsor, appoint a Liaison to interact with another Function Team. The Liaison is the primary link with the appointing Function Team and is charged with representing the interest of the appointing Team and reporting results to the appointing Team on all technical issues of the assigned Practice.
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Guidelines for Participants
The Liaison should be an experienced technical person, familiar with industry codes and standards and internal standards in the area of appointment. The scope of potential liaison activity within Practices topics is large. The limiting factors are cost to the Liaison’s company and the perceived benefit to PIP. The Liaison is a non-voting member of a Function Team.
Work Processes Team Guidelines The Members of the Work Processes Team (WPT) are selected by the Member Companies for expertise in the area of electronic publishing and distribution. The WPT is responsible for authoring, publishing, and distribution solutions of PIP products in proven technology that is readily available to Member Companies. Areas covered in the work of WPT are: non-Practice documents, PIP work processes, information technology, and education/awareness. The WPT maintains the guide documents used in the development of PIP Practices. The review and approval process for guide documents is outlined in “Guide Documents” in the “Guidelines for Writing Practices” section. The WPT serves as a resource to the PIP Staff and to the Function and Task Teams, particularly in the use of electronic technology for the development and use of the Practices. The WPT also maintains a prioritized work plan based on the needs of PIP. The WPT operates within Function Team guidelines. Team members are appointed based on demonstrated expertise in the objectives of WPT and willingness and availability to actively participate in PIP. The WPT meets through quarterly face-to-face meetings and monthly teleconferences. The WPT is accountable to the Steering Team and, through the Team Leader and Sponsor, reports quarterly to the Steering Team. The Team Leader and Coleader are elected by the WPT membership. The WPT Charter and membership definition follow. Note: The Work Processes Team (WPT) was created April 8, 1999 by PIP Steering Team approval of the merger of the Document Management Team (DMT), the Work Process Improvement Team (WPIT) and Information Technology. Go To: SECTION CONTENTS
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Guidelines for Participants
Work Processes Team (WPT) Charter •
Develop and improve policies and work processes for authoring, editing, formatting, publishing, and distributing Process Industry Practices (PIP).
•
Create and maintain guideline and specification documents for PIP authors and editors.
•
Serve as a consultant to the Function Teams, Task Teams and PIP Staff in the development and publication of the Practices.
•
Serve as a consultant to the Member Companies in the adoption and implementation of Practices.
•
Provide guidance for the selection and implementation of Information Technology (IT) solutions relating to PIP work processes, and Practice generation and distribution. WPT Membership Guidelines
•
Membership should be a balance of owner and contractor companies with a target of 12-14 active participants. A Member Company may appoint a representative to the WPT, either as an active participant or as a Discipline Contact.
•
PIP staff members are ex-officio members of the WPT.
Go To: SECTION CONTENTS
Function Team Leaders Team Guidelines The Function Team Leaders (FTL)s Team was established to ensure uniformity of operational Practices, appropriate cross-function makeup of Task Teams, and development and monitoring of compliance with guidelines for the quality of Practices developed within the PIP Initiative. The FTL Team meeting permits face-to-face interaction between FTLs to define and achieve a uniform process for gaining consensus within the Function Teams (FT)s. The FTLs Team is composed of the FTLs, Co-Leaders and Sponsors of the FTs. The PIP Program Coordinator is an ad hoc member of the FTL Team. Sponsors are in an advisory role in FTL Team membership. Each FTL or designee has one vote on every FTL
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Guidelines for Participants
meeting issue. A quorum of at least half of the eligible voting members is required for action. All actions shall be approved by a simple majority of voting members present. The FTLs Team meets quarterly, at a minimum, on the day preceding the Steering Team meeting. Participants other than Team members may be invited to attend by the leader (moderator) of the meeting. FTLs attending the quarterly FTLs meeting will elect a moderator and a recorder of the meeting minutes for the next quarterly meeting. The FTLs Team may have scheduled time on the Steering Team agenda to present items requiring Steering Team action and/or input.
The purpose of the FTLs Team meeting includes: •
Communication/Sharing of internal work process successes and shortcomings between Team Leaders
•
Communication with PIP Director and office
•
Guidance to PIP office regarding FTL/office work process interaction
•
Guidance to PIP office regarding website
•
Update on status of Practices
•
Coordination of new Practices
•
Identification of issues that are/may impact production of Practices
•
Presentation by vendors or service providers
The products of the FTL Team meeting include: •
Meeting minutes
•
Action items
•
Decisions on plan of action for proposals brought before the FTLs
•
Recommendations/guidance to Steering Team
Note: The FTLs Team’s name was changed in April 1998 from Practices Coordination Team. Go To: SECTION CONTENTS
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Guidelines for Participants
Administrative Guidelines Chair Guidelines The Chair of PIP is responsible to the PIP Steering Team for the general operation of the Initiative. The Chair is responsible for assuring that all functions, activities, and products are in accordance with the Strategic Plan. To fulfill these responsibilities, the Chair will: • • • • •
Chair all meetings of the Executive Committee and the Steering Team. Interface with the Director in all PIP matters. Oversee the activities of the Function Team Leaders, Function Teams and Committees. Serve as an ex-officio member of all committees and teams, whether elected or appointed. Appoint all Chairs not elected, approve membership appointments to operating elements of PIP, and create ad hoc committees when it is deemed necessary.
The Chair shall continue to serve as a member of the Executive Committee for one year following his/her term.
Vice-Chair Guidelines The PIP Vice-Chair (Chair-elect) selected from Steering Team members, shall be nominated and elected by the Steering Team for a two-year term. After serving one year as Vice-Chair, the ST confirms election as Chair in the second year of the two-year term. Selection of the Vice-Chair is based on: • • •
Knowledge and interest in achieving the mission and the vision of PIP. Demonstrated leadership in the activities of PIP. Commitment of his/her Member Company to PIP. The Vice-Chair of the Initiative will assume the responsibilities of the Chair in the absence of the Chair or when so requested by the Chair, the Director or the Executive Committee. The Vice-Chair may be asked by the Chair to lead a PIP General Meeting, held at 18month intervals. The Vice-Chair also will perform additional duties as delegated by the Chair. Go To: SECTION CONTENTS
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Guidelines for Participants
Financial Officer Guidelines The Finance Officer will monitor the income and expenses of the Initiative, including examination of staff-prepared budgets, funding of appropriate activities and auditing of all financial transactions. The Finance Officer is appointed by the PIP Chair and shall be a member of the Executive Committee. Committee members to work with the Finance Officer may be appointed by the PIP Chair. The Finance Officer will report to the Steering Team at the Team’s quarterly meetings.
