PMP-0017 - Sect 6

Preparation of Project Execution Plan Guideline

PMP-0017 7-Dec-07

Section 6 – Project Administration & Communication

Level 12, 333 Collins St, Melbourne VIC 3000, Australia Tel: +61 3 8676-3500 Fax: +61 3 8676-3505 Web: http://www.worleyparsons.com © Copyright 2008 WorleyParsons Services Pty Ltd

PREPARATION OF PROJECT EXECUTION PLAN GUIDELINE

SYNOPSIS This document provides general Guidelines for the preparation of Project Execution Plans for WorleyParsons projects, thereby improving our consistency in the successful execution of projects.

Disclaimer This Guideline has been prepared on behalf of and for the exclusive use of WorleyParsons Services Pty Ltd, and is subject to and issued in accordance with the agreement of WorleyParsons Services Pty Ltd. WorleyParsons Services Pty Ltd accepts no liability or responsibility whatsoever for it in respect of any use of or reliance upon this Guideline by any third party. Copying this Guideline without the permission of or WorleyParsons Services Pty Ltd is not permitted.

PROJECT PMP-0017 - PREPARATION OF PROJECT EXECUTION PLAN GUIDELINE REV

DESCRIPTION

ORIG

REVIEW

WORLEY PARSONS APPROVAL

2

Reissued for use in EMS V3

M Reilly

PM Review Group

M Reilly

L Ogden

B Tew/M Reilly

M Reilly

M. Reilly

All BPOs

M. Reilly

3

4

Reissued for PMC Review

Reissued for use in EMS V3

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DATE

CUSTOMER APPROVAL

DATE

20-Jun-07

N/A

N/A

23-Aug-07

N/A

N/A

7-Dec-07

N/A

N/A

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CONTENTS 6.

Project Administration and Communication ..............................................38 6.1

Administration and Communication Plan ...................................................................38 6.1.1

Administration.......................................................................................................38

6.1.2

Communication Protocols.....................................................................................40

6.1.3

Document Controls and Transmittals....................................................................44

6.2

Project Authority Levels .............................................................................................45

6.3

Interface Management Plan.......................................................................................46

6.4

Regulatory, Permits and Consents Plan ....................................................................47

6.5

Stakeholder Management Plan..................................................................................48

6.6

Workshare Plan .........................................................................................................48

6.7

Project Closeout Plan ................................................................................................49

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6.

PROJECT ADMINISTRATION AND COMMUNICATION

The Project Administration and Communication Plan details the processes that WorleyParsons uses to manage itself and the processes that it uses to communicate internally and externally, with the Customer and others. These processes are described in this section of this guideline. For a Project Management Contracting (PMC) Project, the Administration and Communication Plan must also detail those processes that WorleyParsons uses to manage the Contractors on behalf of the Customer. In recognition of this added complexity, a separate, stand alone Project Administration and Communication Plan is recommended for a PMC Project. Reference the Preparation of Administration & Communications Plan (PMC) Guideline MPP-0002 for guidance and an associated template.

6.1

Administration and Communication Plan

Every project requires a series of administrative procedures that will facilitate the orderly start-up of day to day operations and closeout of the Project. As each project is unique, there may be additional activities requiring administrative procedures. The Project Manager, working with other members of the Project Team, will be responsible for identifying and developing the slate of procedures necessary for the project. Many of these administrative details are covered in depth in other sections or plans, and in that case, this section should highlight that content and refer to the plan for details (e.g., see Section 19, Recruitment and Employee Relations Plan, for induction details). Include reference to any company standard or project specific form that is to be used to document any activity. The content of a typical Administration and Communication Plan may include:

6.1.1 6. 1. 1. 1

Administration P roj ect Tit le/ Num ber

Define the Project Title (or name) to be used on all correspondence and documents. Also define the additional sub-headings to be used on correspondence. Define the WorleyParsons project number for the project. 6. 1. 1. 2

P roj ect Locat i on

Describe the project main office location (city, building, floor, etc.), and satellite locations or Workshare locations. Include the construction site location and the location of any fabrication sites where team personnel are likely to be assigned. If fabrication site locations are not yet know, it is okay to generalize (e.g., Asian location shipyard). To facilitate travel to the various project sites where significant project activities will take place maps and travel instructions should be developed and included in the PEP or on the project website.

