SAEP-14

Engineering Procedure SAEP-14

4 April 2010

Project Proposal Document Responsibility: Project Support and Controls Dept.

Saudi Aramco DeskTop Standards Table of Contents 1 2 3 4 5 6 7 8

Introduction………………………………......... 2 Applicable Reference Documents……..….… 3 Proposal Contents and ER Estimate……...... 5 Project Improvement Effort……………….… 23 Reporting and Review Requirements…....... 32 Approvals and Waivers…………………....... 36 Contract Bid Package…………………….…. 37 Exhibits……………………………………...... 39

Exhibit I – Project Proposal Checklist………….. Exhibit II – ER Estimate Package Checklist....... Exhibit III – Contract Development Checklist….. Exhibit IV – Benchmarking Data Sheet………… Exhibit V – Bid Quantification Summary.............

Previous Issue: 18 January 2009 Next Planned Update: 4 April 2013 Revised paragraphs are indicated in the right margin Primary contact: Branton, Minh A on phone 873-9526 Copyright©Saudi Aramco 2010. All rights reserved.

41 43 46 48 52

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Document Responsibility: Project Support and Controls Dept. Issue Date: 4 April 2010 Next Planned Update: 4 April 2013

1

SAEP-14 Project Proposal

Introduction This procedure outlines the requirements for preparing the Project Proposal and Expenditure Request (ER) Estimate package. The procedure is not intended to give instructions on the engineering effort, but to cover requirements that are important during the Project Proposal process. In summary it covers: 

Engineering specifications, standards and selected design requirements



Quality, cost reduction and schedule improvement techniques, i.e., benchmarking, value engineering and value practices



Risk Management



Project Proposal reporting, review, approval & waiver requirements



ER Estimate preparation requirements



Project Proposal, ER Estimate Package & Contract Development Checklists



Contract Bid Packages

The intent of the checklists is to insure compliance with key requirements. They are not intended to cover all detailed requirements of this procedure. 1.1

Definition The Project Proposal is a document, which establishes the preliminary (front end) engineering scope definition, cost estimate basis and schedule for a proposed facility from the requirements included in the Design Basis Scoping Paper (DBSP) and the approved Project Execution Plan (SAEP-12). This includes the proposed facility design, general layout and the appropriate functional and performance specifications including the recently published applicable standards & codes. Project Proposal shall be of sufficient detail to prepare a ±10% accuracy ER estimate, provide sufficient technical information for Saudi Aramco review and (where applicable) provide sufficient information to obtain detailed engineering, procurement and construction contract bids in accordance with the approved Contracting Plan.

1.2

Purpose The Project Proposal documents the agreement on, and commitment to, the project scope, the project cost and design basis by the Saudi Aramco Project Management Team (SAPMT), Facilities Planning Department, Project Support & Controls Department, Proponent and other technical support groups. This is accomplished through careful evaluation of the project objectives during Project Proposal preparation to ensure the optimum results. The Project Proposal Page 2 of 53



establishes the basis for Expenditure Request (ER) funding and is the baseline from which all subsequently considered scope changes are measured. 1.3

Preparation Timing Project Proposals must be completed and approved in time to support the Expenditure Request Approval (ERA) date. A complete ER Estimate Package must be submitted to Project Support & Controls Department / Project Controls & Estimating Division (PS&CD/PCED) at least 4 weeks prior to the 56D Estimate submittal due date to FPD Budget Director, as per the Capital Program ER Processing Schedule for Board EXCOM and local approval. Refer to Section 3.4.2 through 3.4.6 for ER Estimate Preparation requirements. Approved Project Proposal from SAPMT Department Manager, Facilities Planning and Proponent organization signatory is a mandatory requirement prior to issuance of the ER Estimate (Saudi Aramco Form 56D) to Budget Director.

1.4

Application With the exception of Master Appropriation projects, Saudi Aramco requires a Project Proposal and ER Estimate for all Capital, Non-Capital and Expense Projects, valued more than $2 million, under the control of Engineering and Project Management (E&PM). The Project Proponent and SAPMT shall agree and document the level of detail needed prior to start of the Project Proposal. Projects that combine the preparation of DBSP and Project Proposal into one effort shall ensure that the requirements identified in this document which are relevant to the Project are met.

2

Applicable Reference Documents The latest edition of the applicable reference documents shall be applied: Saudi Aramco Engineering Procedures SAEP-12

Project Execution Plan

SAEP-13

Project Environmental Impact Assessments

SAEP-25

Estimate Preparation Guidelines

SAEP-26

Capital Project Benchmarking Guidelines

SAEP-31

Corporate Equipment and Spare Parts Data Requirements

SAEP-140

Project Training Impact Assessment

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SAEP-302

Instructions for Obtaining a Waiver of a Mandatory Saudi Aramco Engineering Requirement

SAEP-303

Engineering Reviews of Project and Detail Design Engineering Documentation

Saudi Aramco Engineering Report SAER-5437

Guidelines for Conducting HAZOP Studies

Saudi Aramco Best Practices SABP-A-002

Load Management for Energy Efficiency: Pumps and Compressors

SABP-A-008

Load Management for Energy Efficiency: Heat Transfer Equipment

SABP-A-009

Pinch Technology for Energy Efficiency Optimization

SABP-A-012

New Projects Energy Efficiency Optimization Review Methodology

SABP-P-003

Adjustable Frequency Drives – Selection and Application

Saudi Aramco Engineering Standards (SAESs) Saudi Aramco Materials System Specifications (SAMSSs) Saudi Aramco Cost & Scheduling Manual Saudi Aramco Construction Safety Manual Saudi Aramco Safety Management System Saudi Aramco Form and Data Sheet 8362-ENG

Certification of Review of Saudi Aramco Materials Source Documents

General Instructions GI-0005.002

Loss Prevention Policy Implementation

GI-0020.500

Expenditure Control – Expenditure Request Forms

GI-0020.520

Project Change Request

GI-0202.309

Allocation of Costs – New Facilities Start-up Page 4 of 53



GI-0202.451

Engineering Work Order Authorization for Preliminary Engineering Preparation

GI-0400.001

Quality Management Roles & Responsibilities

Design Basis Scoping Paper (DBSP) and applicable Study Documents Corporate Loss Prevention Manual Project Management Loss Prevention Program Supply Chain Management Manual Saudi Aramco Project Risk Management Guide DC Surplus Materials - Plant M011 of SAP system MVG076-01, “DC Surplus Deferred Materials System” Unrestricted Use Materials of SAP system (for SAMS Excess Materials) Saudi Arabian Manufactured Materials Listing from SAP Saudi Arabian Government Safety and Security Directives (SSDs) Construction Industry Institute (CII) Publications Value Engineering Guide Best Practices Guide 3

Proposal Contents and ER Estimate The following sections outline the items normally included in Project Proposals. 3.1

Table of Contents

3.2

Technical Requirements 3.2.1

Project Summary This section provides a history of the existing conditions, a brief discussion of the proposed facilities and their justification, outlines the project objectives/scope and schedule, and briefly describes how these objectives will be achieved.

3.2.2

Project Description This section provides scope and design information that establishes the performance specifications for the facilities, process, waivers or Page 5 of 53



limitations. It shall address details concerning the design basis, proposed facilities including equipment design, capacities, location/layouts and other project related information. The list below provides common elements found in a typical scope. 1)

Facility/plant layout and location Note:

The project scope boundaries and interfaces with other related facilities must be clarified prior to developing the scope of the project in the proposal phase.

2)

Facility/process specification

description,

design

basis

and

performance

3)

Process Flow Diagrams (PFDs) including heat and material balances

4)

Major mechanical, electrical, and utility requirements (type and quantity)

5)

Electrical one-line diagrams electrical area classification drawings

6)

Piping and Instrumentation Diagrams (P&IDs)

7)

Temporary and permanent on-plot and off-plot facilities

8)

Site survey, topography and soil data (Geotechnical Investigation)

9)

Demolition and modifications to existing facilities/plants

10) Operating variables (as required by OSPAS) 11) Corrosion control 12) Impact on and interface with other related projects 13) Environmental Impact Assessment (see SAEP-13) 14) Security, fire protection & safety provisions (if required, Hazard Identification Plan of Major Hazards, fire hazard zone drawings, and fire system layout drawings) 15) Communications, including government approvals if required 16) Control systems (including SCADA) provided with Control System Block Diagram or System Architecture, instrument index, instrument cable routing and I/O count breakdown 17) Project Execution Plan/Schedule 18) Training requirements 19) Land use permits for new facility sites or addition of facilities within existing plants. Include Proponent approved permits for layPage 6 of 53



down areas, staging areas and office sites 20) Strategy for project compliance with Project Quality Plan requirements 21) Process & utilities system definition and turnover sequence 22) Piping, electrical and control system tie-in /hot tap plan. 23) Studies & calculations developed during Project Proposal (i.e., ETAP study, HAZOP study, process simulation, etc.). All required engineering studies, including those defined in DBSP, must be carried out regardless of contracting strategy adopted, e.g., LSTK, LSPB, etc. 24) Site Investigation Report 25) Project Risk Management Study in accordance with the Saudi Aramco Project Risk Management Guide 26) Commissioning and Start-up Plan 3.2.3

Scope Change from DBSP A)

Definition of Scope Change A scope change is defined as any deviation from the Approved DBSP. In addition to the DBSP deviations, any design that exceeds the current Saudi Aramco standards and specifications and is not already specified as part of the DBSP shall be considered as a scope change. Said changes shall be clearly identified in each of the interim and final Project Proposal package. Following are examples of typical scope changes: 1.

Design exceeding the current Saudi Aramco standards and specifications

2.

Equipment capacity and sizing changes

3.

Addition or deletion of equipment from the original list provided to PS&CD in conjunction with the DBSP for preparation of the budget estimate

4.