Executive Committee Guidelines The Executive Committee provides leadership and direction for all Initiative activities and provides input and guidance to the Steering Team and to the Strategic Planning Team. The Executive Committee consists of PIP officers (Chair, Chair-elect, immediate past Chair), Function Team Sponsors, and major committee chairs. The PIP Director is an exofficio member of the Executive Committee. Members are eligible for re-election in a rotating, staggered term philosophy. Each Executive Committee Member is entitled to one vote. A quorum of at least half of the eligible voting members is required for action by the committee. All actions shall be approved by a simple majority of voting members present. The Executive Committee shall meet at least quarterly. Executive Committee meetings shall be called by the PIP Chair or the PIP Director. The Executive Committee relationship with the Steering Team (ST) is identified as: • • • • • • • • •
Identify/discuss issues facing PIP Develop recommended positions Frame issues to be addressed by appropriate PIP groups Make recommendations to Steering Team Create appropriate Teams or Committees for PIP issues Address long-range planning issues Manage the Practices generation process Analyze issues to aid the Steering Team in forming decisions Solicit Member Companies to supply qualified PIP participants
Go To: SECTION CONTENTS
Note: In the original PIP Strategic Plan, the Executive Committee consisted of approximately nine members with a target ratio of two owners per contractor, the Steering Team Chair and Vice-Chair, and the PIP Director. The Executive Committee makeup was changed by that committee on Oct. 6, 1998.
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Guidelines for Participants
Strategic-Planning Team Guidelines The Strategic-Planning Team (SPT) regularly reviews the role of PIP in meeting the needs of the process industry. The SPT develops and updates PIP’s Strategic Plan. The SPT is sponsored by and reports to the Executive Committee and the SPT chair is an Executive Committee member. The SPT is responsible to the Steering Team, through the Executive Committee, for the development and maintenance of the Strategic Plan. The SPT shall meet at least twice annually. The SPT is appointed by the Executive Committee with members selected for two-year tenures, with overlapping membership. SPT members shall include PIP Chair, immediate past PIP Chair, PIP Director, and four members of the PIP Steering Team. The SPT chair will rotate every two years. The four members from the PIP Steering Team shall serve two-year staggered terms and one of the four shall be selected as chair of the SPT. If the immediate past Chair is unable to serve, an additional member from the PIP Steering Team may be selected to serve. For more information see “Role of the Strategic-Planning Team” immediately following. Note: The SPT was originally titled the Long-Range Planning Committee. Go To: SECTION CONTENTS
R o l e o f t h e S t r a t e g i c - P l a n n i n g Te a m •
Manages the strategic-planning process.
•
Identifies and evaluates trends and anticipated changes in the industry.
•
Develops and updates the Strategic Plan, and recommend it to the Executive Committee for approval.
•
Ensures PIP core values.
•
Assesses progress of strategic initiatives, and reports results to the Executive Committee.
•
Annually recommends to the Executive Committee resource considerations for the budget-planning process to support strategic-planning initiatives.
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Guidelines for Participants
Marketing Team Guidelines The Marketing Team responsibilities include monitoring membership balance and extent of member participation, solicitation of new members, qualifying new applicants, preparing recommendations for admission to membership, new member orientation, involvement/support for existing members, and, when appropriate, recommending termination of membership. The Marketing Team Chair and members of the Marketing Team shall be appointed by the PIP Chair. The Marketing Team, composed of five to seven members, was created to market PIP internally to Member Company personnel and to the industry in general. Note: In April 1998, the Steering Team approved the merger of the Membership Committee’s activities with the responsibilities of the Marketing Team.
Legal Committee Guidelines The Legal Committee will monitor processes and products to assure compliance with appropriate federal and state laws, and recommend to the Steering Team when and to what extent to engage independent counsel. The Legal Committee consists of three to four volunteer Member Company attorneys, the Chair of the Marketing Team, and at least one member from outside counsel. The PIP Director serves as a non-voting member of the Legal Committee. Role of the Legal Committee as defined by the Executive Committee in its October 6, 1998 meeting as: • • • •
To avoid anti-trust litigation Avoid tort cases for Member Companies Avoid favoring one supplier over another (giving one an advantage) Advise PIP when to seek outside legal advice.
Go To: SECTION CONTENTS
Recent additional roles also include: • •
Review and comment to offers for Subscription Agreements and Licensing Agreements outside established “pro forma” agreements Respond to other associated issues where a legal concern has been raised by a PIP Member Company
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Guidelines for Participants
Nominating Committee Guidelines The Nominating Committee is responsible for nominating members for all elective offices in the Initiative. The Nominating Committee is appointed by the PIP Chair and the Director. The Nominating Committee will be attentive to the participation of candidates when recommending nominees for PIP office and will strive to maintain representation in PIP offices according to membership guidelines.
General Meeting Committee Guidelines PIP General Meetings are held at 18-month intervals and scheduled in April and October of the appropriate years. The General Meetings focus on topics of current interest to PIP participants. The Vice-Chair may be asked by the Chair to lead a PIP General Meeting. The one-day General Meetings have traditionally consisted of morning workshops followed by a general session in the afternoon. The general session presentations may consist of reports from PIP officers, including the Chair, Director, and Finance Officer, short video presentations, and panel discussions, followed by a question and answer period. A guest speaker may be contracted to participate in the general session. Workshop Leaders are selected by the General Meeting Chair from PIP participants, and may include Team Sponsors, Team Leaders, and other members who volunteer for workshop topics. Awards are presented at the general session and at a Recognition Dinner following the general session. A summary of the awards criteria follows in “Awards and Recognition Committee Guidelines” in this section. The General Meeting Chair working with the PIP Program Coordinator is responsible for conveying to PIP participants information on the General Meeting, and works with the PIP office staff to monitor the meeting budget to include the activities outlined in General Meeting Chair Responsibilities available from the PIP office. Go To: SECTION CONTENTS
December 2001
50
Guidelines for Participants
Awards and Recognition Committee Guidelines The Awards and Recognition Committee is a standing committee responsible for coordinating the decisions and presentation of all PIP awards. The Awards and Recognition Committee consists of the immediate past PIP Chair, who may be asked by the PIP Chair to lead the committee, the PIP Director, representative Function Team Leaders, and representative Steering Team members. PIP awards categories are: Implementation, Participation, Special Recognition, Chairman’s Award, and the C. Ronald Simpkins Award. Most PIP awards are presented at 18-month intervals during the PIP General Meeting’s Recognition Dinner or at the General Session on the preceding afternoon. However, intermittent recognition is encouraged, and Special Recognition, Management awards and Letters of Recognition can be presented at any time. Note: See also “General Meeting Committee Guidelines” on the preceding pages.