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6.1.1. 3

I nduct ion Trai ning

Describe the process of Induction Training, this may include: •

Training on WorleyParsons standard processes and systems for new recruits.

•

Project specific training for each new person joining the project team, both existing WorleyParsons personnel and new recruit, including a documented induction program, this PEP, and the project web site.

•

On the job training in the job specific procedures and processes which relate to the specific duties of the joining person.

6. 1. 1. 4

P roj ect Cont act List

The Project Contact List must contain necessary information for all personnel assigned to the Project such as name, title, location and phone numbers. In addition the list should include additional useful information as conference room phone numbers, fax numbers, and other frequently called phone numbers. Normally the Project Contact List will be stored on the Project Website and this Section of the PEP should simply refer the reader to the location. 6. 1. 1. 5

P roj ect W ork Hours and T im es heet s

In this section include: •

the standard work week for each project location (e.g., 40 hours)

•

the office hours for each project location (e.g., 8:00 am to 5:00 pm M-F).

•

the timesheet system to be used on the project (e.g., TimeTrax)

•

that each employee is required to complete a timesheet and is responsible for the accuracy of the submittal

•

the deadline for timesheet submission (e.g., Friday at noon)

•

Any special coding instructions for timesheets.

6. 1. 1. 6

O v erti m e Approv al s


A statement of the project overtime policy (e.g., WorleyParsons standard).

•

Any requirements for prior approval and by whom.

•

Responsibilities for identification of requirements of overtime & approval of overtime. (use project approved authorisation form).

•

The process for obtaining prior approval by the Customer, if required.

•

The form necessary to document approved overtime.

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6. 1. 1. 7

T rav el and B us i ness Expens e P roc edures and P ol ic y


A statement of the business travel policy to be used (e.g., WorleyParsons standard).

•

Policy for travel time on the project.

•

The process and form for documenting authorized travel.

•

Who is authorized to approve travel requests (e.g., the Project Manager)

•

The requirement for obtaining Customer approval, if required.

•

The process and form for claiming reimbursement of authorized travel and business expenses.

•

Authorities for approval of travel & business expenses.

6. 1. 1. 8

P roj ect V ehic l es

If required, this section includes a description of the process for the approval, assignment, operation, maintenance and administration of any motor vehicles that may be required by the Project, both in the home office and at the job site (excluding construction equipment). Generally this will be the Location specific vehicle policy. 6 . 1 . 1. 9

O f f i c e S e r v i c es

Describe the process for the request and approval of office services such as office moves, maintenance, furniture, office supplies, mail and courier service. These processes will be in accordance with Location policies and will satisfy specific contractual requirements for provision of services to in-house Customers and to ensure reimbursibility. 6 . 1 . 1. 10

C o m pu t e r and T e l ep h o ne A s s i gnme n t

Describe the process for assignment of standard administrative and engineering PCs and software, security process, and all telephone equipment and services. Special engineering hardware and software such as simulation programs and CAD applications are covered in Section 12 (Engineering) of the PEP. For projects that are to be located in WorleyParsons home office locations, these procedures will be in accordance with WorleyParsons standard practices.

6.1.2 6 . 1 . 2. 1

Communication Protocols I nt ro du c t i o n

Information needs to be administered efficiently and communicated to team members, Customers and other project stakeholders in a timely manner. Project communications management provides the framework and critical links among people, ideas, and information that are necessary for project success. The requirements for project communications must be clearly established at the start of any project. It needs to address information content, format and timing. The compilation and communication of all information, including engineering documents, must be effectively managed

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throughout the implementation of any project to ensure a seamless and problem free transition to subsequent phases with minimum effort and delay. 6 . 1 . 2. 2

L i nes of Com m u ni c at i on

Describe the formal and informal lines of communication of the project. This is often done in tabular form indicating the subject, the corresponding parties, and those copied. Subjects may include: • • • • • •

Formal Contractual Issues (Project Sponsor to Project Sponsor) Normal Contractual Correspondence (Project Manager to Project Manager) Key Technical Issues and Decisions (Engineering Manager to Engineering Manager) Procurement Issues (Procurement Manager to Procurement Manager) Communication to/from Vendors/Contractors (Procurement Manager only) Construction Site Issues (Construction Manager to Construction Manager)

6.1.2. 3

K ey Recipients/A ddress es

For all formal correspondence on the project, document the list of key personnel and their associated addresses. This would include: • • • • •

The Customer Representative The WorleyParsons Representative (normally the Project Manager) The Customer recipient for invoices The Customer recipient for Contract Notices. Etc.

