SAEP-329

Engineering Procedure SAEP-329

31 December 2008

Project Close-Out Report Document Responsibility: Project Support and Controls Dept.

Saudi Aramco DeskTop Standards Table of Contents I II III IV V

Scope............................................................. 2 Applicable Documents................................... 2 General Instructions…................................... 3 Specific Instructions....................................... 4 Responsibility............................................... 17

Table 1 - Responsibility Matrix………………….. 18 Attachment 1 – Executive Summary Template Attachment 2 – Cost and Schedule Template Attachment 3 – General Template

Previous Issue: 23 November 2005

Next Planned Update: 1 December 2010 Page 1 of 20

Primary contact: Khory, Farouk Jamshed on 966-3-8746622 Copyright©Saudi Aramco 2009. All rights reserved.

Document Responsibility: Project Support and Controls Dept. Issue Date: 31 December 2008 Next Planned Update: 1 December 2010

I

SAEP-329 Project Close-Out Report

Scope This procedure provides detailed instructions and establishes responsibilities for data collection, preparation and submittal of Project Close Out Reports. The main purpose of these reports is to provide comprehensive, consistent and reliable historical project information addressing all project phases, to benefit Project Management and other associated entities in planning, appraising and executing future projects. Ancillary to this a Close Out Report should: 

Foster in future projects the application of successes and lessons learned from previous projects,



Help to develop best practices that later on will become Saudi Aramco organizational process assets, and,



Serve as a key document for benchmarking, post-appraisal and audit purposes.

The preparation and submittal of Project Close Out Reports, in accordance with this procedure, is required for all projects with an Expenditure Request (ER) value of $20 million, or greater. Projects with an ER value of $50 million or greater will also conduct a Close-Out Appraisal Meeting chaired by the responsible Project Management Department Head in accordance with Section 7 below. Projects with an ER value less than $20 million will prepare an abbreviated report containing, as a minimum, Lessons Learned as specified in Section 6.5 below. In addition PS&CD will arrange for meetings with Project Managers to discuss project close out information and share their experience. These meetings are intended to ensure consistency in data collection and to increase understanding of best practices, successes and lessons learned. This will enhance the potential to apply these lessons to other projects. Exception: Maintain Potential projects and Third Party projects are excluded from the requirements of this procedure.

II

Applicable Documents The requirements contained in the following documents and forms apply, to the extent specified in this procedure.  Saudi Aramco References

Page 2 of 20



Saudi Aramco Engineering Procedures SAEP-12

Project Execution Plan

SAEP-14

Project Proposal

SAEP-25

Estimate Preparation Guidelines

SAEP-26

Capital Project Benchmarking Guidelines

SAEP-122

Project Records

SAEP-360

Project Planning Guidelines

General Instructions GI-0002.710

Mechanical Completion and Performance Acceptance of Facilities

GI-0020.520-1

Instructions for Preparing a Project Change Request

GI-0020.700

Post Project Appraisals

GI-0202.301

Definition of Property, Plant and Equipment Accounts in the General Ledger

Other Documents Cost & Scheduling Manual AIM-201

III

Financial Close-Out of Capital/Non-Capital Projects

General Instructions Closing-out related activities during the project life cycle are addressed or performed by several stakeholders from different organizations, who are responsible for collecting and preparing the different data sections comprising the Project Close-Out Report, according to what has been established in Table 1 – Responsibility Matrix. Table 1 specifies SAPMT is responsible for collecting, preparing, issuing and submitting the pertinent close-out information. Prepare the Project Close Out Report following the specific instructions. The reports shall be prepared in electronic format by filling in the templates contained in Attachments 1, 2, and 3. Submit the completed report (electronic copy) to the Supervisor, PCU of PS&CD. The Preliminary Engineering data is to be issued within 3 months after ERA. The remaining Project Execution information is issued within 2 months after Onstream. If required an addendum should be issued at Financial Closure which would address the final cost information and any other pertinent information Page 3 of 20



which occurred between MC and Financial Closure. The data should be in electronic format utilizing MS Word and Excel. IV

Specific Instructions The following instructions are numbered to match the corresponding sections and paragraphs found in the Attachment 1, 2 and 3 templates. 1.