Plot plan changes

5.

Process control plan or system changes (changes in I/O counts, type of control system, etc.)

6.

Other design changes as a result of the following: 

Environmental Impact Assessment

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B)




Hazard and Operability (HAZOP) study



Energy System Optimization Assessment Study



Project Risk Management Study in accordance with the Saudi Aramco Project Risk Management Guide



Underground obstructions such as rock or utilities interferences, etc.



Building Risk Assessment or any other Loss Prevention requirements



Cost avoidance realized from Value Engineering and other Value Practices



Site investigations

Notification of Scope Change SAPMT shall promptly notify FPD, in writing, of any scope change with the cost and schedule impact and justification as soon as changes are identified. This allows timely assessment by FPD of the impact of these changes to the project. Change will be incorporated in the project scope based on FPD's assessment. All approved scope changes shall be communicated to PS&CD.

C)

Implementation of Scope Change If accepted for implementation, FPD shall issue a formal letter or DBSP amendment to SAPMT within two (2) weeks of the initial submittal and distribute a copy to PS&CD.

D)

Recording of Scope Change All scope changes shall be recorded in a special section in the Project Proposal package and ER Estimate Package. This section shall contain a list of all scope changes with justification, cost impact, schedule impact, initiator organization, date initiated/approved and any supported cost estimate documents. SAPMT shall maintain the list of the scope changes and continuously update it from the start of Project Proposal until the ER Estimate is complete.

3.2.4

Communication Requirements Saudi Aramco construction projects normally require both temporary Page 8 of 53



(during construction) and permanent communication systems. As procurement approval for radio frequencies and materials involves long lead times, communication systems require early identification and coordination between Information Technology organization and SAPMT. To facilitate these requirements, the Project Proposal shall contain the following:

3.2.5

a)

Summary of temporary and permanent communication system requirements. Identification of additional communication facilities and/or modification to existing facilities necessary to meet the project requirements.

b)

Identification of additional communication facilities and /or modification to existing facilities necessary to meet the project requirements.

c)

Identification of communications requirements to be handled by Information Technology organization and those, which shall be provided and funded by the project.

d)

Schedule of communication material requirements with an estimated site required delivery date.

e)

Identification and implementation plans of all communication disaster recovery and business continuity aspects of the projects.

Safety and Security Directive (SSD) The SSD (reference SAES-O series) shall be adhered to by all projects, with exception of home-ownership & utility projects, in accordance with the directives given to Saudi Aramco by the Saudi Arab Government's Supreme Commission for Industrial Security. The SAPMT shall contact Consulting Services Department, Dhahran and the Safety and Industrial Security organization to obtain current safety and security requirements before proceeding with Project Proposal engineering. A separate section in the Project Proposal shall be devoted strictly to safety and security requirements.

3.2.6

Hazard and Operability (HAZOP) Study The objective in performing HAZOP study is to improve process safety and/or minimize operability problems. The SAPMT in conjunction with the Loss Prevention Department (LPD), and Environmental Protection Department (EPD) shall decide which projects and specific facilities require complete HAZOP study. Duplicate facilities shall not require a new HAZOP study. Only new or upgrade facilities that use, produce, process, transport, or store flammable, explosive, toxic or reactive Page 9 of 53



substances in large quantities are candidates for complete HAZOP study. The completed HAZOP study in the Project Proposal phase shall be thoroughly reviewed during detailed engineering to ensure that all safety issues are identified prior to the start of construction. The review shall be focused on any changes arising from detailed engineering that could not be foreseen earlier. For buildings, a building risk assessment shall be performed when required by SAES-B-014. Any cost impact as a result of the HAZOP study or building risk assessment must be identified and included in the ER Estimate package. 3.2.7

Environmental Impact Assessment (EIA) EIA is required at the early stage in project planning. SAEP-13, “Project Environmental Impact Assessments,” establishes the procedures necessary to prepare the environmental impact assessments which shall be submitted to Environmental Protection Department Manager by the 30% Project Proposal stage for review and approval. EPD will forward the final EIA document to the Ministry of Petroleum and Mineral Resources for their approval. Approval by the Ministry is required for all capital projects prior to expenditure request. Any cost impact as a result of the Environmental Impact Assessment must be identified and included in the ER Estimate Package. An environmental impact assessment: 

describes and quantifies project actions



identifies those discharges and emissions regulated by environmental standards



predicts the environmental changes resulting from the project, and



demonstrates compliance with applicable Saudi Aramco and/or Saudi Arab Government environmental standards and policies.

The discovery of new information or significant project changes that impact a previously completed and EPD approved EIA may result in cancellation of the existing assessment and re-submittal of an amended EIA to EPD for approval. The full environmental report with appropriate calculations is to be included with the Project Proposals issued to Environmental Protection Department, Technical Information Center (TIC) Dhahran, and Page 10 of 53



Corporate Information Center (ASC) Houston. All other volumes will contain a summary only. 3.2.8

Obtaining a Waiver from Saudi Aramco Engineering Standards and Materials System Specifications. Identify standards, procedures, equipment and materials that will require a waiver prior to incorporation into the facilities. 3.2.8.1

Projects shall meet the requirements of Mandatory Saudi Aramco Engineering Requirements (MSAERs), which are in effect on the Project Proposal approval date. Changes to MSAERs approved after the Project Proposal approval date shall be mandatory only when: 

the changes affect safety, health, environment or security highlighted by the concerned organization. In this case, the impact of the changes on the project should be reviewed by Project Management with the Proponent, Loss Prevention, Industrial Security Operations, Facilities Planning Department, Project Support and Controls Department, Process and Control System Department, Information Technology, and others to determine applicability and extent of implementation.



the changes result in cost savings to the project. In this case, SAPMT, Proponent and Engineering Services shall review and decide on implementation.

A Project Change Request (PCR) shall be initiated to document and obtain approval to implement changes after the project has been funded (Refer to GI-0020.520, “Project Change Request”). 3.2.8.2

Include waivers (reference SAEP-302 – “Instructions for Obtaining a Waiver of a Mandatory Saudi Aramco Engineering Requirement”) that shall reduce project cost without impacting design, safety or operational integrity of the facility. Describe the variation in sufficient detail to permit technical evaluation by the appropriate reviewing agency. Include copies of waiver applications and approvals. Any approved waiver that has an impact on the Project must be identified in the Project Proposal and ER Estimate package and be considered during the Project Risk Management Study.

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3.2.8.3

3.2.9


Deviations from SSD requirements shall be submitted in a letter format as per SAES-O-100 (General Requirements for Safety & Security) that describes the variation in sufficient detail to permit technical evaluation by the appropriate reviewing agency.

Drawing Index and Drawings This section provides a list and copies of the drawings that define the scope of the project. It shall include key drawings such as PFDs, P&IDs, plant and equipment layouts, electrical one-line diagrams and other necessary drawings that are required to establish the design basis and assist in producing an ER quality estimate.

3.2.10 Project Quality Plan SAPMT shall prepare a Project Quality Plan in accordance with GI-0400.001 (Quality Management Roles and Responsibilities). The SAPMT shall also ensure that the specific requirements for inspection are included in Schedule “Q” Attachment VI for all applicable contracts. 3.3

Materials Related Requirements 3.3.1

General The Project Proposal provides a table of major materials and equipment identified for the project. During preliminary engineering, the Engineering Contractor, with guidance from the SAPMT, shall review the Company DC (9COM) Surplus and Excess (9CAT) using SAP MMBE transaction to identify all acceptable or substitute materials which are available in Saudi Aramco inventories for possible use on the project, with the objective of: a)

Incorporating materials, which require the least new cash outlay to Saudi Aramco

b)

Making maximum economic use of the materials available from surplus and excess cataloged material inventories

c)

Making maximum economic use of locally manufactured materials

d)

Providing full justification for any proposed purchases of contingent quantities or non-installed spares

During Project Proposal preparation, the SAPMT shall request review, and may request assistance from the Materials Supply (MS) on all portions of the plan that involve materials related aspects of the work. Page 12 of 53



SAPMT will continue to be responsible to ensure that the purchase order is in acceptable technical compliance with relevant MSAERs during the time the Contractor is handling the order. Purchase Orders for inspectable materials shall be reviewed by Inspection Department prior to placement, to ensure compliance with the Regulated Vendor List, Technical and Quality requirements. If procurement of major equipment and materials is on the critical path of the project schedule, SAPMT may elect to consider “novation” of these items to reduce their impact on the project schedule. “Novation” typically involves: 1.

placement of purchase order by the Management Contractor or Project Proposal Contractor with commitment only for engineering, and

2.

after ERA, transfer the purchase order to the successful LSTK Contractor on contract award.

The purchase order transferred to the LSTK Contractor will cover the complete scope involving engineering and manufacture. Use of novated purchase orders should be approved by Services Review Committee (SRC) either as part of the contracting plan or as an individual item. 3.3.2

Material Source List The materials source list identifies major equipment and material items. Where possible, an estimated dollar value and quantity required shall be indicated. Also indicate responsibility for inspection, expediting, traffic and transportation. The Project Proposal effort shall develop Quotation Requests (QRs) for major engineered equipment and critical items, and issue these QRs to vendors on a “For Development Only” basis to determine prices and delivery schedules. For purpose of preparing the ER Estimate, the major equipment list shall include account number, the item number, a brief description, the data sheet, a requisition number if available, the estimated value and other pertinent information. The following areas shall be segregated: a)

Surplus Materials - 9COM Materials in Plant M011

b)

Excess Cataloged Materials - Unrestricted use 9CAT Materials in SAP transaction MMBE

c)

Locally manufactured materials and vendor warehoused materials (LDOR)

d)

Cataloged Materials Reservation (9CAT) Page 13 of 53


3.3.3


e)

Non-cataloged Materials (9COM)

f)

Contractor procurement Lump Sum Turnkey (LSTK) or Lump Sum Procure/Build (LSPB)

g)

Sole source materials and equipment

Use-up Target Values The Surplus Inventory and the Excess Cataloged Materials Listings shall be reviewed to prepare the listing and estimated values of possible surplus and excess usage. During the Project Proposal development, this list shall be further refined to set the target values for use-up of those items that shall be reported during the life of the project. LSTK or LSPB contracts shall use the same format and shall estimate total commodity (9CAT) and engineered (9COM) material costs (regardless of originator) as the basis for determining use-up values. The target values are goals requiring extra effort to achieve rather than just a restatement of the original major items listed in section 3.3.2.