6. 1. 2. 4

T y pes of Corres pond enc e

Describe the types of written correspondence, the purpose of that correspondence, format requirements, project numbering and logging requirements, and any protocols for their use, including who can authorise the correspondence. Include examples of format, if appropriate. This could include: • • • • • • • •

Formal letters to Customer (e.g., correspondence regarding Contract, submission of invoices, submission of contract variations). Formal letters from Customer Formal letters to others Action Advice Notes to/from Customer (e.g., formalise request for information, issue of information/respond to Customer queries, confirmation of discussions). Transmittals (formal issue of documents to project participants) Minutes of Meetings Email Etc.

In general all letters, Action Advice Notes and Meeting Reports should be uniquely numbered and the register maintained by the Project Secretary who will also retain the hard copy files.

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6 . 1 . 2. 5

C o m m u n i c a t i o n o n behal f o f C us t o m e r

Identify any correspondence that may be issued by the project team on behalf of the Customer and identify the project team member authorized to make such communication (e.g., Purchasing Supervisor may correspond with third party vendors that we manage on behalf of the Customer, etc.) Unless specifically mentioned, any other correspondence issued on behalf of the Customer, considering that it may have an unforseen cost or schedule impact on the Project, will only be issued by the Project Manager. 6. 1. 2. 6

M eet ings

Describe that all meetings will be documented using the WorleyParsons minutes of meeting template, perhaps edited to be project specific. Protocols should establish as a minimum: • • • • • • • •

Notification (e.g., at least seven days notice should be given to invitees) Agenda (e.g., an agenda should be issued prior to any meeting) Chairperson (e.g., nominated for each meeting) Minutes (e.g., should be issued within two working days) Approval of Minutes (e.g., see project authority levels in Section 6.2) Action Items (e.g., recorded, transferred to open action item list, and managed to closure) Numbering system for minutes. Etc.

List the routine meeting that have been established and the schedule for these meetings. Each meeting should have a preset agenda and the first topic on every meeting must be Safety. List also the attendees and who would normally chair the meeting. An example would be:•

Weekly Management Meeting between Customer and WorleyParsons. WorleyParsons attendees would be the Project Manager, Engineering Manager, Project Controls Manager. Meeting is chaired +by the Project Manager.

6 . 1 . 2. 7

E m ai l C o mm u ni c at i on

Email will also be used as a communication method for the project. However, it shall not be used to perform the functions defined for Action Advice Notes (see Section 6.1.2.4). All emails shall have a clear title and be copied to the project Public Folder. To this end an email address has been established for the public folder and this should be added to the CC line of all project emails. Note that for this public folder to be effective as a complete record of all email correspondence, then all emails should be copied to this folder. The only exception to this rule should be that emails that are not for full public disclosure should not be sent to this folder. As the name suggests, this is a “public” folder and so is accessible to all WorleyParsons users. •

The email address for the public folder should be included.

•

Key email distribution (e.g., copied to the Project Manager, Project Engineers, etc.).

•

Key project emails include those emails with the following content: o Safety issues

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o o o o o o o

Decision making Critical path activities Opportunities for improvement Key deliverables issues Contract, cost, schedule Technical queries and their responses Scope development and changes

•

All project team members are required to maintain their own project emails for future reference. Each user will create a separate project folder within their email system with the “pst” file for this project.

•

Identify any email groups that have been created.

•

Identify the person responsible for maintaining the project email groups.