Executive Summary (See Attachment 1) 1.1

Project Description/Approved Expenditure Request Attach electronic copy of the project approved Expenditure Request package and any other amended authorizations, should they have occurred (Supplement, Redefinition, Partial Cancellation, Cancellation, Redefinition and Supplement, Redefinition and Partial Cancellation).

1.2

Project Execution Plan Attach electronic copies of all versions of the Abbreviated and Full approved Project Execution Plans.

1.3

Final Reports Attach electronic copies of the final cost rack-up and its corresponding final Project Planning Update Report (PPU), final Monthly Project Update Report (MPU), final Project Completion Schedule (PCS), final Proposal Engineering Statistics Report (PES), final Design Engineering Statistics Report (DES), up-to-date accounting cost reports (AGLI9, AFTF and ACAC-series expenditure reports), Mechanical Completion Certificate, and Performance Acceptance Certificate.

2.

Preliminary Engineering (See Attachment 2) Preliminary engineering is defined within Saudi Aramco as the engineering activities that lead up to Expenditure Request Approval. All these activities are based on a DBSP and a preliminary project execution plan, documents that provide the basis for requesting preliminary engineering funds to subsequently develop a project proposal and an ER estimate. 2.1

Cost 2.1.1

PMT - Preliminary Engineering (See Template 2.1) Represents the total Project Management Team cost associated Page 4 of 20



with the Preliminary Engineering effort. The cost should include Saudi Aramco labor, relocation cost, uplifts at foreign locations, vehicles, business trips SMP charges, and other associated PMT costs. IK and OOK costs must be kept separate. PMT's should have segregated the Preliminary Engineering costs utilizing the 01X tertiary phases for Project Proposal (In-Kingdom) and phase 02X tertiary phases for Project Proposal (Out-of-Kingdom). For OOK locations PMT should indicate the work location and include total man-hours associated with the above costs to be able to determine an average cost per man-hours or equivalent man-hours for the preliminary engineering location. 2.1.2

Contractor - Preliminary Engineering (See Template 2.1) Represents the Preliminary Engineering contractors name or the PMC contractor, if they are performing the Preliminary Engineering effort, work location, type of contract, contract number, and the total engineering contractor cost associated with the Project Proposal effort. The cost should include, labor, relocation uplifts at foreign locations, vehicles and other associated costs. A copy of the final Proposal Engineering Statistics (PES) report should be attached. If the PES report is not included the total project proposal man-hours should be included to determine average cost per man-hour.

2.2

Schedule 2.2.1

Key Project Milestones (See Template 2.1) Provide original and final dates for the following milestones, should they apply:  Approved DBSP  Approved PEP  Approved PAER  Project Proposal Start  Project Proposal Completion  ERA Page 5 of 20


2.2.2


Man-hours Histogram for Engineering (See Template 2.3) Provide total plan and actual percentage man-hours and manhours histogram for the engineering developed during the project proposal for each contract/contractor location.

3.

Detail Engineering (See Attachment 2) Prepare a separate spreadsheet for each Design Engineering Contractor / Contractor location. 3.1

Cost 3.1.1

PMT - Detail Engineering (See Template 2.2) Represents the total Project Management Team cost associated with the Detail Engineering effort. The cost should include Saudi Aramco labor, relocation cost, uplifts at foreign locations, vehicles, business trips SMP charges, and other associated PMT costs. PMC associated cost and man-hours in support of PMT at the contractors design office should be identified separately. IK and OOK costs must be kept separate. PMT's should have segregated the Detail Design costs utilizing the 03X tertiary phases for Detail Design (In-Kingdom) and phase 04X for Detail Design (Out-of-Kingdom) For OOK locations PMT should indicate the work location and include total man-hours associated with the above costs to be able to determine an average cost per man-hours or equivalent man-hours for the design engineering location.

3.1.2

Contractor - Detail Engineering (See Template 2.2) Represents the name of the contractor, type of contract, work location and the total Detail Engineering contractor cost associated with the Detail Engineering effort. The cost should include, labor, relocation uplifts at foreign locations, vehicles and other associated costs. A copy of the final Design Engineering Statistics (DES) report should be attached if available. If the DES report is not included the total Detail Engineering man-hours should be included to determine average cost per man-hour. This is applicable to LSTK, so long as the applicable contract clauses Page 6 of 20



allow Saudi Aramco to retrieve such information from the contractor. 3.2

Schedule 3.2.1

Key Project Milestones (See Template 2.2) Provide actual milestone dates for the following milestones:  Detail Design Contract / Service Order Award  Engineering Start  90% Completed Design Reviews  First major equipment P.O. Issued  Last major equipment P.O Delivered  Engineering Completion of all IFC's issued / Specifications

3.2.2

Planned and Actual Progress A copy of the final Project Completion Schedule (PCS) report should be attached.