D e s c r i p t i o n o f P I P Aw a r d s f o r G e n e r a l M e e t i n g
I M P L E M E N TATI O N AW AR D Information submitted by companies, Awards and Recognition Committee decision Presented to: Companies who best satisfy the award criteria 1. Total number of PIP Practices currently implemented “as-is” Criteria: (available for use and replacing existing company Practices) 2. A documented strategy for implementing PIP Practices 3. A work process in place for implementing PIP procedures 4. An identified champion(s) responsible for the adoption/implementation of PIP Practices Based on:
Implemen tation Aw ards are presented at the General Meeting by the PIP
Director. Go To: SECTION CONTENTS
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51
Guidelines for Participants
P AR TI C I P ATI O N AW AR D (Three (3) separate categories: Company *, Individual, Sponsor) •
Participation Award:
Based on: Presented to: Criteria:
Category 1- Company Participation
Meeting statistics Top five (5) Member Companies Best attendance (person days) at PIP functions in previous year
Company Participation Aw ards are presented at the General Meeting by the PIP
Director.
P AR TI C I P ATI O N AW AR D (Three (3) separate categories: Company, Individual, Sponsor) •
Participation Award:
Based on: Presented to: Criteria:
Category 2- Individual Participation
Vote of Function Team Top 2 to 5 members of each Function Team Team members who participated and contributed significantly at the Function Team meetings, with participation defined as “active involvement, not just attendance.” The Awards Committee in January 1999 stated: “active participation as a Participation Award criterion is a judgment issue for the Function Team Leaders. If travel restrictions permit participation only by telephone, the individual can be considered active if he/she is significantly contributing to the Team effort.”
Indiv idual Part icipat ion Aw ards are presented at the General Meeting by
the PIP Director.
P AR TI C I P ATI O N AW AR D (Three (3) separate categories: Company, Individual, Sponsor) •
Participation Award:
Based on: Presented to: Criteria:
Go To: SECTION CONTENTS
Category 3 - Sponsor Participation
Nomination by Function Team (with documentation) Top 3 Sponsors Awards and Recognition Committee decision Function Teams nominate Sponsor and rate on a scale of 1-5, using PIP’s “Role and Responsibilities (guidelines) for Team Sponsors”
Sponsor Aw ards are presented at the General Meeting by the PIP Director.
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Guidelines for Participants
C H AI R M AN ' S AW AR D Nominations to the Awards and Recognition Committee, Committee decision Presented to: A Steering Team member Best support of PIP Criteria: Based on:
Note: Support is defined as the role of those consistently active participants, who play a role in promoting PIP and/or take a leadership role in PIP activities Ch airman's Aw ard is presented at the General Meeting by the PIP Chair.
S P E C I AL R E C O G N I TI O N AW AR D Nomination by PIP Participants, Awards and Recognition Committee decision Presented to: Three (3-4) participants Participants who have presented creative / innovative ideas and have made Criteria: exemplary contributions to aid the PIP Initiative. Based on:
Note: Nominations for Special Recognition can be made by any PIP participant at any time by transmitting to the PIP Director a completed Nomination for Special Recognition form. Web link to the Special Recognition form is: www.pip.org/members/forms/index.html Sp ecial Recognition Aw ards are presented at the General Meeting by the PIP
Vice-Chair. Go To: SECTION CONTENTS
O TH E R AW AR D S Other recognition aw ards are made at the discretion of the M embership.
C . R O N AL D S I M P K I N S AW AR D Nomination by PIP Participants, Awards and Recognition Committee decision. PIP Director will solicit nominations prior to the PIP General Meetings Presented to: Candidate who meets the criteria Participant who has exhibited extensive service to PIP, has served in high Criteria: leadership roles in PIP and has made exemplary contributions to the PIP effort. Based on:
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Guidelines for Participants
Note: Specific information on criteria for the C. Ronald Simpkins award is shown on the following page.
PIP’s highest award, T h e C. Ro nald Simpkins Aw ard is presented during the General Meeting Recognition Dinner by the PIP Chair. C . R O N AL D S I M P K I N S AW AR D Selection Criteria 1.
Demonstration of the highest degree of personal dedication to the goals of PIP. a. Action commitment b. Time commitment c. Funding commitment - personal or corporate d. Publications authored e. Presentations made on behalf of PIP
2.
Significant contributions to the cost-effectiveness of the Process industry. a. Service in PIP leadership roles b. Origination of new procedures c. Prominence in the area of standards d. Instigator and pioneer in new methods/processes e. Innovator rather than implementer
3.
A level of knowledge and breadth of experience that distinguishes the recipient as an eminent authority on the value of widely accepted industry practices. a. Extensive time in positions of senior responsibility b. Variety of experience types c. Recognition by other organizations d. Personal achievements e. Registration as a professional
4.
A leadership position in the process industry that may influence others by example and direction. a. A champion of PIP within the process industry b. Senior positions held c. Communications ability and commitment d. PIP leadership activity e. Implementation leader and advocate
5.
A record of accomplishment within the process industry that brings distinction to the recipient, his/her career association/company, and to the industry at large. a. Seniority and esteem within employing company b. Honors and awards Go To: c. Name recognition SECTION d. Impeccable ethical and professional standards CONTENTS e. Peer recognition f. Demonstrable project associated success
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54
Contents PIP Practices Procedure PIP Practices Defined
56
Practices Numbering System
57
Practices Discipline Code
58
Third Letter Designators for PIP Document Numbers
59
Practice Generation Process Practices Status Definitions Practice Generation Process Chart
60 60 61
Practice Generation Proposal (PGP)
62
Practices Revision Proposal (PRP)
62
Practices Review Process
63
Function Team Review
63
Member Company Review
63
Responses to Member Company Review (Action Chart) Practices Approval Process
65 66
Approval for Practice to be Written
66
Approval for Member Company Review
66
Approval for Steering Team Ballot
67
Approval for Publication
67
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December 2001
PIP Practices Procedure
PIP Practices Procedure
PIP Practices Defined PIP Practices are similar in nature, scope and content to the internal standards that most of the large process industry companies maintain. PIP Practices are recommendations for voluntary use that may include but are not limited to criteria, specifications, procedures, and drawings. PIP develops recommended Practices based on Member Companies’ existing internal standards when existing material is not adequate for the process industry. PIP “harmonizes” the Member Companies’ detailed, non-proprietary technical requirements to produce PIP Practices. PIP is not a standards developer and does not intend to overlap traditional industry standards developed by Standards Development Organizations. As do company standards, most PIP Practices reference existing industry standards. Practices, when issued (published), are for a five-year period and at the end of that period will be reaffirmed, revised, or withdrawn. See: “Guide Documents” in the section “Guidelines for Writing Practices” for information on writing and revising the Practices. PIP maintains a database that includes Practices published, Practices under development and proposed Practices. To view an online spreadsheet that contains Practices information, see: www.pip.org/members/statusreport/index.html.