6. 1. 2. 8

Doc um ent at i on and Dat a M anag em ent

Briefly describe the document management system (e.g., SmartPlant Foundation) to be used on the project for all documents produced and tracked for the project, including project correspondence. Refer to Section 17 (Documentation and Data Management) for further details. 6. 1. 2. 9

P roj ect Web S it e

If applicable, describe the dedicated Project Web Site has been established to broadcast Project information and share documents. Include how to access it and the person responsible for maintaining it. An example write-up would be as follows:“A dedicated project web site has been established to broadcast project information and share documents. The web site is part of the WorleyParsons intranet (WOW) and is accessible by user ID secure link over the internet by the Customer and third parties. The Engineering Manager is responsible for the Project Web Site and providing access to the site to the WorleyParsons project team, Customer and Third Party personnel. The site contains a “WOW usage instruction” document to assist personnel with the use of the site. The address for the site is: htts://projects.worleyparsons.com.au/ . . . . The purpose of the website includes: 1. The website will hold all safety notices and HSEC requirements 2. The website will be the primary repository for all reference information. This will include the following: a. Approved revisions of project deliverables. A PDF copy of the signed original of all project deliverables that have reached Rev C or higher will be loaded into the appropriate location of the website.

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b. Transmittals—a separate section of the website will be where any transmittals to and from each project location can be loaded. c. 6. 1. 2. 10

Minutes of meetings will be stored on the website in the relevant areas.”

P roj ect Fi l ing S ys t em

Describe the structure of the project filing system to be utilized, primarily for correspondence. Generally electronic copies of all correspondence will be maintained in the document management system. Hard copies will be kept where and by whom. Logs will be maintained where and by whom. Refer to Section 17 (Document and Data Management Plan) for further details. A copy of the project file structure should be attached as an appendix to the PEP. 6. 1. 2. 11

O pen Act i on It em List

A register of all open action items shall be maintained by the WorleyParsons team. Define the responsibility for ensuring this list is maintained and define when the review of the open action item list will be done (e.g., at the weekly Customer/WorleyParsons management meeting). The Open Action Item List should also be included as an attachment to the monthly report.

6.1.3 6. 1. 3. 1

Document Controls and Transmittals Doc um ent Iss ue

List the types of documents that must be submitted to document control for registration and internal/external distribution via transmittal. Examples would be: •

All technical documents (deliverables) including the likes of drawings, specifications, datasheets, reports, etc. Original wet signed copies must be submitted to document control for processing.

•

Administrative documents such as plans, procedures, schedules, organsationcharts, monthly reports, etc. Original wet signed copies must be submitted to document control for processing.

•

Document control will allocate all sequential numbers; registers; issue via transmittal and file (as the custodian) all original and check print versions.

6. 1. 3. 2

Doc ument Numbering / Rev is i on Cont rol

The document numbering and coding system should be defined or alternatively included in the data management plan in Section 17 of the PEP. This should include the revision numbering process. This section should also define the requirements for tracking changes between revisions of the document. 6 . 1 . 3. 3

D o c um e nt D i s t r i b ut i on

This should reference the document distribution matrix developed for the project and the purpose for this document. This would typically be to define:•

Review and approval requirements of all documents by both the Customer and WorleyParsons.

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•

Distribution of hard and soft copy documents to both the Customer and WorleyParsons personnel.

Each team member should be responsible for maintenance of the document distribution matrix and for distribution of documents in accordance with the matrix. The Project Document Controller is responsible for maintenance of the document distribution matrix and for distribution of documents in accordance with the matrix.

6.2

Project Authority Levels

A matrix is a good way to show project authority levels covering all items that must be signed or approved on the project (e.g. correspondence, timesheets, expense accounts, travel requisitions, bid summaries, purchase orders, etc.). Generally, the Project Manager has delegated authority for most actions, and this matrix will serve to record the delegation of authority to the organization. In some instances, the project manager’s approval authority may be limited (e.g., the ability to commit expenditures above a certain level). And there are instances where WorleyParsons’ processes reserve the final authority for specific functional groups (e.g., purchase orders can only be signed by procurement personnel). A simple authority level matrix would be as follows: Document

Authorized Approver

Limitation

Contractual Letters

Project Manager

Only

Change Instruction

Customer Project Manager

Only

Variance (Trend) Notification

Project Manager

Only

Change Request

Project Manager

Only

Change Order

Customer Project Manager

Only

Meeting Minutes

Senior WorleyParsons participant (also if Customer approval is required)

Does not signify acceptance of scope change

Bid Summary accepting recommendation to purchase

Project Manager

Project Engineer

Purchase Order

Purchasing Manager

Only with approved Recommendation for Award

Travel Requisition

Project Manager

None

Timesheet

Supervisor

None

Travel Expense Account

Project Manager

After endorsement of Supervisor

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Overtime

Supervisor

After prior approval by Customer Project Manager

Etc.