3.2.3

Man-hours Histogram for Engineering (See Template 2.3) Provide total plan and actual percentage man-hours and manhours histogram for the engineering developed during the detail engineering for each contract/contractor location.

3.2.4

CPM Schedule Provide electronic copies of CPM work schedules:  Original approved schedule  Approved revised baseline schedules, as applicable  Last updated schedule

3.3

Project Change Request – Detailed Engineering (See Template 2.4) Attach PCR Log (electronic copy). 

Select category of reason for PCR from the attached list in Template 2.4, Attachment 2 and provide number of PCRs falling in that category and total value.

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 3.4


Identify how many PCRs had schedule impact on the contract completion date and what was the total schedule impact in months.

Change Orders Attach Change Order Log for each long form contract (electronic copy).

4.

Material (See Attachment 2) 4.1

Cost 4.1.1

Direct Charge (See Template 2.5) Reflects the total material costs for Direct Charge material booked to the project accounts for both expense and capital items. For each equipment item with a unit value greater than $250,000, attach selected vendor's final purchase order pricing data and equipment spec sheets.

4.1.2

SAMS Material Charges (See Template 2.5) Reflects the total material costs for SAMS material booked to the project accounts for both expense and capital items.

4.1.3

Contractor Supplied Material (See Template 2.5) Reflects the total contractor supplied material costs booked to the project accounts for both expense and capital items. PMT should have segregated the contractor supplied material utilizing the appropriate entry code 7409307, 7409308, 7409309 and 8021007.

4.1.4

Quantity Metrics (See Template 2.6) Provide actual data related to the quantities of the main equipments and bulk materials acquired, finally installed and used within the project.

4.2

5.

Schedule 

Engineered material / equipment duration (Long Lead)



Attach electronic copy of the latest DC material status report.

Construction (See Attachment 2) Provide actual direct and indirect cost data allocated to the item phases Page 8 of 20



corresponding to PMC, SAPMT SMP and contractors, including labor charges, business trip expenses and air fares, In-Kingdom transportation and C&A, SAPMT office supplies, fees, and other miscellaneous support and contractor costs, SA equipment used in construction work, inspection, vendor representatives, and consultants. The above mentioned item phases’ costs have been collected through their corresponding construction ER category codes, which in turn come from the appropriate charges to their related cost elements. Any other miscellaneous support costs that cannot be specifically identified above must be reported in any of the ER category codes available for construction, related to item phase 055 to 093. The report should also include the number of SAPMT, SMP, and contractor man-hours associated with the above charges to be able to develop an average hourly rate. 5.1

SAPMT Cost 5.1.1

SAPMT Cost (See Template 2.7) Total Saudi Aramco Project Management Team costs including Saudi Aramco labor, SMP charges supporting the SAPMT, vehicles, aircraft business trips, any consumable or nonconsumable office supplies or material (SAMS, DC, or B2B) and other associated PMT charges for the Project.

5.1.2

Project Contractor cost (See Template 2.7) Total contractor related cost including labor, vehicles, business trips and other associated charges for the Project by contractor. Provide information concerning every LSTK contract involved by reporting cost and man-hours employed on change orders, manufacturer equalization, commissioning assistance, surplus material, stand by time – delaying costs, incidental services, variations from targets quantities and other payments, should they apply.

5.1.3

Other Miscellaneous Costs (See Template 2.7) All other miscellaneous costs not identified above that may include: 

SA construction equipment, such as among others, rented, leased and chartered vehicles, aircraft chartered, owned aircraft, marine and construction equipment. Page 9 of 20


5.2

5.3

5.4




Miscellaneous direct costs, such as, among others, living and transportation expense-IK and OOK, miscellaneous invoiced costs, employee business assignments outside SAO, SEC power and service income outsiders.



Prorates, miscellaneous reallocated costs and other indirect costs , such as, among others, engineering and construction overhead.