CURRENT STATE
Im p lem en tin g P IP in to y o u r p ro jec t sp ec ificatio n s is a n ex e rc ise in so rtin g th e u n im p o rta n t d eta ils fro m th o se th at c o n tain v a lu e to y o u r co m p an y .
S O C IE T Y STANDARDS
IN T E R N A L STANDARDS
D E S IR E D STATE S O C IE T Y STANDARDS
}
Go To: SECTION CONTENTS
P IP
IN T R N L S T D S S IT E S P E C IF IC
S IT E S P E C IF IC
Conceptual Illustration. Implementing PIP with Your Project Specifications
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PIP Practices Procedure
Practices Numbering System PIP’s designator system provides a clear, understandable identifying code for each Practice that can be readily incorporated into a database system and searched by computer. The eight-character number for each PIP Practice contains identification for the engineering discipline, the intended audience and the PIP sequential numbering system. The first two characters identify the Function Team or technology area; for example, “CV” for civil, “PC” for process control. The third character is a section identifier; for example, “S” for specification or “I” for installation details. The last five characters are reserved for the authoring Function Team’s use, and vary somewhat from discipline to discipline. Generally, the fourth and fifth digits are categories or sub-discipline codes, and the last three characters are sequential numbers for Practices within a discipline or category (the technology).
Example:
PCCTE001 STS05120
(Process Control Criteria) (STructural Specification)
DISCIPLINE SECTION CATEGORY GROUP SEQUENCE
PC
C
TE
001
ST
S
05
120
See the following pages for additional information on the PIP numbering system.
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December 2001
57
PIP Practices Procedure
P r a c ti c e s Di s c i p l i n e Co d e Function Team Designator CV ST AR CT EL IN RE PN PI PC RF VE
– – – – – – – – – – – –
Civil Structural Architectural Coatings Electrical Insulation Machinery (Rotating Equipment) Piping Piping & Instrumentation Diagram Process Control Refractory Vessel
Section Designator G C E D* S F I T* O
– – – – – – – – –
General Criteria Engineering Design Documentation/Drafting Specification Fabrication Details Installation Details Testing and Inspection Operation and Maintenance
Sections that might be found in each category are shown on the chart on the following page. *
Designation may also be shown in “categories”
Notes: • Criteria describe the “shoulds” for the application of the technology. Owner companies can designate the PIP “shoulds” as “shalls” in internal company standards. •
Engineering Guides describe the “why” some items are in the criteria document.
•
Specifications describe the “shalls” of the technology. Go To: SECTION CONTENTS
December 2001
58
PIP Practices Procedure
Third Letter Designators for PIP Document Numbers CODE
G
TYPE General
AUDIENCE
STYLE
USE
DESCRIPTION
Users and preparers of PIP Practices In-house or contractor Engineering Department
(1)
⇒ Reference/Introduction/ ⇒ Content ⇒ Owners technical expectations of Engineering ⇒ Input to project criteria ⇒ Engineering Requirements
Engineering Guides
Less experienced Engineer
(1)
⇒ Design & Analysis ⇒ Detailed explanations if required (the “why” of choices in criteria)
D
Documentation and drafting requirements
In-house or contractor Engineering Department
(1)
S
Specifications
Vendors or Fabricators
(1)
F
Fabrication Details
Procurer (BM) Constructor (Detail) Inspector
(2)
⇒ Requirements specific to this category ⇒ General drafting requirements elsewhere ⇒ Purchasing requirements ⇒ Text or data required to procure equipment ⇒ May include F, I, T & D documents as attachments ⇒ Convey details to fabricate ⇒ Convey materials required
Intended to serve as reference and introductory materials Used to specify minimum requirements for the applications of the technology. This is the “what-to-do” or strategy documentation for the design philosophy. Safety, regulatory requirements, environment, quality, operability, maintainability, & reliability are considerations for statements in the criteria. Contain the “how-to-do-it” tactics not easily accessible to designers elsewhere. Design aids, recommended methods and useful data are included or the sources referenced. Intended to serve as illustrated bibliographies rather than as free “design handbooks”. Typically used where a specific type of documentation must be specified for a particular category.
C
Criteria
E
I
Installation Details
Procurer Inspector Owner
(2)
⇒ Bill of Material for procurement ⇒ Details for installation
T
Testing and Inspection Requirements
(1)
O
Operation and Maintenance Requirements
Start-up Team Owner Vendor Start-up team Owner
⇒ Requirements for Factory Acceptance Testing and for pre-startup testing ⇒ Necessary details for startup, operations, and repair of specific equipment
(1) (2)
(1)
(1)
Take the form of requirements for activities as design, purchase, design/build, fabrication, construction, installation, inspection, testing and cleaning. Must provide the means for job-specific editing and identification. Typically used in conjunction with installation or fabrication specifications and procurement documents. Content normally serves as additional clarifications of requirements concerning referencing documents. Typically used in conjunction with engineering drawings and other construction documents. Content normally serves as additional supplements to requirements concerning a referencing specification.
Style is instructional/explanatory with text and necessary graphics mixed Typically a drawing with a Bill of Material Section
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PIP Practices Procedure
Practices Generation Process It is necessary to read this section of the Operations Manual in its entirety for further explanation of the definitions and procedure to follow in each step of the Practices generation process.