6.3

Interface Management Plan

The purpose of this section is to describe the project’s Interface Management Plan. If required on this project, it may be included here or referenced as a stand alone plan. It is best if this section is written by the Project Interface Coordinator. See Project Interface Management Plan Task Sheet (PMP9011) and its associated Template for guidance on preparing this plan. In reviewing the Project Interface Management Plan, the Project Manager should ensure that it is project specific in nature, and that all pertinent issues are covered, including:•

That the scope of the Plan considers all appropriate internal and external interfaces, including internal interfaces between area teams, external interfaces with contractors and vendors, external interface with the Customer project team and various departments within the Customer organization, external interfaces with third parties providing certification or verification, external interfaces with organizations obligated to provide regulatory approvals, and external interfaces with other organisations contracted by the Customer to contribute to the project.

•

That the Plan provides a consistent project wide method for identifying, developing, mutually agreeing, and subsequently resolving interface issues.

•

That the project team, contractors, vendors and other interested parties are clearly responsible for managing the interfaces required to effectively accomplish their work, and that a focal point is (or will be) identified by each party across an interface with the responsibility to facilitate the interface for his organization and to resolve interface issues.

•

That there is a clear owner of each interface.

•

That provision is made to obligate vendors and contractors to their interface management responsibility by the inclusion of clear and unambiguous language in the general conditions of purchase orders and contracts.

•

That a Project Interface Coordinator is specifically identified with responsibility to oversee and monitor project-wide interface management activity, to maintain the interface data register, and to report on the activity of interface activity.

•

That the organization and staffing plans have provided for the implementation of the plan, and that the responsibilities of the project team members are clear and communicable to the team.

•

That project specific objectives are identified, action plans defined, and KPI’s established.

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6.4

Regulatory, Permits and Consents Plan

A broad overview of the regulatory requirements related to permits and consents should be provided in the section. Major outstanding issues and status of the permitting process are described in general terms. Within this section stand alone plans may be referenced within the umbrella of an overall permits and consent plan (e.g., construction permits may be more appropriately detailed in Section 14.1, and if so, then they need only to be referenced here). The potential listing of permits and licenses that may be required for a project is unlimited. As guidance, they may include: • Domestic o Sales and use tax o Business license o Building permit (including temporary) o Occupancy permits o Contractor/sub-contractor licenses o Business licenses o Fuel tax exemptions o Registrations (local unemployment insurance, worker’s compensation, etc.) o Engineering licenses o Land use permits o Insurances (approvals and acceptance) o Native Title o Site access permit/identification o Highway use permits (oversize loads)

o o o o o o o o o o o o o o

Code/boiler stamp licenses Crane inspector license Safety permits and license Excavations First aid personnel Hazardous materials use, movement, storage Fuel dispensing permit Health permits (e.g., cafeteria) Pressure testing permits Radiation sources Major Hazard Facility Vehicle registration Registration for local code inspection Speciality devices (e.g., elevators, lifts)

• Environmental o Environmental Impact Approval o Sewage o Air discharge o Liquid discharge o Water use permits o Wastewater o Hazardous waste (generation/storage/disposal) o Stormwater runoff disposal o Navigational permits

o o o o

Docks and piers Aircraft warning lights/marking of tall structures Construction waste disposal Permit to operate/acceptance test certificate Communications permits Security system Process waste disposal Sanitary Waste Disposal