Construction Contractor Man-hours Histogram (See Template 2.3) 

Provide total plan and actual percentage man-hours and man-hours histogram for the work developed during the construction for each contract/contractor location.



A separate template should be prepared for each major contractor.

Project Change Requests (See Template 2.4) 

Attach PCR Log (electronic copy).



Select category of reason for PCR from the attached list in Template 2.4 and provide number of PCRs falling in that category and total value.



Identify how many PCRs had schedule impact on the contract completion date and what was the total schedule impact in months.

Key Construction Milestones (See Template 2.7) Provide original and final dates for the following milestones, should they apply:

5.5



Construction Contract Award



Construction Start



Hydrotest Start & Finish



Loop Check Start & Finish



Mechanical Completion



Onstream

Change Orders Attach Change Order Log for each long form contract (electronic copy).

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6.


General (See Attachment 3) Note that this section applies to both the Project Proposal and Final issues of the close-out report. 6.1

Achievements & Success Briefly address any achievements and successes experienced by the project.

6.2

Project Performance Briefly describe the project accomplishments and compare to: 

Initial scope



Original cost & schedule



Original Premises for financial evaluation as an input for the Post – Project Appraisal to be carried out later usually during the second 6 months of operation, to measure the final rate of return and net present value achieved.

In addition, address the following, as applicable:

6.3



Special project execution techniques



Major deficiencies, if any

Contractor Performance 

Provide copy of Final Release Agreement/s (SA Form 5715-3) or Contract Close-Out Document/s (SA Form 8287) which ever was/were used.



Provide copy of final Performance Evaluation Report for each contractor (Project Proposal Contractor, Detail Engineering Contractor, Construction Contractor, & Project Management Contractor).



Provide copy of PMT evaluation of detailed design contractor at 90% construction stage.



In addition, include a narrative to address each contractor's final performance in schedule, cost, quality, and safety as viewed from the PMT's end-of-project perspective.

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6.4


Best Practices and Value Improving Practices Implementations (VIPs) Attach FPOD letter to SAPMT recommending the best practices and VIPs selected to be implemented in the candidate project. A Best Practices Implementation Schedule must have been provided with the PEP. Briefly address any achievements and/or experiences by the project in implementing best practices. Document which best practices were used, and benefits realized (cost reduction, schedule shortening, quality requirements compliance, safety performance improvement, etc.). Show evidences that the following best practices have been addressed within the corresponding implementation timing as applicable: 

Project Execution Planning Workshop (PEPW). At the start of Project Proposal and at the start of the detailed engineering or the LSTK contract, should it be deemed necessary.



Project Definition Rating Index (PDRI). Include scoresheets from PDRI scoring exercises. At 60%-70% of Project Proposal.



Scope Definition & Control + Change Management. At 60%-70% or at 90% of Project Proposal and at 0% of the LSTK’s detail design.



Constructability (Also considered VIP). Include final constructability log. Targeted at 30% Project Planning and again at 20% of Detail Design.



Schedule Optimization. Between the 60% and 90% of Project Proposal design reviews.



Planning for Startup. At 30% of Project Proposal and is followed by a second facilitation at 20% of Detail Design (when requested).



Value Engineering (Also considered VIP). At 90% of the design basis and no later than the 30% of project proposal design review point.



Lessons Learned Implementation. After the start of each project phase – DBSP, Project Proposal, Detail Design, Procurement, and Construction.



Lessons Learned Collection. One to two months before end of each project phase– DBSP, Project Proposal, Detail Design, Procurement, and Construction.



Benchmarking. Include benchmarking report. To be addressed during the latter part of the Study Phase (FEL 1), at first draft of DBSP Page 12 of 20



(FEL 2), at 90% of Project Proposal (FEL 3), at Project Close-out, with an Operability Review after facility has been in operations for 12 months. Also show evidences that the following value improving practices (VIPs) have been addressed as applicable:

6.5



Design to Capacity.



Technology Selection.



Classes of Facility Quality – Process and Plant Performance Characteristics.



Process Simplification.



Energy Optimization.



Waste Minimization.



Process Reliability Modeling.



Design Tools (3D CAD).



Customizing Standards and Specifications.



Predictive Maintenance.

