Large Project Version11 Issued 072011

Benchmarking & Metrics Project Level Survey
Version 11
(Large Project Questionnaire) (For comments)
July 2011
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Table of Contents
I.
Project Selection Criteria ....................................................................................................... 3
II. Logging into the CII Website.................................................................................................. 3 III. Benchmarking System Access .............................................................................................. 3 IV. Instructions............................................................................................................................. 3
1. General Project Description ..................................................................................... 4 2. Engineering Deliverables ......................................................................................... 7 3. Contract Type ........................................................................................................... 8 4. Project Cost .............................................................................................................. 9 5. Project Schedule .................................................................................................... 13 6. Achieving Facility Capacity..................................................................................... 16 7. Project Outcomes ................................................................................................... 17 8. Workhours and Accident Data................................................................................ 18 9. Project Impact Factors ........................................................................................... 19 10. PDRI ....................................................................................................................... 20 11. Practices ................................................................................................................ 20 12. Engineering Productivity Metrics ............................................................................ 27 13. Construction Productivity Metrics ........................................................................... 43
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I. Project Selection Criteria Applicable for both Owners and Contractors TIC > $5MM 14 months or longer in duration Managed by a dedicated project team Any industry group: buildings, heavy industrial, light industrial, infrastructure Completed within the past 2 years (with access to project team members)
II. Logging into the CII Website Log in to the CII website at http://construction-institute.org/Source/Security/MemberLogon.cfm If you do not know your login and/or password, you may change it by going to the log on page and click Reset My Password. If you have any questions about your access to the CII website, contact Hong Zhao at hong.zhao@engr.utexas.edu or (512) 2320864. III. Benchmarking System Access Benchmarking Project Central (http://construction-institute.org/benchmarking) Training: access to Project Central is limited to trained Benchmarking Associates Includes questions to evaluate the value of CII Practices Project-level, confidential Key Report with scores and benchmark comparisons will be provided Includes measures for industry-specific and productivity metrics Industry-level report at the conclusion of study
IV. Instructions The first five sections of the survey are required. Sections one to three focus on general project information. Sections four and five require performance information. The remaining sections are recommended. If a question does not apply, indicate as much and follow the directions to skip to the next section. The online questionnaire has skip patterns programmed into the interface, thereby reducing the burden to the respondent and enhancing the validity of the responses. Text appearing in bold and red in the paper version prompts the respondent to skip sections that dont apply. Once finished with the questionnaire and the internal validation, submit it to CII. After submittal, CII will review the project data and validate it to ensure that the information is complete and correct. Thank you for benchmarking with CII.
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1. General Project Description