3.3.4

Locally Manufactured Material During Project Proposal development, the SAPMT shall obtain a current list of approved locally manufactured products and sources from MS. This list shall be provided to LSTK & LSPB Contractors to encourage use of locally manufactured materials.

3.3.5

Critical Plant Equipment Unit Spares A list of proposed installed spares for critical plant unit equipment and a list of non-installed capital spares proposed for entry into Saudi Aramco stores custody shall be provided along with the estimated cost for each item and justification for purchase. Comparison shall be made between spares specified in the Design Basis Scoping Paper and spares specified in the Project Proposal.

3.3.6

Start-up Spare Parts Construct-only project materials furnished by Saudi Aramco need not address this subject because spares shall be furnished per SAEP-31 (Corporate Spare Parts Data Requirement). For Procure/Build contracts, the SAPMTs shall specify start-up spare responsibility including how they shall be provided, the financial impact of purchase and final disposition of residual spares. The LSTK Contractor is responsible for providing start-up spares. Residual and/or unutilized start-up spares remain Contractor's property; Page 14 of 53



such spares may not be purchased from the Contractor by Project Management. Proponent at their discretion has the option to purchase these residual spares against their Operating Budget for future use. Operations shall communicate with MS (Materials Control Department) to ensure the spares are reviewed against overall inventory needs, and do not adversely affect existing supplies. Defined start-up spares may be turned over to Saudi Aramco in accordance with the contract requirements provided that the quantities and types are in accordance with the Saudi Aramco stocking policy. For LSTK and LSPB contracts, start-up spares responsibility for “free issue” equipment provided by Saudi Aramco shall be stated clearly in the contract. SAPMT and the respective Contractors are responsible for the spare parts as outlined under SAEP-31. In all cases, the SAPMT/Contractors shall provide complete and accurate spare parts data packages necessary to support Saudi Aramco procurement of operating spare parts. 3.4

Scheduling & Estimating Requirement 3.4.1

Scheduling Requirements This section contains a Level III project summary schedule that shall be developed during the Proposal phase based on information from the Project Milestone Schedule, WER Schedule and other data as they become available during the DBSP and Project Proposal. Project Summary Schedule should be developed as soon as Preliminary Engineering starts and will be used as a “working” tool in the absence of a detailed schedule by Contractor. The Project Summary Schedule shall be used as a guide for ER estimate preparation, early identification of long lead material procurement items, Contracting Strategy and technical evaluation of Contractors and start-up planning. As-Built schedules from similar projects can be made available from PS&CD Scheduling Group to be used as a guide for the initial preparation of the Level III schedule. Project Summary Schedule addresses all the project life cycle activities in a summary format. It must be logic driven, based on the Critical Path Method (CPM). The Schedule should contain sufficient detail to show potential material or equipment “novation”, long lead items, contract procurement activities, detailed engineering by discipline leading to major deliverables, mobilization, early works, shutdown, tie-ins, testing, loop checks, pre-commissioning, start-up, interface with Proponent and other projects.

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Project Summary Schedule shall also include ER estimate preparation and approval activities including Estimate Kick-off, milestone dates for Scope Compliance and any ER Estimate reviews or any other design reviews, MTOs for the relevant disciplines, equipment pricing, NOVATION of equipment and/or Prior Approval Expenditure Request (PAER), Technical Review Meetings, and the final approval of the Project Proposal and 56D preparation and submittal to the Facility Planning Department (FPD). The schedule shall form the basis for the original (Rev.0) Project Completion Schedule (PCS). The Project Summary Schedule further expands the level of detail while still supporting critical and key milestone dates defined and prescribed in the contract (Schedule “B”). Project Summary Schedule is expanded to include critical milestone dates as well as any other key milestones that are provided by Contractors. If “novation” material and equipment is included in the execution plan, the date of purchase order and required delivery date should be incorporated in the schedule. The schedule shall include review time requirements specified in SAEP-303 (Engineering Reviews of Project and Detail Design Engineering Documentation). Contact PS&CD for more detailed information on Project Summary Schedule. 3.4.2

ER Estimate Requirements Project Proposals must be completed and approved in time to support the Expenditure Request Approval (ERA) date. A complete ER Estimate Package must be submitted to PS&CD, at least four (4) weeks prior to submittal of 56D Estimate to FPD Budget Director as per Capital Program ER Processing Schedules for Board, EXCOM and local approvals. SAPMT shall be responsible for preparation of the ER Estimate package: 

in accordance with SAEP-25 (Estimate Preparation Guidelines)



in conformance with the Work Breakdown Structure and Standard Code of Accounts (SCA) established by SAPMT and PS&CD



to achieve a quality estimate with an accuracy of (±10%) of project final cost



using the Estimating Tool Aspentech Kbase, particularly for oil and gas process facilities, as a preferred estimating software. Selection of any other estimating tool should be discussed with PS&CD.

Effective January 2008, Aspentech KBase shall be used as a mandatory Page 16 of 53



estimating tool in the preparation of the ER Estimate for oil and gas projects greater that $100 million. Waiving this requirement must be approved by the PS&CD Manager. The final ER Estimate shall be jointly reviewed and approved by PS&CD and SAPMT. 3.4.3

ER Estimate Review Meetings Initial, Interim and Final ER Estimate review meetings will be held by members of SAPMT, Engineering Contractor, and PS&CD during the course of Project Proposal phase. SAPMT will be responsible for organizing the meetings, providing the required documents to PS&CD prior to review meetings and inviting all concerned parties to participate in the ER Estimate Review meetings. A)

Initial Kick-off Meeting The initial kick-off meeting will be conducted before the 30% completion of Project Proposal. An ER Estimate Plan, as described in Section 3.4.4, shall be prepared and completed prior to the Kickoff Meeting. PS&CD will take an active role in defining Saudi Aramco ER estimate preparation requirements and providing basic information to the SAPMT and Contractor.

B)

Interim ER Estimate Review Meetings The purpose of the interim meeting is to review the progress of the ER estimate preparation activities. The number of interim meetings should be established during the initial ER Review meeting. Minimum one (1) week prior to the review meeting, SAPMT shall provide a complete set (hardcopy and electronic file) of the ER Estimate with support documents to PS&CD for review. The interim review meeting deliverables shall include, but not be limited to: 

ER Estimate as developed to date, with MTOs by Area and WBS



ER Estimate Basis



ER Estimate Detailed Schedule



Multiple Discipline Drawings including PFDs, P&IDs, Plot Plans, One Line Diagrams, etc. Page 17 of 53


C)




A list of all scope changes from the DBSP identified to date. The list will include itemized scope changes with justification and cost/schedule impact for each deviation item (per Section 3.2.3)



Major equipment quotations



Recent quotations for Engineering and Construction rates



All discipline Material Take-offs (MTOs) by Area and WBS



Market Outlook study, as required



Project Risk Management Study in accordance with the Saudi Aramco Project Risk Management Guide

Final ER Estimate Review Meeting 1. A complete ER Estimate Package must be completed in accordance with the established ER Estimate Plan and submitted to PS&CD/PCED at least four (4) weeks prior to the 56D Estimate submittal due date to FPD Budget Director. Refer to Section 3.4.5 for ER estimate deliverables. 2. After receipt of the ER Estimate package, PS&CD will conduct a meeting with SAPMT and Engineering Contractor to review and finalize the estimate as deemed necessary. 3. Minimum of two (2) weeks prior to 56D Estimate submittal due date to FPD Budget Director, SAPMT shall provide PS&CD the Project Proposal sheet approved by SAPMT, FPD and Proponent and a copy of the Technical Meeting minutes with a complete list of all finalized items with detailed cost estimate of impacted items. These documents are required for finalizing the 56D Estimate for submittal to FPD Budget Director. When the ER Estimate is over or under by more than 10% of the Budget Estimate, PS&CD and SAPMT shall jointly prepare a scope reconciliation and comparison between the approved Budget and the established ER Estimate. The review shall include a list of all scope changes from DBSP which will be part of the ER Estimate package.