Lessons Learned 6.5.1

Lessons Learned Collected A lesson learned is defined as knowledge gained from experience, successful or otherwise, for the purpose of improving future performance. The objective of Project Management’s lessons learned program is to capitalize on successes and avoid past mistakes. It is recommended to regularly submit lessons to Project Management Lessons Learned Knowledge Base as lessons are learned during all phases of the project. At project close-out, consolidate into a single report any previously submitted lessons together with new lessons generated at close-out. Lessons should cover design, procurement, and construction, and startup issues. Emphasize quality over quantity of lessons. Consider the expected value and applicability of lessons to improve Saudi Aramco processes or other projects. Write each lesson to be a stand-alone item that can be easily understood and implemented by a person unfamiliar with the subject. Page 13 of 20



Use the following format when writing lessons learned: Title Be brief, but tell the full story. Convince reader that this lesson is something they need to know. Background (What/where/when/how?) Context: The purpose of this section is to provide the context of this learning to enable other project teams to adapt this knowledge for implementation on their project. Briefly describe the background and events surrounding the problem or success that occurred. Cost/Schedule/Safety/Quality impact: Describe in general terms the positive or negative impact of this experience on your project’s cost, schedule, safety, or quality. Mention any scope changes, rework, or other impacts associated with this lesson. Reference to applicable SAES, SAEP, SAMSS, GI or other Saudi Aramco process: Include number, issue date, and paragraph. Root Cause/Benefit (Why did this happen? If positive experience, what were the benefits?) If the lesson is about a problem, isolate and briefly describe specific causes of the problem. Do not point fingers or imply blame. If the lesson is about a positive experience, briefly describe the resulting or expected benefits. Recommendation (How would you handle this next time to prevent problem or repeat success?) Make specific, action-oriented recommendations to guide other users to adapt your lesson for implementation on their project. Include:   

Timing in project life cycle for optimum implementation Responsible parties for implementation Key points to ensure successful implementation

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Is revision required to SAES, SAEP, SAMSS, GI or other Saudi Aramco process? If Yes, provide your specific revised language. Also, provide supporting data to convince responsible standards committee or other Saudi Aramco authority to implement your recommended revision. Attachments Attach photos, sketches, or other reference materials that will help explain your lesson learned. 6.5.2

Lessons Learned Implemented Provide feedback to improve the value of existing lessons the project team selected from Project Management Lessons Learned Knowledge Base and implemented during this project. Include a section in the consolidated lessons learned report listing the selected lessons implemented. Indicate the specific actions taken to implement such lessons, the challenges encountered with implementing the lessons, if any, and the benefits (reduction in cost/schedule or improvements in quality) realized from implementing the lessons. Also, provide recommendations on how to successfully implement the lessons in future projects and how to address any challenges arising from implementing the lessons. Finally, indicate those lessons considered to be especially useful or not useful and provide suggest improvements as applicable.

6.6

Waivers Provide electronic copy of the waivers log.

6.7

Geotechnical Report Summary Provide copy of geotechnical report summary.

7.

Close-Out Appraisal Meeting Projects with an ER value of $50 million or greater will conduct a Close-Out Appraisal Meeting chaired by the responsible Project Management Department Head. The timing of the meeting will support the requirement to issue the close out report within 2 months after Onstream. The purpose of the meeting is to identify and record lessons learned that could be used to improve the planning Page 15 of 20



and execution of future projects. The Post Project Appraisal Team members should be invited to attend the CloseOut Appraisal Meeting as part of the compliance with the section 4.3.3 of GI-0020.700. This meeting will give the Post Project Appraisal Team an opportunity to get a better understanding of the project execution. Participants in the meeting will include: 

Proponent Operations Manager



Maintenance Superintendent



Commissioning Team Leader



SAPMT



Post Project Appraisal Team Representative (Finance)



Representatives from other concerned organizations as appropriate

The meeting will address the following subjects, as a minimum: 

Contracting strategy (type of contracts)



Execution of contracting plan



Selection of contractors (engineering and construction)



Contractor performance



Material procurement strategy



Manning of the project (size of team, discipline mix, etc.)



Interface with Proponent



Planning for commissioning and start-up



Actual cost collection compliance with Saudi Aramco Code of Account



Item Phase Cost allocation alignment between WBSs adopted for actual costs and Original 56D cost estimate.



QA/QC compliance



Safety performance



Expected facility performance after startup



Use of value improving practices



Other items deemed useful for improving planning and execution of future projects Page 16 of 20



Meeting minutes will be prepared and included with the close out report. 8.