Practices Status Definitions The PIP Practices Status Report uses the following definitions that correspond to specific periods, as described. In these definitions, the term “the PIP office” refers to the Practice editing process done by PIP editors in the Austin, Texas office. Proposed – Practice title and number are listed on the online spreadsheet. All activity related to Practice remains within the Function Team. “Practices Generation Proposal” for this Practice has not been presented to the Steering Team for approval to allocate resources. Practices Generation Proposal (PGP) – The period from the date the Function Team
presents a proposal to the Steering Team for approval to begin work on the Practice until the first draft of the Practice is submitted to the PIP office. In Process – The period from the date of the first submission of the first draft to the PIP
office to the date of the official Member Company Review. During “In Process” the working document posted on the website includes review/input of the draft by PIP editors. Member Company Review (MCR) – The period from the date the Practice is posted on the
website for Member Company review and comments until receipt and resolution of comments by the authoring Function Team to produce the final draft – the product of Member Company Review. The targeted interval for MCR is no less than 5 weeks. Final Edit – The period from the date the Function Team transmits a copy of the product of
the Member Company Review to the PIP office until the Function Team approves the final (Steering Team Ballot) version of the Practice. Further work by Function Team and PIP editors is usually required before Steering Team approval. Steering Team Ballot (STB) – The period from the time the STB version draft of the
Practice is posted on the website for Steering Team approval until the votes required to approve the Practice are received. The targeted interval for STB is 2 weeks. Approved – The period from the date the Practice is approved for publication by
Steering Team Ballot until the Practice is published on the PIP website and released for sale in printed form. Minor final formatting changes are required during this period to prepare for publication. Function Team Leader sign-off is required before publishing. Published – The date that notice is transmitted to Member Companies that the
approved Practice is posted on the PIP website and is released for sale in printed form. Go To: SECTION CONTENTS December 2001
60
Practice Generation Process Function Team
Task Team
PIP Staff
Outside Services
Identify need for specific Practice.
9-4-2001
Member Companies
Steering Team
Designates optional involvement at FT’s discretion
Submit Practice Generation Proposal 3 wks prior to Steering Team meeting.
Send copies to Steering Team members 2 wks prior to meeting.
Delete Practice from Table of Contents or revise est. issue date.
*
Designates a stage that may consist of multiple cycles (TM Leader to PIP Editor
Approves ?
No (rejects or postpones) Yes
Add Practice to PSR
Collect internal and external practices. Plan to (1) adopt external, (2) harmonize internal or (3) draft new Practice. Assemble Task Team, Provide orientation as needed.
Decide format, schedule, out-sourcing, CAD work, etc. CAD work OutSource ?
No Yes
Office arranges for outside services
Prepare draft
Prepare/revise draft
Preliminary reviews, editing, formatting, etc.
Issue for comments
Distribute
Review 5 wks.
Resolve comments, reach consensus
Additional editing, distribution, reviews as necessary *
Distribute and Editor work Authorize issue Issue and Editor work
Approval
PIP Practices Procedure
Practice Generation Proposal The Practice Generation Proposal (PGP) form includes written justification, or a statement of need, for a Practice and information about the Task Team that will author the Practice. The PGP is submitted to the Steering Team as an aid in the approval decision. An interactive copy of the PGP form is available on the PIP website at: www.pip.org/members/forms/index.html. The PGP serves as a Function Team’s official request to the Steering Team for approval to begin work on a new Practice. The Function Team Leader is responsible for submitting the PGP to the PIP office at least two weeks prior to the quarterly Steering Team meeting for inclusion with the Steering Team agenda. Function Teams, with Sponsor concurrence, can begin preliminary work on scope definition and gathering of Member Company information prior to approval of the PGP; however, the PIP Steering Team must approve the PGP with the request for a Task Team before major work on the Practice can begin. Published Practices scheduled for revision are requested with a Practice Revision Proposal (PRP). See information on the PRP in this section.
Practice Revision Proposal A Practice Revision Proposal (PRP) form that includes written justification or a statement of need for revision of a Practice information about a Task Team is submitted to the Steering Team. An interactive copy of the PRP form is available on the PIP website at: www.pip.org/members/forms/index.html The PRP serves as Function Team’s official request for revision to begin on a published Practice. The Function Team Leader is responsible for submitting the PRP to the PIP office at least two weeks prior to the quarterly Steering Team meeting for inclusion with the Steering Team agenda. Function Teams, with Sponsor concurrence, can begin preliminary work on scope definition and gathering of Member Company information prior to approval of the PRP; however, the PIP Steering Team must approve the PRP with the request for a Task Team before major work on the Practice can begin. See related information in the “Guidelines for Participants.” Go To: SECTION CONTENTS
December 2001
62
PIP Practices Procedure
Practice Review Process The PIP Practices review process follows a standardized procedure with each step covering a specified period during the time that each Practice is being written. During the Member Company Review (MCR) phase of a Practice, each PIP Member Company has the opportunity and responsibility to review and comment on the Practices. Internal company reviews should be handled during the harmonization and MCR phases of the Practice development. The PIP Steering Team has emphasized that MCR comments should be limited to very significant issues. Late comments (comments that are received following completion of MCR) also follow a standard procedure. Copies of the “late” comments are sent to the Leader of the Function Team authoring the Practice for the Team’s evaluation. If a late comment is determined to be a major point requiring change, the change will be incorporated as soon as possible. All comments that are received become a part of the Practices’ permanent file in the PIP office and will be considered in the next revision cycle for the Practice.
Function Team Review When the Task Team writing a Practice has completed its work, the draft Practice is reviewed by the authoring Function Team. Upon Function Team agreement that the draft Practice is essentially a finished document, the Practice is ready for review by all PIP Member Companies. The Function Team Leader, or his/her designee, works with the PIP office during the Member Company Review process described below. Go To: SECTION CONTENTS
Member Company Review (MCR) The Function Team Leader (FTL) transmits the Practice to the PIP office with a statement that the Practice is ready for MCR. Following a final edit by the PIP editors, the MCR draft of the Practice and a release form (to be signed by the FTL) stating that the Practice is ready for MCR are transmitted to the FTL for signature. When the FTL releases the MCR draft and transmits the signed release form, the PIP office posts the Practice on the PIP website and notifies all Member Company contacts that the Practice is available for review and comment. The Member Company Comment Form (MCCF) for submitting MCR comments is available on the PIP website at: www.pip.org/members/forms/index.html Member Company representatives for MCR are Function Team members (including Discipline Contacts) of the Team authoring the Practice that is being reviewed. In the absence of a Member Company representative on the authoring Function Team, the Company’s Steering Team member is the designated representative. December 2001
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PIP Practices Procedure
Member Companies have the option of multiple internal reviewers; however, all MCR comments from a company are to be received, compiled, and submitted to the Function Team Leader by one designated representative from each Member Company. Function Team Leaders are responsible for receiving Member Company Review comments and working with the authoring Task Team to resolve comments received during the review. Final technical resolution and vote to confirm shall be within the Function Team. Resolution of the MCR comments consists of (1) incorporating the comment into the Practice, (2) postponing the decision until the next review cycle, or (3) the decision to not incorporate the comment in the Practice. All MCR comments and the resolution shall be documented and the response (MCCF) is posted in the MCR section of the website until publication of the Practice. The Work Process Response chart on the following page shows the approved minimum procedure for responding to MCR comments; however, a Team may choose to respond to comments in a way other than those shown on the chart. To complete the review process and begin the approval process for publication of a Practice, a copy of the original comments and the resolutions of the comments must be transmitted to the PIP office for inclusion in the Practice’s permanent file prior to balloting for Steering Team approval. Go To: SECTION CONTENTS
Summary of the Member Company Review Process 1. Posting on the website, of a Practice for each Member Company’s review and comments. 2. E-mail notification to Member Company representatives by the PIP office of the posting of the Practice for review. 3. Comments submitted from Member Companies to the Leader of the Function Team authoring the Practice. 4. Receipt and resolution of Member Company comments by the Function Team. 5. Incorporation of the accepted comments into the draft Practice by the Function Team. 6. Transmittal by the Function Team Leader to the PIP office: a copy of the original comments, the resolution of the comments and final draft of the Practice with the comments incorporated.