D)

Scope Compliance Review Meetings Compliance Review meetings will be conducted, as deemed necessary, by SAPMT in coordination with FPD and PS&CD to

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ensure that the scope of Project Proposal is in compliance with the approved DBSP. SAPMT shall prepare and provide all attendees with a complete list of accepted scope changes and relevant supported documents for the Scope Compliance Review meetings. PS&CD shall be responsible for validation of cost and schedule impacts for all scope changes. 3.4.4

ER Estimate Plan SAPMT shall be responsible for developing an ER Estimate Plan which will be reviewed and discussed during the initial kick-off meeting. At the minimum, the ER Estimate Plan should contain: 

Project scope of work



Site development plan and comprehensive soil investigation report



A detailed schedule with major and interim milestones for completing the ER Estimate deliverables



A quality control plan for estimate preparation



Specific plan and methodology for performing market outlook and project risk assessment for selected projects greater than $300 million (refer to Section 3.4.6)



Project Risk Management Plan in accordance with the Saudi Aramco Project Risk Management Guide



Methodologies for developing estimate basis, material take-offs (MTOs), pricing of material and equipment based-upon life cycle cost, unit rate for engineering and construction based on current market conditions and project risk assessment



Plan and methodology for developing internal and external benchmarking



Identification of estimating software to be used for preparation of ER Estimate



Work Breakdown Structures (WBS) and Standard Code of Accounts (SCA) to be used for the project



A list of ER Estimate deliverables required for interim review and final review



An organization chart of the estimating team

Page 19 of 53


 3.4.5


Roles and responsibilities of all involved parties in developing the ER Estimate and identifying point of contact from each organization

ER Estimate Deliverables The ER estimate will be based on 100% Project Proposal which includes equipment lists, equipment sizing, plot plans, P&ID, single line diagrams, cable schedules, instrument index summaries, I/O counts, bulk material take-offs, and other related project documents and drawings. The following major contents of deliverables should be included in the ER estimate package: 

Approved Project Proposal



Drawings, specifications, reports and other relevant documents necessary to define the project requirements



Approved Execution and Contracting Plan



Commissioning and Start-up Plan



Project Summary Schedule



An ER Estimate package which includes a hard-bound copy and an electronic copy on a CD with all required backup documents as specified in SAEP-25



A complete list of all scope changes from the DBSP that will be implemented in the Project Proposal. The list will include itemized scope changes with justification and cost/schedule impact for each deviation item



Copies of Technical Review Meeting Minutes



Copies of ER Review Meeting Minutes with status of outstanding and implementation items



Copies of PHA or HAZOP Meeting Minutes with summary of changes, if applicable

For detailed listing of deliverables, refer to the Exhibit II, ER Estimate Package Checklist. 3.4.6

Market Outlook Study & Project Risk Assessment PS&CD will coordinate with SAPMT to identify projects worth $300 MM or greater that will be required to do a Market Outlook Study and Project Risk Assessment. Market trends and project risks are assessed to avert potential impacts on project development and Page 20 of 53



execution. Results of these studies shall be included in the basis of estimate and contingency rates shall be recommended accordingly. These shall include, but not be limited to, the following: 

Worldwide demand for Engineering and Construction services



Market conditions that affect major equipment procurement pricing and delivery



Trends related to supply and demand of major equipment and bulk material in the Middle East that could affect schedule and costs on the project



Availability of Engineering Contractors to undertake LSTK contracts in Saudi Arabia



Assessing the financial markets and institutional support for current and future Middle Eastern projects



Project risks study on constructability, tie-in execution, environmental, security and other factors related to a specific project



Forecast of Engineering Contractors Overhead and Profit Margins



Any other factor that can impact the future cost of the project

Following are some of the resources that can be used in developing a Market Outlook study:       3.5

Trade Organizations Trade Magazines Financial Institutions’ studies and surveys Government studies and surveys Industry studies and surveys Manufacturers and Suppliers data

Appendix The Appendix shall include letters, minutes, land use permits and other pertinent documents written during Project Proposal development.

3.6

Numbering Project All Project Proposals shall be numbered by the issuing office as follows: Saudi Aramco

APP Series (Numbers assigned by the Technical Information Center, Dhahran)

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ASC


TPP Series (Numbers assigned by the Corporate Information Center, Houston)

APP or TPP numbers shall be on the Project Proposal cover sheet. 3.7

Training Impact Assessment SAEP-140 (Project Training Impact Assessment) requires that a Training Impact Assessment be prepared as part of the Project Proposal for all projects for which training programs for operations and/or maintenance personnel will be required. These training programs will not be provided by the project and costs for training after commissioning are not be paid for by capital funds. (Refer to GI-0202.309, Paragraph 4.5). The Proponent is responsible for identifying any training requirements for a project by preparing a Training Requirement Statement (TRS) prior to the start of the Project Proposal. SAPMT will provide equipment identification and any details that may assist Proponent in preparation of the TSR. The Proponent will provide the completed TRS to the Training & Development’s Early BI Training Planning (EBTP) team to complete a Training Impact Assessment (TIA) if training is required. If training is to be required, a Training Impact Assessment is to be prepared in accordance with SAEP-140. SAPMT is responsible for incorporating the findings of the Training Impact Assessment in the final Project Proposal. SAPMT may also be required to implement the findings of the Training Impact Assessment as included in the approved Project Proposal. These may include: 

Incorporating contract provisions that require the Contractor to develop multiple quotations for specified equipment so that the cost of training can be taken into consideration when selecting the life-time, low-cost supplier. These provisions will allow Saudi Aramco to direct the Contractor to place its order with one of the proposed technically acceptable suppliers and will provide for additional payment to the Contractor if the selected supplier did not offer the lowest base price to the Contractor.



Incorporating requirements for the Contractor to include provision in its purchase orders for specified equipment that establish fixed prices for training services or material to be procured at a later date by Saudi Aramco. This will reduce the possibility of a supplier overcharging Saudi Aramco when training services or materials are procured on a single-source basis.



Providing the vendor training plans and quotes for the equipment identified for training to the EBTP team for analysis. After the initial analysis of the

Page 22 of 53



vendor training plans and quotes, the EBTP team will provide training recommendations to SAPMT for considerations during the vendor selection process. After vendors have been selected, SAPMT will provide the EBTP team a list of the specific equipment required for training, general vendor data information, training scope, cost and schedule required for training prior to commissioning. 4

Project Improvement Effort This section consists of practices that when implemented would optimize project cost, schedule & quality and enhance the efficiency of project planning and execution. Budgeting for conducting value practices is included in the Preliminary Engineering fund. 4.1

Value Engineering Value Engineering (VE) is an organized functional analytical methodology. VE focuses on fulfilling the basic function and optimizing the life cycle costs of secondary functions without sacrificing the performance, quality and reliability of the project deliverables. 4.1.1

VE Study Selection Criteria Unless waived in the DBSP, SAPMT shall initiate a formal VE study during the Project Proposal development stage when:

4.1.2



The estimated BI value exceeds $100 million, or



The estimated BI value is between $30 – $100 million and a VE study was not conducted during the pre-planning or DBSP development stage, or



The estimated BI value is between $30 – $100 million, and the preplanning or DBSP stage VE Report recommends that a Project Proposal stage VE study is required.

VE Study Planning & Coordination VE studies should be completed during the early phase of the Project Proposal, but not later than the 30% completion milestone date. For scheduling purposes only, VE studies shall be coordinated with the Project Support & Controls Department (PS&CD). The requirements for conducting VE studies shall be identified in the Project Proposal Contractor’s scope of work and in SAEP-12. VE shall be conducted on the plot plan for expansion and grass root process plant project to ensure Page 23 of 53



that the facility is designed in the most efficient and cost effective manner. VE studies shall only be facilitated by either a Certified Value Specialist (CVS), or local Engineering Contractor personnel who have been certified by PS&CD to conduct VE sessions. Requests for VE study guidance, and information on Consultants and local Engineering Contractor personnel certified to facilitate VE sessions should be directed to PS&CD. 4.1.3

VE Proposal Implementation & Reporting Requirements The effectiveness of a VE study depends on the successful implementation of accepted proposals and on the prompt resolution of pending proposals. VE proposals that are accepted by the Proponent Organization and SAPMT are to be reviewed by FPD, and CSD if related to standards requirement, before being incorporated into the Project Proposal Scope of Work. The status and resolution of all accepted and pending VE proposals shall be documented in the Value Engineering Section of the Project Proposal. A copy of the final VE Report shall be distributed to the PS&CD no later than four weeks from the completion of the VE session.

4.2

Risk Management Study Project Risk Management (PRM) is a structured and systematic approach for decision making. The PRM process is defined in six steps - plan the approach to risk management, identify risks, assess risk in qualitative and quantitative terms, develop response plans, then monitor and control the risk. Each step is repeated at each phase in the project life cycle. The PRM process provides for efficient use of resources and reduction in the use of contingency and management reserves. The process is described in the Saudi Aramco Project Risk Management Guide. The PRM process is applicable to all capital projects, but the number of activities within the process, and the depth of these activities, is matched to the size, complexity, uniqueness and level of importance of the project. The activities required to implement PRM for a specific project will be jointly decided between the Project and PS&CD. Smaller projects will benefit from pre-defined templates and desk top reviews, while larger projects will benefit from facilitated group workshops. These are outlined in the Saudi Aramco Project Risk Management Guide. Page 24 of 53


4.2.1


PRM Implementation PRM commences in the project study phase when the project is initiated. At commencement of Project Proposal, a PRM Plan, Risk Assessment Report and Risk Register should already exist for the project. During Project Proposal the 6 steps risk management process is repeated and the PRM Plan and Risk Register are updated. The information is then reviewed and a Risk Assessment Report is generated. This complete process is referred to as the Risk Management Study. PRM for the Project Proposal phase commences prior to the Value Engineering Study performed at 30% Project Proposal. The activities required are documented in the Saudi Aramco Project Risk Management Guide and include: Prior to 30% Project Proposal Risk Management Plan Review and update Risk Awareness with Project Team Risk Identification and qualification Risk Response Planning Risk Management Action summary During Project Proposal Execute Risk Actions Collect risk information Risk Quantitative Assessment if appropriate Prior to 90% Project Proposal Risk Information review Risk Identification and qualification Risk Response Planning Risk Assessment Report Large, unique or complex projects will be required to implement these activities in depth. Smaller projects will rely on templates, checklists, the Corporate Risk Database, and Risk Subject Matter Experts. The depth of analysis and the level of detail required by this process will be decided between the Project Department and PS&CD, and documented in the PRM Plan. The outcome of the Risk Management Study is an updated PRM Plan, an updated Risk Register, and an updated Risk Assessment Report. Page 25 of 53


4.2.2


PRM Coordination Each project is reponsible for its own risk management. The first point of contact for risk information, guidance and coordination, is either the Risk Management Specialist assigned to the Project Departments or PS&CD.