Records Disposal The disposal of all the vital related documentation produced during the whole project cycle such as, among others, Facilities Operating Instructions Manual, Design Calculation Books, Vendor Equipment Operating Instructions & Maintenance Manuals, Vendor Inspection Record Books, Operating Instructions & Maintenance Manual for Process Automation Systems, Plant Inspection Book, Construction Inspection Records, Precommissioning Record Book, etc., must be coordinated according to what is stated in SAEP-122 and its applicable documents.

V

Responsibility -

The Project Manager is responsible for the issuing information per Table 1.

-

PS&CD/PCU is responsible for issuing information per Table 1.

23 November 2005 31 December 2008

Revision Summary Revised the "Next Planned Update". reissued with no other changes. Minor revisions.

Reaffirmed the contents of the document, and

Page 17 of 20



Table 1 – Responsibility Matrix Data 1. Executive Summary 1.1 Project Description/ER Approval Package 1.2 Project Execution Plan 1.3 Final Reports 2. Preliminary Engineering 2.1 Cost 2.1.1 SAPMT – Preliminary Engineering 2.1.2 Contractor – Preliminary Engineering 2.2 Schedule 2.2.1 Key Project Milestones 2.2.2 Man-hours Histogram for Engineering 3. Detail Engineering 3.1 Cost 3.1.1 SAPMT- Detail Engineering 3.1.2 Contractor - Detail Engineering 3.2 Schedule 3.2.1 Key Project Milestones 3.2.2 Planned and Actual Progress 3.2.3 Man-hours Histogram for Engineering 3.2.4 CPM Schedule (electronic copy) 3.3 Project Change Request 3.4 Change Orders 4. Material 4.1 Cost 4.1.1a Direct Charge 4.1.2b DC Cost Data & Spec Sheets 4.1.2 SAMS Material Charges 4.1.3 Contractor Supplied Material 4.1.4 Quantity Metrics 4.2 Schedule Engineered Material/Equipment Duration 5. Construction 5.1 SAPMT Cost 5.1.1 SAPMT Cost 5.1.2 Project Contractor Cost 5.1.3 Other Miscellaneous Costs 5.2 Contractor Cost & Man-hours Histogram

Responsibility

Data Source

SAPMT/PS&CD SAPMT SAPMT

ER Package PEP SAP reports

SAPMT SAPMT

PPU Rack-up/SAP PPU Rack-up/SAP

SAPMT SAPMT

P.P. Schedule/SAP/MSS SAPMT/Contractor’s manhours data reports

SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT

SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT

SAPMT SAPMT SAPMT SAPMT

5.3 Project Change Requests 5.4 Key Construction Milestones

SAPMT SAPMT

5.5 Change Orders

SAPMT

MPU Rack-up/SAP MPU Rack-up/SAP P.P. Schedule/SAP/MSS SAP/PCS SAPMT/Contractor’s manhours data reports CPM Work Schedule PCR Log Change Orders Logs

ACAC and AGLI9 reports Project Material Files ACAC and AGLI9 reports ACAC and AGLI9 reports Project Material and equipment Files D/C Matl Status Report

MPU Rack-up MPU Rack-up MPU Rack-up MPU Rack-up Contractor’s man-hours data reports PCR Log SAP/PCS/Contractor Schedule reports Change Order Logs Page 18 of 20

Document Responsibility: Project Support and Controls Dept. Issue Date: 31 December 2008 Next Planned Update: 1 December 2010 Data 6. General 6.1 Achievements & Success 6.2 Project Performance 6.3 Contractor Performance 6.4 Best Practices & Value Improving Practices Implementation 6.5 Lessons Learned 6.6 Waivers 6.7 Geotechnical Report Summary 7. Close-Out Appraisal Meeting

SAEP-329 Project Close-Out Report Responsibility

Data Source

SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT SAPMT

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Attachments for SAEP-329

Attachment 1 – Executive Summary Template -

Hold down Ctrl key and click => SAEP-329A1 for Attachment 1.

Attachment 2 – Cost and Schedule Template

-



Preliminary Engineering



Detail Engineering



Material



Construction


Attachment 3 – General Template -


-

To obtain a hardcopy of the attachments contact the Standards Coordinator, Engineering Services.

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SAEP-329

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