• Foreign o Export/import licenses o Currency/foreign exchange/bank

o o

Driving licenses Local tax registrations

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registrations Business licenses/office registrations Engineering registration Design licenses Local expertising approvals/permits Employment licenses/registrations/work permits Corporate registration Construction camp Labor transportation

o o o o o o o o

6.5

o o o o o o o o o

File/record keeping requirements Customs registration Health registrations (camps, etc.) Local environmental control registration Register as shipper for importations Approval of items to be imported Permits to allow foreign engineering and drawings into county Certificate of foreign (imported) goods Import authorizations

Stakeholder Management Plan

The purpose of this section is to describe the project’s Stakeholder Management Plan. If required on this project, it may be included here or referenced as a stand alone plan. See Stakeholder Management Plan Task Sheet (PMP-9012) and its associated Guideline for assistance in preparing this plan. In reviewing the Project Stakeholder Management Plan, the Project Manager should ensure that it is project specific in nature, and that all pertinent issues are covered, including:•

Identification of all possible stakeholders and classification of them into manageable groups.

•

Identification of those key stakeholders, either individuals or groups whose interests must be recognized if the project is to be successful (in particular those who will be positively or negatively affected by the project).

•

Strategies for achieving and sustaining stakeholder commitment (e.g., alignment of objectives, proper communication and persuasion)

•

Effective communication and management plan, targeted to groups of stakeholders or individual key stakeholders, concentrating on those actions most likely to contribute to the project’s success or where lack of communication will lead to failure.

•

Include a summary of key events/activities along with a milestone schedule for when they are likely to occur.

•

Assignment of responsibility for rollout and maintenance of each part of the plan.

•

Assignment of specific personnel who are to become the primary contact for the implementing the plan (this will likely be more than one individual, and it is likely to include people off-theproject, e.g., the project sponsor) implementation of each action

6.6

Workshare Plan

The purpose of this section is to describe the project’s Workshare Plan. If Workshare is to be utilized on this project, the Workshare Plan will be developed by the assigned Engineering Manager. It may

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be included here or referenced as a stand alone plan. If it is to be included in a stand alone plan, a brief overview should be included here. See Workshare Plan Task Sheet (PMP-9013) and its associated Template for guidance on preparing this plan. In reviewing the Project Workshare Plan, the Project Manager should ensure that it is project specific in nature, and that all pertinent issues are covered, including:•

That there is clarity in the concept that High Value Engineering (HVE) is a subset of Workshare, and that Workshare does not necessarily involve a HVE component.

•

The split of scope is clearly defined among the Workshare locations and deliverables are specified.

•

The schedule for transfer of data to the support office and commencement of activities is clearly agreed.

•

That applicable project/Customer specifications, criteria and standards are identified and made available to the supporting office.

•

Cost and staff-hour budgets, schedule, progress measurement and reporting requirements are well identified.

•

That the project’s change management procedure is extended to the supporting office, with any modifications specific to the workshare clearly identified.

•

Engineering and collaborative systems are documented and that ICT requirements are identified and thoroughly covered in the ICT Infrastructure/Systems Plan (Section 16).

•

The project portal is created well before the commencement of workshare.

•

Key interface personnel are identified at the home office (Interface Engineer) and at the supporting office (Project Coordinator).

•

The basis for organization and staffing plans at both the home office and the supporting office are clearly thought out.

•

“Virtual teaming” is addressed, including team alignment and team building, face-to-face project kick-off meeting, support office personnel working in the home office during project start-up, home office personnel transferring to the support office during execution, etc.

6.7

Project Closeout Plan

In this section describe the requirements for closing out the project and archiving the project documentation. As a minimum, the plan need only contain that WorleyParsons Close-out Procedure (PMP-0039) will be followed and that archiving will be according to WorleyParsons standard requirements plus any specific additional contractual requirements. PMP-0039 requires agreement with the Customer as to when Practical Completion is achieved. Many contracts will include a Completion Certificate that must be approved by the Customer. In the absence of such a certificate, it may be necessary to agree with the Customer some other means to

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document practical completion. This may be a completion checklist agreed and included in the PEP. On smaller or repetitive projects, an email acknowledgement will be sufficient. Describe also in this section that the staffing plan includes the personnel required to fully implement the closeout plan.

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PMP-0017 - Sect 6

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