4.2.3

Risk Management Reporting The PRM Study produces three documents as described in the Saudi Aramco PRM Guide. They are: PRM Plan: 

Documents the project context, existing risk information, project constraints, background risk information, major assumptions, project uniqueness, risk strategy and risk tolerance.



Identifies cross functional risk team (including subject matter experts), risk relationships, escalation, process of enacting risk responses, risk activity scheduling, risk reporting, and risk training requirement.



Defines the depth of analysis required during the PRM Process and the level of detail required in the Risk Assessment Report.

Risk Register: The repository for all the risk information and response planning. It captures risk decisions and risk trends, and is the primary tool used to understand and plan the management of risk. Risk Assessment Report: A summary of the pertinent information from the PRM Plan and the Risk Register. It describes the risk exposure and recommendations as to how this exposure can be reduced. 4.3

Other Value Practices SAPMT shall implement applicable Saudi Aramco and other industry value practices during Project Proposal development to optimize project planning and execution. PS&CD is available to assist SAPMT in selecting the appropriate value. The requirements for conducting specific Value Practices shall be identified in the Project Proposal Contractor’s scope of work and in SAEP-12. Value Practice sessions shall only be facilitated by either approved Value Practices Consultants, or local Engineering Contractor personnel who have been certified by PS&CD. For information on approved Consultants and local Engineering Page 26 of 53



Contractor personnel certified to facilitate Value Practice sessions, contact PS&CD. The following value practices have shown proven payback for Saudi Aramco projects: 

Constructability Effective and timely integration of construction knowledge into the conceptual planning, design, construction and field operations of a project. Optimum timing during project proposal phase is at 30% Project Proposal.



Project Definition Rating Index (PDRI) Held at 60% Project Proposal involving SAPMT, Proponent, Contractor, and other parties as needed to measure project proposal completeness and clarity. PDRI consists of about 70 elements that identify and very precisely describes each critical element in a preliminary engineering scope definition package.



Lessons Learned Implementation Lessons Learned Implementation (LLI) is a systematic search for applicable existing lessons learned and frequently encountered project pitfalls from Saudi Aramco Project Management Lessons Learned knowledge base and the Pitfall Prevention Tool website, and other reliable sources. It entails the development of mitigation strategies and specific action plans to prevent repeat problems and build on successes experienced by other projects. All SAPMTs are required to implement applicable lessons and pitfalls at the beginning of Project Proposal and collect and submit lessons learned during Project Proposal.



Project Execution Planning Workshop Project Execution Planning Workshop (PEPW) is a half-day workshop conducted before or at the start of Project Proposal to promote ownership, commitment, and alignment of all project stakeholders including SAPMT, FPD, Proponent, Contracting, Loss Prevention, and other involved parties.



Schedule Optimization Schedule Optimization (SO) is conducted at the 60% of Project proposal. SO utilizes “Schedule Reduction” and “Schedule Compression” techniques to optimize the project schedule.

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


Planning for Startup Extensive set of tools and techniques used by all Project Stakeholders, PMT, Proponent, Contractors, etc., to help facilitate a successful facility start-up and stable long term operation.



Scope Control & Change Management Scope Control (SC) is a preventative process that starts with a detailed project scope and ensures discipline in changing the scope during execution. Change Management (CM) involves establishing and clearly communicating to all project stakeholders a system for recognizing, evaluating, and implementing changes during all phases of the project. SC & CM is conducted at the 60% of the Project Proposal.



Other PS&CD will identify and implement other value practices that become available between revisions of SAEP-14 that offer value improvement to the project.

4.4

Benchmarking Benchmarking is an improvement process used to discover and incorporate project cost, schedule, front-end loading, value improvement and operability into project execution strategy. The benchmarking process will be centralized so that all benchmarking activities are managed through PS&CD. Benchmarking will be conducted at study, late stages of the DBSP, early stages of the Project Proposal as well as towards the completion of a project. Projects will be selected by PS&CD for either external or internal benchmarking. The objective of Benchmarking analysis at the early stage of Project Proposal is to identify and compare key project parameters such as project scope, quantity, cost, schedule, value practices and execution strategy, against the Company’s internal historical statistics of similar projects. The project data also are used for benchmarking against the industry world class projects with similar scope. The result of the benchmarking analysis can be used for improving project execution plan. 4.4.1

Internal Benchmarking Requirements For all projects except community projects, school and home-ownership, SAPMT shall provide key project data to PS&CD for internal benchmarking purposes. A sample of benchmarking data sheet is shown Page 28 of 53



in Exhibit IV. This internal benchmarking data will be part of the ER Estimate package. 4.4.2

External Benchmarking Requirements PS&CD will coordinate with SAPMT to identify projects with value of $100 MM or greater to be benchmarked. Projects less than $100 MM may be benchmarked if related to core business. PS&CD will perform the leading role for the selection of the Consultant, development of benchmarking criteria, and implementation of the formal benchmarking study. The analysis starts as early as the study phase and DBSP, or at any appropriate stage of the Project Proposal development, but no later than 90% Project Proposal progress, comparing key parameters of the project with an external industry-wide database. The analysis would address key project outcomes and associated risk based on the Project Proposal effort to date. As a minimum, the following areas should be addressed and compared to industry norms, the Gulf Region and Best in Class:           

Status of front-end loading (FEL), i.e., project definition, at the time the benchmark analysis is prepared Use of value improvement practices The projected total installed cost (TIC) of the project An analysis of the contingency requirement based on project scope and FEL Engineering as a percentage of TIC Time required for total project execution (ERA through Onstream) Time required for the construction phase Expected time required for start-up Long lead material deliveries comparison General or specific requirements included in the Project Proposal Scope of Work that are non- industry standards Execution strategies

A Benchmarking section shall be included in the Project Proposal book to include the summary benchmarking report prepared by an outside Consultant or by the Engineering Contractor. 4.5

Energy System Optimization Assessment Study Capital projects involving the addition of or modifications to industrial processes with fuel and/or power consumption exceeding $2 million per year (combined) shall conduct a mandatory Energy System Optimization Assessment Page 29 of 53



study. The purpose of this study is to render optimized process and utility capital as well as the efficient use of thermal and electrical energy. For purposes of the energy study, an industrial process is defined as one that includes fired heaters, boilers, pumps, compressors, steam turbines, or gas turbines. Non-industrial facilities such as buildings, roads, warehouses, storage depots, and non-process operations such as IT or instrumentation upgrades are excluded. The technical approach and work scope for the energy study should address all of the following issues as applicable: 

Process Integration, using Pinch Analysis techniques (ref. SABP-A-009 and SAEP-12)



Equipment Load Management policies (ref. SABP-A-002 & SABP-A-008)



Adjustable Speed Drives (ref. SABP-P-003)



Driver Selection

4.5.1

A Process Integration study of the project facilities shall be conducted when the combined fuel consumption used in electricity generation and process heating exceeds 100 MM Btu/h. It is necessary to provide the optimum practical utility consumption targets in comparison to the utility requirements for the un-optimized process design and the desired utility system and heat exchanger network configuration. Desired targets shall be calculated based upon life cycle cost analysis of the process and energy systems. Detailed design of the heat exchanger network and combined heat/power system to achieve desired targets is not required at this stage.

4.5.2

For energy consuming or conversion equipment (pumps, compressors, turbines, boilers, and furnaces) in parallel operation, the study shall identify the optimum number of equipment that should be operated over the expected range of plant operating rates, considering the trade-off between energy consumption and meeting production goals. Load management policies are required only when the energy consumption for a particular service or application exceeds 1000 HP (if rotating machinery) or 16 MM Btu/h (if fuel-fired equipment).

4.5.3

The economic feasibility of Adjustable Speed Drives (ASDs), whether variable frequency type or other, shall be evaluated for individual motors/drivers of 2000 HP or greater. Capital costs should be balanced against the combined energy and non-energy benefits based upon life cycle cost analysis.

Page 30 of 53



4.5.4

Rotating machinery with individual power loads of 5000 HP and higher shall be evaluated for selection of optimum driver type – electric motor, steam turbine, or gas turbine using life cycle cost analysis.

4.5.5

Energy efficiency for individual items of equipment (e.g., motors, boilers, fired heaters, refrigeration packages, etc.) need to be evaluated for alternative equipment options and/or addition of accessories such as economizers for boilers, air pre-heaters for furnaces. The optimum time to conduct such a study is the earliest possible date after preliminary PFDs, including heat and material balances, are available, and the plant fuel/power consumption estimates have been determined. Generally, this would be after 30% completion of the Project Proposal. Study shall be conducted by a qualified independent third party from Saudi Aramco’s current Approved Energy Consultants list. The scope of work of this study including deliverables and study report acceptance criterion will be developed by the Energy Systems Unit of Process and Controls Systems Department (P&CSD). The full energy optimization study report, including all supporting data and calculations, must be submitted to the Energy Systems Unit of Process and Controls Systems Department for review and approval. A minimum of one week will be required for P&CSD review and approval of the report.

4.6

Corrosion Management Program Any new project or major upgrade of a process facility shall be required to implement a Corrosion Management Program (CMP) as specified in Section 8 of Saudi Aramco Engineering Standard SAES-L-133. The purpose of the program is to reduce the total cost of ownership and to minimize the operational, safety, and environmental impact of corrosion and material failure. The program will include an integrated plan to address all corrosion and material degradation aspects, material selection, corrosion protection, corrosion monitoring, chemical treatment and corrosion risk assessment for all mechanical equipment, piping and fittings during the design, procurement, construction and commissioning of the facility. The CMP shall be submitted for review and approval by Corrosion Control Division, Consulting Services Department (CSD).