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PIP Practices Procedure
(PIP Work Process) Responses to Member Company Comments During Member Company Review ( “ Mi n i m u m R e q u i r e m e n t s ” )
Comments Received During Member Company Review
Comment Significant Or “Can't Live With or Without”
Company Actively Participating In Review
No
Yes No Response Required
Yes
No Comments Documents to PIP Office Files
No Response Required
F.T. Responds to Commentor
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December 2001
65
PIP Practices Procedure
Practices Approval Process In the Practice generation cycle, the PIP Steering Team gives initial approval for a Practice to be written and final approval for a Practice to be published. During the Practice development phase, the Function Team “approves” or signs off to move the Practice forward to the next stage of development. Voting within Function Teams shall be one vote per Member Company present. A vote of 75% of those voting is required for a vote to pass. Steering Team approval to publish requires a 75% “yes” vote from all Member Companies. Consensus, the agreement of most of those concerned, may require a measure of effort and/or compromise to achieve. PIP approval process is based on the original agreement of the “80/20” rule. Steps in the Practice approval process are described below.
Approval for Practice to be Written or Revised Steering Team approval for a Practice to be written or revised is reached when a Practice Generation Proposal (PGP) or a Practice Revision Proposal (PRP) is approved by a 75% yes vote of Steering Team members present at the quarterly Steering Team meetings. The PIP Steering Team stated in July 1995 that Steering Team approval is required for work to begin on a Practice or for revision to begin on an existing Practice. Steering Team approval is necessary for the Member Companies’ management of budgets and total workload commitments for PIP activities. See also PGP and PRP also in this section.
Approval for Member Company Review (MCR) When a Function Team vote affirms that a Practice is ready for MCR, the Function Team Leader (FTL) transmits the Practice to the PIP office with a signed release form requesting posting of the draft on the website and notification to those who will review the Practice. See “Member Company Review” in this section for additional information. Go To: SECTION CONTENTS
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66
PIP Practices Procedure
Approval for Steering Team Ballot The authoring Function Team approves a completed Practice for Steering Team Ballot. A signed release form stating that the MCR is completed and requirements for the MCR process have been met is transmitted to the PIP office by the Function Team Leader. A copy of the original comments and the resolutions of the comments for inclusion in the Practice’s permanent file are transmitted to the PIP office at the time of the request and shall be received prior to balloting for Steering Team approval. See also “Member Company Review” in this section.
Approval for Publication Steering Team approval of a Practice signifies the Steering Team’s affirmation that the Practice has been developed in accordance with the PIP process: harmonization of Member Company standards, circulation of the Practice for Member Company review, and documentation of the actions taken on Member Company comments transmitted to the PIP office. Steering Team approval for publication of a Practice is reached through Steering Team Ballot (STB). Please recall, all work is also initiated with a Steering Team vote (now PGP and PRP) authorizing resources. PIP Practices are balloted electronically for Steering Team approval. E-mail notification is sent to the Member Company voting representative on the Steering Team that a Practice has been posted for approval on the PIP website. Steering Team voting representatives have two weeks to respond. Ballots are received in the PIP office via email. The ST ballot step is not the time for member companies to have additional internal reviews. Internal company reviews are intended to be handled during the harmonization and MCR phases of our practice development/review process. If a member company is not directly represented on a Function Team or Task Team, they can designate a discipline Go To: contact to maintain an awareness of specific developments.
SECTION
CONTENTS The Ballot process allows one vote per Member Company. PIP Practices are approved when 75% of the Member Company Steering Team representatives on the Steering Team have voted “Yes” to approve a Practice. The PIP office notifies the Steering Team and the authoring Function Team via electronic mail when a Practice has been approved.
See also “Member Company Review” in this section for information of Member Company input on Practices being developed. Note: A new PIP member company may chose to authorize a temporary “proxy yes” vote for their STBs until they are ready to actively vote. Please notify the PIP Director if you wish to authorize a temporary proxy for STB. December 2001
67
Contents Guidelines for Writing Practices Practices Work Process
69
Gather Resources and Input
69
Work Plan
70
Procedure for Writing the Practice
71
Practices Format
71
Practices Format - Example
72
Practices Language - Example
73
Guide Documents
74
ADG001 — Guide for Authors Developing Process Industry Practices ADG002 — Guide for Technical Writers Developing Process Industry Practices ADG003 — Guide for Editors Formatting Process Industry Practices with Microsoft Word for Windows ADG004 — Guide for Authors Producing CAD Graphics for Process Industry Practices ADG005 — Specification for Authors Developing Basic Data Sheets for Process Industry Practices ADG006 — Specification for the Revision of PIP Practices ADG008 — Guidelines for Processing Inquiries and Interpretations Also — Guideline for Adoption and Upgrade of Software for Use by PIP
Return To: Main TABLE OF CONTENTS
December 2001
Guidelines for Writing Practices
Guidelines for Writing Practices
Practices Work Process Task Teams write the Practices; Task Teams should review this entire section. The three major topics concerning Practice-writing are: • compiling material • harmonizing the material • writing the new Practice. Guides for writing PIP Practices, Administrative General (ADGs) have been published by the Work Processes Team (WPT). ADG guides explain the basic requirements for getting started in Practice-writing. For more information on PIP guide documents see “Guide Documents” in this section.