1.1 General Information
1.1.1 Your Company Name: 1.1.2 Your Name: 1.1.3 Project Name: 1.1.4 Project Owner: 1.1.5 Primary Designer: 1.1.6 Primary Constructor: 1.1.7 Project Construction Location:
City:
, (State or Province):
, Country:
1.1.8 Lead design office location
City:
, (State or Province):
, Country:
1.2
Project Description
Which of the following best describes industry group for this project? Heavy Industrial
Chemical Manufacturing Electrical (Generating) Environmental Metals Refining/Processing Mining Tailing Natural Gas Processing Oil/Gas Exploration/Production (well-site) Oil Refining Oil Sands Mining/Extraction Oil Sands SAGD Oil Sands Upgrading Cogeneration Pulp and Paper Other Heavy Industrial
Light Industrial
Automotive Manufacturing Consumer Products Manufacturing Foods Microelectronics Manufacturing Office Products Manufacturing Pharmaceutical Manufacturing Pharmaceutical Labs Clean Room (Hi-Tech) Other Light Industrial
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Buildings
Communications Center Courthouse Dormitory/Hotel/Housing/Residential Embassy Low rise Office (3 floors) High rise Office (>3 floors) Hospital Laboratory Maintenance Facilities Movie Theatre Parking Garage Physical Fitness Center Prison Restaurant/Nightclub Retail Building School Warehouse Other Buildings
Infrastructure
Airport Electrical Distribution Flood Control Highway (including heavy haul road) Marine Facilities Navigation Rail Tunneling Water/Wastewater Telecom, Wide Area Network Pipeline Tank farms Gas Distribution Other Infrastructure
1.3
Project Nature
From the list below, please select the category that best describes the primary nature of this project. Please see the glossary for definitions. Grass Roots, Greenfield Brownfield (co-locate) Modernization, Renovation, Upgrade (changes to existing capacity) Addition, Expansion Other Project Nature
1.4
Project Priority
Please select the primary factor influencing the execution of this project. Assume safety is a given for all projects.
Cost Schedule Balanced
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1.5
Business Driver
Quality Production Capacity Risk Operability Environmental Social Others
Please check all that applied.
1.6
1.6.1
Cost of the Project Total Cost
[Owner Only] What was the total installed cost for this project? $ [Contractor Only] What was the total project cost as billed or invoiced? $
1.6.2
Actual Total Cost of Major Equipment
The purpose of this question is to determine the extent to which the overall project cost and cost performance are driven by the purchase of major equipment. Please see the Equipment Reference Table provided below. Record the total purchase cost of major equipment for this project. Exclude costs for field services, bulk construction equipment (such as valves, bus ducts etc.) and off-the-shelf equipment. Project team costs and transportation costs are excluded. $ Not Applicable (no major equipment) Dont Know
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Equipment Reference Table Examples of Major Equipment HVAC Systems Columns and Pressure Vessels Kinds of Equipment Covered
Prefabricated air supply houses Towers, columns, reactors, unfired pressure vessels, bulk storage spheres, and unfired kilns; includes internals such as trays and packing. Atmospheric storage tanks, bins, hoppers, and silos. Heat transfer equipment: tubular exchangers, condensers, evaporators, reboilers, coolers (including finfan coolers and cooling towers). Fired heaters, furnaces, boilers, kilns, and dryers, including associated equipment such as super-heaters, air preheaters, burners, stacks, flues, draft fans and drivers, etc. All types of liquid pumps and drivers. Mechanical vacuum pumps, ejectors, and other vacuum producing apparatus and integral auxiliary equipment. 600V and above Major electrical items (e.g., unit substations, transformers, switch gear, motor-control centers, batteries, battery chargers, turbines, diesel generators). Conveyers, cranes, hoists, chutes, feeders, scales and other weighing devices, packaging machines, and lift trucks. Integrated systems bought as a package (e.g., air dryers, air compressors, refrigeration systems, ion exchange systems, etc.). Agitators, crushers, pulverizers, blenders, separators, cyclones, filters, centrifuges, mixers, dryers, extruders, fermenters, reactors, pulp and paper, and other such machinery with their drivers.
Tanks Exchangers
Direct-fired Equipment
Pumps Vacuum Equipment Motors Electricity Generation and Transmission Materials-Handling Equipment
Package Units
Special Processing Equipment
1.7
Turnarounds / Shutdowns / Outages
[Heavy/Light Industrial project only] Construction performance (cost, schedule, quality) during project turnarounds, shutdowns, and outages may be impacted by schedule demands of the turnaround, shutdown or outage. These turnarounds may be scheduled or unscheduled. Please Page2of65
complete the blocks below to indicate the percentage of total construction work-hours completed during turnaround. 1) Percent construction during scheduled turnaround: 2) Percent construction during unscheduled turnaround: 3) Percent construction during non-turnaround: Note: the percentages should add up to 100 % Dont Know % % %
1.8
Project Delivery Method
Please choose the project delivery method from those listed below that most closely characterizes the delivery method used for this project. If more than one delivery method was used, select the primary method. Delivery Method Design-Bid-Build Description Serial sequence of design and construction phases; Owner contracts separately with designer and constructor. Owner contracts with Design-Build (EPC) contractor. Owner contracts with designers and construction manager (CM). CM holds the contracts. Owner contracts separately with designer and multiple prime constructors.
Design-Build (EPC) CM at Risk
Parallel Primes
[If not CM at Risk] Did you use a Construction Manager not at Risk in conjunction with the selected delivery system? Yes No
1.9
Work Scope
[Contractor Only] What was your company responsible on this project? (please check all that applied) FEP Detail Design/Engineering Procurement Construction Commissioning and Startup Page3of65
1.10 Project Complexity

Please choose a rating below that best describes the level of complexity for this project, compared to other projects within the same industry sector as this project (e.g., heavy industrial, light industrial, building, infrastructure). Use the definitions below as general guidelines. Low - Characterized by the use of well established, proven technology, a relatively small number of process steps, a relatively small facility size or process capacity, a facility configuration or geometry that your company has used before, well established, proven construction methods. Average Characterized by the use of established technology, a moderate number of process steps, a moderate facility size or process capacity, facility configuration or geometry that your company has used before, established, proven construction methods. High- Characterized by the use of new, unproven technology, an unusually large number of process steps, large facility size or process capacity, new facility configuration or geometry, new construction methods. Low 1 2 3 Average 4 5 6 High 7
1.11 Percent Modularization

Choose a percentage value that best describes the level of modularization (offsite construction) used. This value should be determined as a ratio of the cost of all modules divided by total installed cost. Include all costs for transportation, setting and hooking up field connections.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
1.12 Project Classification