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5


Reporting and Review Requirements 5.1

Project Proposal Distribution for Review and Meetings Draft Project Proposals shall be distributed for review to the appropriate members of Saudi Aramco Management and attendees of the Technical Review and Project Proposal Meetings. Distribution of the Project Proposal narrative shall be in electronic format (in Microsoft Word). The E-Review electronic review system is the Company’s standard method for review of engineering drawings and documents. SAPMT should submit review packages through this system unless there is a compelling reason to do otherwise. The E-Review procedures and guidelines are provided in SAEP-303. The SAPMT and proponent are responsible for determining the recipients. As a minimum, the following represents a list of various organizations that shall be considered for receipt of the Project Proposal. However, only those organizations with direct involvement shall receive the Project Proposal. Executive Management: -

Proponent Organizations, i.e.; Ras Tanura Refining Northern Area Producing Southern Area Producing Jeddah/Riyadh Refining Yanbu Refining Distribution Operations Abqaiq Plants & Pipelines Gas Operations Medical Services Employee Relations

-

Petroleum Engineering and Development (for production-related projects)

General Management: -

Industrial Security Operations

-

Proponent organization

Management: -

Oil Supply Planning and Scheduling Department Page 32 of 53



(for all proposals related in any way to oil, gas, NGL and/or refined product movement and handling)

5.2

-

Computer & Communications Engineering Department (for all projects involving communications)

-

Purchasing Department

-

Power Distribution Department (for all projects related to power facilities at 2.4 kV and above)

-

Abqaiq, Dhahran or Ras Tanura Utilities Department (for the area community projects only)

-

Facilities Planning Department (mandatory)

-

Project Support & Controls Department (for information only)

-

Consulting Services Department

-

Inspection Department

-

Loss Prevention Department

-

Environmental Protection Department

-

Process & Control Systems Department

-

Roads & Heavy Equipment Department

-

Industrial Security Department

-

Fire Protection Department

Technical Review Meeting The Technical Review Meeting shall be held no sooner than ten (10) working days after distribution of the Project Proposal for review. Location, date, and time of the meeting shall be announced in the cover letter distributed with the Project Proposal. The Technical Review Meeting shall discuss all technical aspects of the Project Proposal, resolve technical questions, address environmental issues and review the Project Summary Schedule. Interim technical review meetings shall be conducted as required by SAPMT depending upon the type and complexity of the project. Items not resolved at the final technical review meeting shall be addressed in the Project Proposal Meeting. Substantive changes resulting from the technical review meeting shall be incorporated as appropriate into the Project Proposal documents. SAPMT shall prepare minutes of the Technical Review Meetings and distribute the minutes, electronically whenever possible, to all persons who either received the Project Proposal or attended the Technical Review Meeting. The minutes shall include the estimated cost and schedule effects of major changes from the Page 33 of 53



DBSP/Project Proposal as originally prepared. Refer to 3.2.3 for definition of major scope change. The subject of critical plant equipment unit spares (capital spares) per section 3.3.5 shall be addressed, and proposed purchases shall be reviewed. 5.3

Project Proposal Meeting The purpose of the Project Proposal Meeting is to resolve any outstanding items remaining after the Technical Review Meeting and to finalize the project scope. The Project Proposal Meeting shall be scheduled no sooner than five (5) working days after distribution of the minutes of the Technical Review Meeting. The delegated representatives of the Project Proposal approval authorities (section 6.1.1) shall attend this meeting in order to make decisions on matters not resolved in the Technical Review Meeting. SAPMT shall be responsible for preparing and distributing the minutes of the Project Proposal Meeting to those persons who either received a copy of the Project Proposal or attended the Project Proposal Meetings. For selected small projects, the Technical Review and Project Proposal Meetings can be combined into one meeting if concurred by Proponent and FPD. In this case, the reviewing organizations should send personnel authorized to make decisions to attend the meeting.

5.4

Distribution & Storage of Approved Project Proposals Following the approval of the Project Proposal, a final approved copy shall be distributed as follows: 5.4.1

ASC An electronic copy of every Project Proposal shall be sent to Corporate Information Center (CIC), Houston.

5.4.2

Saudi Aramco SAPMT shall send electronic copies of the approved Project Proposal to: -

Facilities Planning Department (FPD) - one hard copy, to be used as a "working" document for five years or for the duration of the project, whichever is longer.

-

Technical Information Center (TIC), Room E-3100, EOB, Dhahran one electronic copy for archival purpose.

Page 34 of 53


-


Project Support & Controls Department (PS&CD) - one electronic copy, for input in the Electronic Image Document Management System.

The electronics file submissions shall be on CD-ROM and contain an index at the beginning of each file medium to facilities retrieval of stored date. The electronic text, spreadsheet, and graphical data shall be in Microsoft format, and drawings shall be in accordance with Saudi Aramco standards and formats. Scanned documents shall be in Acrobat format in accordance with the corporate standard maintained by EK&RD/Drawing Management Unit. 6

Approvals and Waivers 6.1

Approval Process 6.1.1

Approvals SAPMT shall be responsible for obtaining Saudi Aramco approval for the Project Proposal from the appropriate individuals listed. Executive Management may delegate the approval authority to General Management level. Obtaining these signatures constitutes full Project Proposal approval. The recommended order for routing and approval will be as follows, however, SAPMT may seek parallel approval from more than one organization at the same time where appropriate. -

Manager, Facilities Planning Department

-

Manager, Loss Prevention Department

-

Manager, Power Distribution Department (for all projects having power facilities of 2.4 kV and above)

-

Manager, Consulting Services Department

-

Manager, Environmental Protection Department

-

Manager, Oil Supply Planning and Scheduling Department (for all proposals related in any way to oil, gas, NGL and/or refined product movement and handling)

-

Manager, Process and Control Systems Department (for Instrumentation & Control Systems)

-

General Manager, Industrial Security

-

Vice President, Petroleum Engineering and Development (for production-related projects)

Page 35 of 53


6.1.2


-

Vice President, Engineering Services

-

Vice President/Executive Director, Proponent Organization

-

Vice President, Project Management

Unresolved Items If unresolved items exist that would preclude obtaining approvals as described in section 6.1.1, SAPMT shall refer any unresolved item(s) through appropriate channels of authority until resolution is obtained. The Project Proposal minutes shall show the estimated cost and schedule effects of any changes from the DBSP/Project Proposal as originally prepared.

6.1.3

Obtaining Changes to an Approved Project Proposal For a project with an approved Project Proposal which has not yet received Expenditure Request (ER) approval, scope changes shall be as follows:

6.2



SAPMT will document and estimate all scope changes approved by FPD and submit the revised ER estimate to PS&CD as an addendum to the approved Project Proposal



The proposed change in the meeting minutes or an addendum shall include justification and the cost/schedule/ risk impact



The required minimal approval authority for the proposed change is Project Manager level



SAPMT shall distribute the approved changes to PS&CD and all those that received the original Project Proposal

Project Proposal Waiver 6.2.1

Request For selected projects, Project Management may request to waive the requirement for a Project Proposal / Front End Engineering Design (FEED) and proceed directly with detailed design using preliminary engineering funds. This request will permit SAPMT to use TC-68 funds to carry out detailed design, perform selected project proposal requirements and to prepare an ER quality estimate for funding approval. Project Proposal waiver does not exempt ER Estimate and any other Value Practices requirements.

Page 36 of 53


6.2.2


Approval The following steps are required to obtain a waiver of project proposal and proceed with detailed design:

7



SAPMT Department Manager shall prepare a formal letter requesting to carry out detailed design during Project Proposal. The letter shall be addressed to Vice President, Project Management and Vice President Proponent. The letter should state the present situation, scope of work, justification for the waiver and identify what project proposal requirements, if any that will be performed during detailed design, i.e., value engineering, CII concepts, etc.



SAPMT shall obtain Vice Presidents, Project Management and Proponent approval for this request.



On receiving approval, SAPMT shall prepare an Engineering Work Order Authorization for Project Proposal Preparation (Form 6891ENG) to request approval of TC-68 funds to carry out detailed engineering and contract preparation based on GI-0202.451, (Engineering Work Order Authorization for Preliminary Engineering Preparation).



Approval is accomplished on obtaining the signature on Form 6891-ENG.

Contract Bid Package The Contract Bid Package will be developed in close coordination with the Contracting Department. Refer to Exhibit III, Contract Development Checklist, for key activities in developing Contract Bid Package. A complete Contract Bid Package shall be prepared in accordance with Contracting Manual and typically contain the following: 

Invitation for Bid documents



Technical Proposal documents



Commercial Proposal documents



As part of Commercial Proposal requirements, Bidders shall be required to submit a Bid Quantification Summary as shown on Exhibit V for bid analysis purposes. Copies of the final Bid Quantification Summary from the awarded Contractor will be provided to PS&CD



Fully developed and approved Contract documents which include Schedules A through H, and Q Page 37 of 53



Issue for Bid package (normally prepared by Engineering Contractor) which includes, but is not limited to, drawings, specifications, applicable reports, and other relevant documents necessary to define the project requirements and clearly describes the contract scope of work. SAPMT should take into consideration the current project execution plan and responsibilities of all contractual parties when revising the Project Proposal package to “Issue for Bid” Package. The following Sections in the Project Proposal should be reviewed carefully to determine if they are applicable for inclusion in the bid package. If they are to be included, SAPMT shall modify as required to ensure that Contractor’s scope of work is clearly defined in the “Issue for Bid” Package:

8



Project Schedule



Training requirements



Land Permits



Operating Variables (as required by OSPAS)



Strategy for projects compliance with quality requirements



Project Risk Management Plan, Risk Assessment Report and Risk Register



Temporary construction and communications

Exhibits The intent of the checklists is to facilitate the review and ensure all key requirements are considered, but not to cover all detailed requirements as stated in this procedure. 8.1

Project Proposal Checklist

8.2

ER Estimate Package Checklist

8.3

Contract Development Checklist

8.4

Sample of Benchmarking

8.5

Bid Quantification Summary

4 April 2010

Revision Summary Revised the "Next Planned Update". Reaffirmed the contents of the document, and reissued with minor revisions.