Gather Resources and Input (compiling the material) When a new Task Team is formed to write a Practice, the Task Team Leader should: 1. Request a copy of company standards relating to the Practice to be written from all Member Company representatives on the Function Team. The request should be written to include: (1) request for input on availability of Company standards, (2) a copy of each Company’s relevant standards, or (3) a response (to be returned to the requestor) stating “We have no input to provide.” Steering Team Members serve as the default Discipline Contact if a Member Company has no active member or Discipline Contact on a Function Team. 2. Send one reminder to those not supplying input. Send list of those not answering or supplying input to the Function Team Leader. 3. Evaluate and plan the work to be done. Within the time allotted, survey the input to determine resources (people and time) required to prepare the Practice for PIP review. Make the Function Team Leader aware of resource needs. 4. If necessary, request additional Task Team Members from the Steering Team via the Function Team Leader and Team Sponsor. 5. Non-member standards use is discouraged. Use of non-member standards even with “permission” would require a special document from PIP’s Legal Committee. Go To: SECTION CONTENTS December 2001
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Guidelines for Writing Practices
Work Pl an ( Har m oni z i ng t he M at er i al ) The best w orkabl e product t hat can be produced i n a reasonabl e t i m e f rame w ill not cont ain everything f or everyone. •
Harmonize the input to obtain the best practices of those revi ewed.
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Content coverage of 80+ percent of material is reasonable rather than 100 percent. Work on the most worthwhile things.
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PIP has no mandatory standards. Assume that on some proj ects the owner may choose to do less than is recommended. Indicate by a parenthetical reference any required standard or regulation (OSHA, NEC, etc.): such as: “T his ___ was designed to meet ___.”
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Whenever possible, reference available standards − do not duplicate.
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Pr ac t i c e s a re wr i t t e n for t he U.S. f ir st, an d may b e mad e gl o b al later . Gl obal standards that make sense are acceptable; however, PIP is not required to research standards for other countries.
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Quality design goal is PIP’ s common Best Practices for Life Cycle Cost . Note, as available, reasonable options to reduce cost.
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Maintain a list of common statements that mi ght be used to avoid duplication in each separate category. Forward the list to other Function T eam Leaders for inclusion in t h e i r T e a ms ’ wor k. Sugges t i o n s f o r t i t l e o f l i s t : “ Fo r ( e a c h ) Fu n c t i o n T eam’s Consideration,” or, list in “General Considerations” section.
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Watch for interfaces/overlap with other PIP gr oups working with other T ask T eam Leaders or Function T eam Leaders.
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Avoid vendor specifics and direct involvement of vendors. V endor help should be obtained through vendor associations. V endor input can also be obtained through a contact from a PIP Member Company rather than a contact as the PIP organization. (Use of vendor associations for input may be authorized by the Steering T eam.)
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Work by categories to cover a technology with a mi nimum of rework. Depend on your confidence level to cover issues such as Criteria, Ins t a l l a t i o n Det a i l s , a n d / o r Fab r i c a t i o n Det a i l s b e f o r e c o mpl e t i n g t h e e n t i r e c a t e go r y.
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Note: The material contained in the section “Practices Work Process” was re-written from information originally compiled for the first PIP Function Teams by members of the Process Control Team.
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Guidelines for Writing Practices
Procedure for Writing the Practice The Function Team’s responsibility is to write the Practice. Formatting to achieve the “PIP look” is the responsibility of the PIP office. It is preferable to work with a PIP editor from the beginning of the Practice writing process, especially if the authors have specific questions about the process. PIP editors use established styles to format Practices. Following PIP’s established format will result in minimum time a Practice will spend in the editing/formatting process in the PIP office. For the experienced word processor, a template of the PIP styles can be found in this section. (See “Practices Format”). The PIP staff recommends that Function Teams unfamiliar with styles, and the PIP styles-formatting in particular, submit Practices to the office as a Word document with flush left (left-justified) format. Attempts to achieve the “PIP look” without using the established styles can result in additional time required reformatting when the Practice arrives in the PIP office. A Practice must be complete with all parts present for format work to begin for the review process. However, on a Team Leader’s request to the PIP office, a preliminary format without editing can be done for a Function or Task Team for that Team’s use during the writing process. PIP has an arrangement with some of the Member Companies to supply Computer Aided Drafting (CAD) work for Practices. CAD Resources and Function Team assignments are indicated on the PIP Roster at: www.pip.org/members/roster/index.html. Upon agreement of the Function Team Leader, Team Sponsor and Task Team Leader, a request by the Function Team Leader can be made to the PIP Director for contract help (outside the PIP editing staff) for harmonizing and/or reconciling comments. The contract help, consisting of an engineer or technical writer, works with the Function Team and does not take the place of the Function Team. Contract help for Function Teams must be arranged through the PIP office. Go To: SECTION CONTENTS
Practices Format Because of the diversity in computer technology in use by PIP Member Companies, PIP maintains a current standardized technology that will, if required, translate and convert to other standard computer programs. PIP will adapt procedure as technology advances. PIP’s word processing program is Word for Windows, selected in 1994 by the original PIP Distribution Team as a word processing program that is readily available, satisfies PIP requirements for the “80-20 rule”, and interacts with other software programs.
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Guidelines for Writing Practices
For the PIP publication that describes the current approved word processing program for formatting PIP Practices, Guideline for Adoption and Upgrade of Software for Use by PIP, see: www.pip.org/members/practices/adg/index.html. PIP uses a standard style, adopted in 1994, for formatting Practices. Teams writing Practices submit drafts in a format that conforms to PIP numbering and arrangement of material. PIP editors do the formatting for PIP style. The following pages show examples conforming to the PIP format and standard language the C/S/A Team developed for writing Practices. These clearly written examples are intended only as guides for numbering, arrangement of material, and language. More information on writing Practices can be found in the guides for authors in the section “Guide Documents.”
P r a c ti c e s F o r m a t – E x a m p l e Table of Contents 1. Introduction 1.1 Purpose 1.2 Scope 1.3 …optional 2. References 2.1 Process Industry Practices (PIP) 2.2 Industry Codes and Standards 2.3 Government Regulations 3. Definitions 4. General 4.1 Quality Control (if appropriate) 4.2 Submittals (if appropriate) 4.3 Performance Requirements (if appropriate) 4.4 …optional 5. Products 5.1 Materials (if appropriate) 5.2 …optional 6. Execution 6.1 …optional Appendix
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Guidelines for Writing Practices
Practices Language – Example Following is an example of the flush-left format and “standard language” the C/S/A Team developed for submitting the first draft of a Practice to the PIP office. Use of standard language by Teams contributes to uniformity in the Practices across disciplines. 1.0
Introduction
1.1
Purpose
The purpose of this recommended Practice is to provide the _________ with a specification that harmonizes the requirements of major process industry companies and engineering/construction firms into a single document. 1.2
Scope
1.2.1
This specification describes the requirements for ____________.