Page 38 of 53



EXHIBITS

TABLE OF CONTENTS

EXHIBIT I

PROJECT PROPOSAL CHECKLIST

EXHIBIT II

ER ESTIMATE PACKAGE CHECKLIST

EXHIBIT III

CONTRACT DEVELOPMENT CHECKLIST

EXHIBIT IV

BENCHMARKING DATA SHEET

EXHIBIT V

BID QUANTIFICATION SUMMARY SHEET

Page 39 of 53



EXHIBIT I – PROJECT PROPOSAL CHECKLIST

Item

Ref. Section

1

3.2.2

Description

Included

Project Proposal documents as described in Section 3.2.2. Obtain necessary land use permit Obtain proponent approved permits for construction site area Complete piping tie-in and hot tap plan Complete electrical and control system tie-in plan Prepare site investigation report

2

3.2.4

Temporary and Permanent Project Communication Requirements

3

3.2.5

Comply with Safety and Security Directive (SSD)

4

3.2.6

Perform HAZOP Study

5

3.2.6

Perform of Building Risk Assessment

6

3.2.7

Perform of Environmental Impact Assessment

7

3.2.8

8

3.2.9

9

3.2.10

10

3.3.1

11

3.3.2

12

3.3.3

Apply Waivers from SA Engineering Standards and Material System Specification Include a list of drawings and drawings define project scope Prepare Project Quality Plan as per GI-0400.001 including Schedule “Q” Att. VI Identify project major material and equipment to be reviewed by Inspection Dept. Develop a Material Source List of major material and equipment Develop a Surplus Inventory and Excess material Listing

Page 40 of 53


Item

Ref. Section

Description

13

3.3.4

Obtain a list of approved locally manufactured products and source

14

3.3.5

Develop a list of critical plant equipment spares

15

3.3.6

Identify required start-up spares with Proponent with concurrence of MS

16

3.4.1

Prepare Level III Project Summary Schedule

17

3.4.2

18

3.7

19

4.1

Perform Value Engineering Study

20

4.2

Perform Project Risk Management Study

21

4.3

Perform Value Practices


Included

Prepare ER Estimate Package ( See Exhibit II - ER Estimate Package Checklist) Review Project Training Impact Assessment (SAEP-140) and identify required implementation

1. Constructability Study 2. Project Definition Rating Index (PDRI) 3. Lesson Learned 4. Project Execution Planning Workshop 5. Schedule Optimization 6. Planning for Startup 7. Scope Control and Change Management 22

4.3

Perform Energy Optimization Study

23

4.4

Perform Benchmarking Analysis & provide project data for Internal Benchmarking

Page 41 of 53



EXHIBIT II – ER ESTIMATE PACKAGE CHECKLIST Following are minimum documents required to accompany the ER Estimate Request to PS&CD: Item

Description

1

100% Project Proposal package ( Project Proposal must be approved prior to issuance of 56D)

2

Approved technical review meeting minutes

3

Project Scope summary including new as well as demolition of existing facilities.

4

Internal/External Benchmarking data

5

Piping and Instrument Diagrams (P&ID’s)

6

Plot plan showing major facilities/buildings

7

Proposed Piping lay-out and routing

8

Electrical scope with one-line diagrams, MTO quantities for Transformers, Switchgear, etc,

9

Field Instrument specifications and Data Sheets

10

Control system (DCS) scope with I/O counts, Block Flow Diagrams and Vendor Quotations

11

Communications System scope including, MTO and quotations

12

Fire Protection, Safety and Security requirements

13

Building/Equipment data sheets

14

Material specifications including Materials Diagram.

15

DC Surplus, etc,

16

Identify Start-Up and Capital Spares

Included

Page 42 of 53


Item

Description

17

Catalyst, Chemicals & Licensor Fee costs.

18

HAZOP Review report if applicable.

19

Site survey and soil data report

20

List of Deviations from DBSP with cost/schedule impact

21

Copy of Approved Waivers

22

SAPMT/PMC, Insp., CMT & other related costs

23

Exploratory Trenching

24

Environmental Assessment (Contamination)

25

Approved Project Schedule

26

Approved Project Execution Plan

27 28


Included

Contracting and Material Procurements Plans. Identify customs duties. Detail Engineering Equivalent A size Drawings count and man hours

29

Detail Design Location – i.e., (IK or OOK)

30

Draft ER brief and BISI from FPD

31

Facility Location and Camp Requirements

32

Identify Commissioning and As-Built Requirements

33

Quality Material take-off (MTO)

34

Process Equipment list, sizes, capacities & specifications.

35

Recent (valid for 3 months) quotations for major equipment & material

Page 43 of 53


Item

Description

36

Project Risk Management Plan and Risk Assessment Report

37

Commissioning and Start-up Plan


Included

Page 44 of 53



EXHIBIT III – CONTRACT DEVELOPMENT CHECKLIST Following are the list of key activities for developing the contract package. Item

1

2

Description

Included

Contracting Strategy Develop and Approve Contracting Strategy – Required as part of the Abbreviate PEP for all projects (SAEP-12). Strategy is to be updated if there are changed during the progress of the project. Enter and maintain data on all contract action covered by the Contracting Strategy in to the PMIS Contracting Action Development and Administration (CADA) module. Pro Forma Contract & Specific Instructions to Bidders (SIB)

3

Complete preliminary Evaluation Plan so appropriate technical and commercial questions are included in the SIB.

4

Secure approvals for all singe source procurement and included appropriate language in Schedule “H.”

5

Complete Schedule “Q” language in accordance with approved Quality Plan (GI-0400.001) and review proposed language with Inspection as needed.

6

Include language relating to approved training requirements in the form of a preliminary TIA consisting of the knowledge and skills matrix and approved training requirements’ language (SAEP-140).

7

Review any language related to contractor-supplied LAN and PC equipment with the appropriated IT office(s).

8

Include requirements for bidder price breakdowns as part of the Commercial Proposals and quantity lists as part of the Technical Proposals. Hypothetical Quantities and Bid Conditioners

9

Prepare hypothetical quantities to be used to evaluate rates proposed by the bidders (e.g., change order rates).

10

Prepare, in conjunction with other members of the Bid Review Team, data to be used for allowed bid conditioner (e.g., different PMT cost for various locations).

Page 45 of 53


Item

11

Description


Included

Review of Contract and Contract Supplement as Part of the Bid Review Team Ensure the Contract is structured correctly for SAP SRV releases (for lump sum, three items – lump sum price, change orders, and other expenditures; and use of “VAL” with the amount in the “quantity” column).

12

Ensure that that AEL includes reasonable amounts for all applicable “Other Expenditures” (e.g., incidental services, Saudi manufacturer equalization, stand-by time, reimbursable start-up and commissioning assistance, variations from target quantities, etc.).

13

Ensure the Contract Supplement includes an appropriate Change Order limit (percent).

14

After award of the contract, provide copies of the bidders’ price breakdowns and quantity lists to PS&CD.

Note: For a project using an LSTK contracting strategy, these actions are required during or just after the Project Proposal period. For other strategies (e.g., GES + LSPB) some of the activities take place at later stages of the project.

Page 46 of 53



EXHIBIT IV – BENCHMARKING DATA SHEET for CRUDE PRODUCTION FACILITY (GOSP)

BUDGET ITEM (BI)

:

ERA

:

JOB ORDER (JO)

:

ERC

:

DESCRIPTION

:

AREA NAME

INLET FACILITY

PRODUCTION TRAP

PARAMETER

UOM

QUANTITY OF SCRAPER TRAPS

EACH

QUANTITY & SIZE (INCHES) OF TRAP A

EACH

QUANTITY & SIZE (INCHES) OF TRAP B

EACH

QUANTITY & SIZE (INCHES) OF TRAP C TOTAL INSTALLED COST (INLET FACILITY)

EACH

QUANTITY

UNIT COST

COST

$

$

DOLLARS

$

$

UNIT CAPACITY

MBD

$

$

NUMBER OF HIGH PRESSURE TRAPS NUMBER OF INTERMEDIATE PRESSURE TRAPS

EACH

NUMBER OF LOW PRESSURE TRAPS

EACH

WATER CUT

% VOL

EACH

GAS OIL RATIO

GAS GATHERING

CRUDE TYPE (AL/AM/AXL/ASL) or ºAPI TOTAL INSTALLED COST (PRODUCTION TRAP)

DOLLARS

$

$

UNIT CAPACITY

MMSCFD

$

$

HP COMPRESSORS QUANTITY

EACH

HP COMP DRIVER TYPE (MOTOR/CGT)

EACH

IP COMPRESSORS QUANTITY

EACH

IP COMP DRIVER TYPE (MOTOR/CGT)

EACH

LP COMPRESSORS QUANTITY

EACH

LP COMP DRIVER TYPE (MOTOR/CGT)

EACH

HP COMPRESSORS TOTAL HP

HP

IP COMPRESSORS TOTAL HP

HP

LP COMPRESSORS TOTAL HP TOTAL INSTALLED COST (GAS GATHERING)

HP $

$

DOLLARS

Page 47 of 53


WET CRUDE HANDLING & WOSEP

CONDENSATE STABILIZATION

CRUDE STABILIZATION

WATER INJECTION FACILITY

COGENERATION FACILITY

PIPERACK & PIPING

SUPPORT INFRASTRUCTURE


NUMBER DESALTING STAGES

EACH

UNIT CAPACITY TOTAL INSTALLED COST (WET CRUDE HANDLING & WOSEP)

MBD

$

$

DOLLARS

$

$

UNIT CAPACITY TOTAL INSTALLED COST (CONDENSATE STABILIZATION)

MBD

$

$

DOLLARS

$

$

UNIT CAPACITY

MBD

$

$

UNIT CAPACITY

MBD

$

$

QUANTITY OF PUMPS

EACH

PUMPS TOTAL HP

HP

PUMP DRIVER TYPE (MOTOR/CGT) TOTAL INSTALLED COST (WATER INJECTION FACILITY)

EACH DOLLARS

$

$

ISO RATING

MW

$

$

TONNAGE STEEL (PIPERACK)

TONS

$

$

TONNAGE PIPE

TONS

$

$

WIDTH OF PIPERACK

LM

LENGTH OF PIPERACK

LM

HEIGHT PIPERACK

LM

LEVELS OF PIPERACK

EACH

TOTAL LENGTH OF ALL PIPES

LM

TOTAL INSTALLED COST (PIPERACK)

DOLLARS

$

$

TOTAL INSTALLED COST (PIPING)

DOLLARS

$

$

SITE PREPARATION

SM

$

$

CONCRETE

CM

$

$

STRUCTURAL STEEL

TONS

$

$

FENCING

LM

$

$

CONTROL BUILDINGS (ALL BLDGS)

SM

$

$

PIBS (ALL BLDGS)

SM

$

$

OTHER TYPES OF BUILDING

SM

$

$

SUBSTATION TOTAL INSTALLED COST (SUPPORT BLDGS ONLY) TOTAL INSTALLED COST (INFRASTRUCTURE)

SM

$

$

DOLLARS

$

$

DOLLARS

$

$

Page 48 of 53


OFFSITES & UTILITIES

ELECTRICAL

PROCESS CONTROLS

COMMUNICATIONS

OTHERS


BOILER QTY

EACH

$

$

BOILER CAPACITY

LBS/HR

BOILER PRESSURE

PSIG

COOLING TOWER CAPACITY

GPM

$

$

AIR COMPRESSOR QTY

EACH

$

$

AIR COMPRESSOR CAPACITY

SCFM

FLARE SIZE

SCFM

$

$

FIREWATER SYS CAPACITY

GPM

$

$

NITROGEN GEN SYS CAPACITY

SCFM

$

$

WATER TREATMENT FACILITY TOTAL INSTALLED COST (OFFSITES & UTILITIES)

GPM

$

$

DOLLARS

$

$

TRANSMISSION LINE LENGTH

KM

$

$

TRANSMISSION LINE VOLTAGE

KV

SWITCHYARD VOLTAGE

KV

$

$

MAIN SUBSTATION

EACH

$

$

MAIN SUBSTATION

KVA

$

$

UNIT SUBSTATION

EACH

$

$

UNIT SUBSTATION

KVA

$

$

ELECTRICAL CABLE TRAY

LM

$

$

ELECTRICAL CABLE

LM

$

$

TOTAL INSTALLED COST (ELECTRICAL)

DOLLARS

$

$

DIGITAL CONTROL SYSTEM (DCS)

I/O

$

$

EMERGENCY SHUTDOWN SYSTEM (ESD)

I/O

$

$

VIBRATION MONITORING SYSTEM (VMS)

I/O

$

$

WORKSTATIONS QTY

EACH

$

$

NEW TRANSMITTERS QTY

EACH

$

$

INSTRUMENTATION CABLE TRAY

LM

$

$

INSTRUMENTATION CABLE TOTAL INSTALLED COST (PROCESS CONTROLS)

LM

$

$

DOLLARS

$

$

FIBER OPTIC CABLES

LM

$

$

COMMUNICATION EQUIPMENT TOTAL INSTALLED COST (COMMUNICATIONS)

EACH

$

$

DOLLARS

$

$

LIST MISCELLANEOUS FACILITIES

EACH

$

$

Page 49 of 53


ENGINEERING

CONSTRUCTION


ENGINEERING (PROJECT PROPOSAL)

MHRS

$

$

ENGINEERING (DETAIL DESIGN)

MHRS

$

$

ENGINEERING (PMT SUPPORT)

MHRS

$

$

TOTAL COST (ENGINEERING)

DOLLARS

$

$

DIRECT CONSTRUCTION

MHRS

$

$

INDIRECT CONSTRUCTION

MHRS

$

$

CONSTRUCTION (PMT SUPPORT)

MHRS

$

$

TOTAL COST (CONSTRUCTION)

DOLLARS

$

$

CRUDE PRODUCTION FACILITY (GOSP)

MBD

$

$

ACTIVITY

DESCRIPTION

IN MONTH(S)

PROJECT PROPOSAL (PP) DURATION PROJECT PROPOSAL (PP) TO ERA DURATION DETAIL DESIGN DURATION SCHEDULING

ERA-MCC DURATION CONSTRUCTION DURATION START-UP & COMMISSIONING DURATION MATERIAL & EQUIPMENT WITH MORE THAN 6 MONTHS LEAD-TIME DELIVERY

VALUE PRACTICES CONTRACTING STRATEGY

LIST OF VALUE PRACTICES IMPLEMENTED TYPE OF CONTRACT TO BE EXECUTED (LSTK, OPENBOOK, LSPB, LSCR, etc.)

Page 50 of 53



EXHIBIT V – BID QUANTIFICATION SUMMARY SHEET

PROJECT TITLE CONTRACT NUMBER

:

BI

:

:

JO

:

CONTRACT TYPE

: :

SUMMARY OF COST BY WORK BREAKDOWN STRUCTURE (WBS) AREA OF WORK

BULK MATERIALS

ENGINEERING

CONSTRUCTION

TOTALS

AREA OF WORK 1

$

$

$

$

AREA OF WORK 2

$

$

$

$

AREA OF WORK 3

$

$

$

$

AREA OF WORK 4

$

$

$

$

TOTAL PROJECT COST

$

$

$

$

SUMMARY OF QUANTITY AND COST BY DISCIPLINE DISCIPLINE

DEMOLITION (SCA 007)

CIVIL / STRUCTURE (SCA 200 & 400)

DESCRIPTION

UNIT

QUANTITY

COST

UNIT COST

TOTAL DEMOLITION WORK COST

LUMPSUM

$

$

SITE PREPARATION / DEVELOPMENT (PLOT SIZE)

SM

$

$

CONCRETE

CM

$

$

FENCE

LM

$

$

LANDSCAPING & IRRIGATION

SM

$

$

STRUCTURAL STEEL

TONS

$

$

BUILDINGS (TYPE OF BLDGS) TOTAL CIVIL/STRUCTURE MANHOURS & COST

SM

$

$

MHRS

$

$

Page 51 of 53


MECHANICAL/ PROCESS EQUIPMENT (SCA 500)

PIPING (SCA 600)

ELECTRICAL (SCA 700)

COMMUNICATIONS (SCA 780)

Project Proposal

STATIC EQUIPMENT

EACH

$

$

HEAT EXCHANGERS

EACH

$

$

AIR COOLERS

EACH

$

$

PUMPS

EACH

$

$

COMPRESSORS

EACH

$

$

OTHER PACKAGE EQUIPMENT

EACH

$

$

TOTAL MECHANICAL/PROCESS EQUIPMENT MANHOURS & COST

MHRS

$

$

LENGTH OF PIPERACK TONNAGE CARBON STEEL (PIPERACK) UNDERGROUND CARBON STEEL PIPING ABOVEGROUND CARBON STEEL PIPING

LM

$

$

TONS

$

$

LM

$

$

LM

$

$

TONNAGE CARBON STEEL PIPES TOTAL PIPING MANHOURS & COST

TONS

$

$

MHRS

$

$

TRANSMISSION LINE LENGTH

KM

$

$

MAIN SUBSTATION

MW

$

$

UNIT SUBSTATION

MW

$

$

ELECTRICAL CABLE TRAY UNDERGROUND ELECTRICAL CABLE ABOVEGROUND ELECTRICAL CABLE TOTAL ELECTRICAL MANHOURS & COST

LM

$

$

LM

$

$

LM

$

$

MHRS

$

$

I/O

$

$

EACH

$

$

EACH

$

$

INSTRUMENTATION CABLE TRAY UNDERGROUND INSTRUMENTATION CABLE ABOVEGROUND INSTRUMENTATION CABLE TOTAL INSTRUMENTATION MANHOURS & COST

LM

$

$

LM

$

$

LM

$

$

MHRS

$

$

FIBER OPTIC CABLES

LM

$

$

COMMUNICATION EQUIPMENT TOTAL COMMUNICATIONS MANHOURS & COST

EACH

$

$

MHRS

$

$

PROCESS CONTROL SYSTEM (DCS/ESD/VMS) CONTROL VALVE COUNT (MOV/GOV/MANUAL) FIELD INTRUMENTS (TRANSMITTERS/TGS) INSTRUMENTATION (SCA 800)

SAEP-14

Page 52 of 53


INSULATION & COATINGS (SCA 900)

CONSTRUCTION

ENGINEERING

INSULATION AND FIREPROOFING (EQUIPMENT, STRUCTURES, BUILDINGS, etc.) TOTAL INSULATION & COATINGS MHRS & COST

Project Proposal

$

$

MHRS

$

$

MHRS

$

$

MHRS

$

$

MHRS

$

$

TOTAL ENGINEERING MANHOURS & COST

MHRS

$

$

TOTAL PROJECT COST

DOLLARS

$

$

TOTAL DIRECT CONST MANHOURS & COST TOTAL INDIRECT CONST MANHOURS & COST TOTAL CONSTRUCTION MANHOURS & COST

ACTIVITY SCHEDULING

SAEP-14

IN MONTH(S)

DETAIL DESIGN DURATION CONSTRUCTION DURATION EQUIPMENT WITH MORE THAN 6 MONTHS LEAD-TIME DELIVERY

Page 53 of 53

SAEP-14

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