1.2.2 Any conflicts or inconsistencies between this specification, the design drawings, or other contract documents shall be brought to the attention of the Buyer for resolution. 2.0
References
When adopted in this specification or in the contract documents, the latest edition of the following codes, standards, specifications, and references in effect on the date of contract award shall be used, except as otherwise noted. Short titles will be used herein when appropriate. 2.1
Process Industry Practices (PIP)
2.2
Industry Codes and Standards
2.3
Government Regulations
Federal Standards and Instructions of the Occupational Safety and Health Administration (OSHA), including any additional requirements by state or local agencies that have jurisdiction where _____________. 3.0
Definitions
(use only those needed and may add additional) Buyer: the party who awards the contract to the ___________. The Buyer may be the Owner or the Owner’s authorized agent. Buyer’s Inspector: the authorized representative of the Buyer with authority to act in the interest of, and on behalf of, the Buyer in all quality assurance matters Contractor:
the party responsible for furnishing and/or installing ___________.
Contractor’s Inspector: the authorized representative of the Contractor, responsible for the quality control of all materials, installations, and workmanship furnished by the Contractor, and any of the Contractor’s subcontractors or vendors Structural Engineer of Record: the Buyer’s authorized representative with overall authority and responsibility for the structural design Contract Documents: any and all documents, including design drawings, which the Buyer has transmitted or otherwise communicated, either by incorporation or by reference, and made part of the legal contract agreement or purchase order agreement between the Buyer and the _________ 4.0
General
5.0
Products
6.0
Execution
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Guidelines for Writing Practices
Guide Documents PIP guide documents (Administrative General or ADGs), used for developing PIP Practices, are a product of the Work Processes Team (WPT). ADG guide documents are associated with the administration of the Practices and are intended to be used by PIP Member Companies for information only and are not intended to be used as contract documents. Conforming to the PIP Practice numbering system, guide documents are numbered as an ADG series, indicating that the guides are Administrative and General. The guides are numbered consecutively as they are produced and are organized by subject. The PIP ADG series follows standard PIP procedure for development and formatting. The WPT responsibilities include developing, maintaining, and revising the PIP guide documents. PIP guides are reviewed periodically and may be revised as required. The approval process for administrative documents authored and maintained by WPT is: • Following authoring and approval by WPT, the ADG document’s Task Team Leader sends the ADG document to the PIP office for formatting. • When the edited, formatted document is returned to the WPT by the PIP editors, the WPT Leader sends the ADG document to the Function Team Leaders for review. Deadline for Function Team Leader comments to the WPT Leader is five (5) weeks from date of transmittal from the WPT. • The ADG document’s Task Team resolves all comments and presents the revised document to the WPT for approval. • The document is scrutinized for legal and commercial ramifications by the WPT, with concerns brought to the Steering Team, Executive Committee or Legal Committee, as appropriate. • The completed document is sent to the PIP office for transmittal to the Steering Team for balloting. Balloting follows PIP standard approval procedure. Published guide documents are valid until a revised guide is approved by the PIP Steering Team and published. If conflicts are noted in guide documents, the guide with the latest publication date takes precedent. The WPT has also authored Guideline for Adoption and Upgrade of Software for Use by PIP. Go To: SECTION Titles of PIP guides referred to in this section include:
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PIP ADG001 - Guide for Authors Developing Process Industry Practices
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PIP ADG002 - Guide for Technical Writers Developing Process Industry Practices
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PIP ADG003 - Guide for Editors Formatting Process Industry Practices with Microsoft Word for Windows
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Guidelines for Writing Practices
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PIP ADG004 - Guide for Authors Producing CAD Graphics for Process Industry Practices
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PIP ADG005 - Specification for Authors Developing Data Forms for PIP
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PIP ADG006 - Specification for the Revision of PIP Practices
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PIP ADG008 - Guidelines for Processing Inquiries and Interpretations
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Also - Guideline for Adoption and Upgrade of Software for Use by PIP.
PIP guide document: PIP ADG004 - Guide for Authors Producing CAD Graphics for Process Industry Practices provides information for CAD content in PIP Practices. The Work Processes Team’s CAD Task Team can provide CAD information not found in ADG004. The WPT Team Leader, shown on the PIP Roster, can supply names of the WPT’s CAD Task Team members. Access the PIP guide documents on the PIP website at: www.pip.org/members/practices/adg/index.html
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Common Glossary
Common Glossary
Return To: Main TABLE OF CONTENTS
Adoption & Implementation Principles • PIP members will champion and support the adoption and implementation of PIP both internally and externally • PIPs address essential information • PIP content is acceptable as a whole • PIP members can live with the parts of PIPs that differ from their current standard. • PIP members understand the economic value of using PIP. Therefore, addenda should be carefully considered because they may detract from the benefit derived by all PIP members. The Steering Team stated in 1999 that the “Adoption and Implementation Principles” should replace all references to 80/20 and ‘essentially as is’ in (PIP) publications/presentations and should be used to explain (PIP’s) philosophy of adopting and implementing the Practices.” Consensus – The judgment reached by most of those concerned (Webster Ninth Collegiate Dictionary). Consensus does not require unanimity but does indicate a measure of effort and/or compromise to reach agreement. Critical Mass – The minimum Practices that are needed in each discipline to implement Process Industry Practices (PIP) on a typical project, such that, PIP could provide the core of the projects’ specifications with most of the project requirements met by PIP. 80/20 – Term used in early PIP minutes and internal documents to refer to agreement. The Steering Team stated in 1999 that the “Adoption and Implementation Principles” should replace all references to 80/20 … in (PIP) publications/presentations.” Essentially “as is” – Without change or additions. The Steering Team stated in 1999 that the “Adoption and Implementation Principles” should replace all references to … ‘essentially as is’ in (PIP) publications/presentations.” Participation – (Active) participation on a Function Team is a judgment issue for the Function Team Leader. E.g., If travel restrictions permit participation only by telephone, this is … acceptable if the individual is significantly contributing. (Steering Team meeting minutes, Nov. 1993)
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Common Glossary
Practice(s) – PIP publications recommending process industry procedure for voluntary use that may include but not be limited to criteria, specifications, procedures, and drawings. Standard(s) – Commonly used term to include all standardized written procedure/requirements adopted by companies and organizations.
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