Projects submitted for benchmarking should be representative of the typical project that you execute, i.e., not impacted by extraordinary factors that might influence performance or practice use metrics. If the project is not representative, it can still be submitted to be scored, however, please let us know by checking the appropriate box below. Was this project typical or representative of most of the projects that your company performs? Typical Not Typical
If project is not typical, please provide a reason:
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1.13 Project Scope

Please provide a brief description of the project scope (what is actually being designed / constructed), limit your response to 200 words.
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1.14 Project Management Team

Project Management Team (PMT) Size and Participation Please indicate the peak and average number of participants on the Project Management Team (PMT) during the Front End Planning (FEP) and execution phase of the project. The execution phase of the project is defined to include detail engineering through mechanical completion. To account for individuals responsible for multiple projects, your response should reflect Full Time Equivalents (FTEs). FTEs represent the number of participants and the percent of time each is allocated to the project. For example, if one team member responsible for procurement works time on the project, then the procurement contribution to the FTE measure is 0.5. Likewise, if two project controls specialists work on the team full time, they contribute 2.0 to the FTE. For owners, the participant count should include owner or owner representative members of the PMT, but only those participants whose labor is accounted by the Owner as part of the cost of the project. For contractor, participants dont include craft labors. Typical PMT participants are listed in the table below. Typical PMT Participants Project Manager Contracting Engineering Manager / Project Eng. Project Controls (Cost and Schedule) Business Manager QA / QC Construction Manager Safety Operations Manager Operations Discipline Engineering Leads Maintenance Procurement Consultants PMT Size (FTEs) Project Phase Peak Front End Planning Design Construction Average
1.15 Union Site Construction Workforce

Union If mixed, Non-union jobsite % Union work force (by work hours) mixed jobsite
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2. Engineering Deliverables
Please provide information about this project's use of engineering standards and specifications. Process Industry Practices (PIP) is a consortium of process industry owners and engineering/ construction contractors who serve the industry. PIP publishes Practices" that reflect standards in many engineering disciplines.
2.1. Source of Standards and Specifications

Strongly Strongly Disagree Neutral Agree Agree NA / Disagree UNK 0 1 2 3 4
The project was executed with internal A owner engineering standards and specifications. B The project was executed with contractor engineering standards and specifications.
The project was executed using industry C consortia engineering practices for standards and specifications. The project was executed using Process D Industry Practices (PIP) standards and specifications.
2.2. Were engineering deliverables released in a timely manner?

Seldom 1 Dont Know 2 3 Sometimes 4 5 6 Always 7
2.3. To what extent were the engineering deliverables complete and accurate (with minimal errors and omissions)?
Seldom Complete and Accurate 1 Dont Know Sometimes Complete and Accurate 4 Always Complete and Accurate 7
2.4. Please provide the number of RFIs issued on this project?

Dont Know Page7of65
3. Contract Type
[Owner required section; Contractor please check the contract type for your work scope] Please indicate below the contract types that were used on this project. If you had multiple contractors for a particular function, please answer the questions below in terms of what was most common.
3.1. What was the principal contract type for:

Lump Sum FEP (or FEED) Engineering or design Procurement Construction Startup / Commissioning Cost Reimbursable (including unit price)
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4. Project Cost
4.1. Budgeted and Actual Project Costs by Function
Please indicate the Budgeted (Baseline) Cost, Contingency, and Actual Project Costs in the table below.
1) If this project did not include a particular function, please select N/A for Not
Applicable.
2) If you know total project costs but have incomplete function information, you
may enter as much function information as you know and override the automatic totaling by manually filling in the total project cost. As long as you don't click back into a function field, your total will be accepted and recorded. Owner Instructions Budget amounts include contingency and correspond to funding approved at time of authorization. This is the original baseline budget, and should not be updated to include any changes since change data are collected in a later section. The total project budget amount should include all planned expenses (excluding the cost of land) from Front-end Planning through startup, including amounts estimated for in-house salaries, overhead, travel, etc. The total actual project cost should include all actual project costs (excluding the cost of land) from Front-end Planning through startup, including amounts expended for in-house salaries, overhead, travel, etc. Contractor Instructions: Only enter data for your scope of work Only enter cost data for your scope of work. Budget amounts should include contingency and correspond to the estimate at time of contract award. This is the original baseline budget, and should not be updated to include any changes since change data are collected in a later section. The total project budget amount should be the planned expenses of all functions performed by your company, including amounts for in-house salaries, overhead, travel, etc., but excluding the cost of land. The total actual project cost should be the actual project costs for functions performed by your company including amounts expended for in-house salaries, overhead, travel, etc., but excluding the cost of land.
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4.1.1. Project Cost
Baseline Budget (Including Contingency) $___________
Amount of Contingency in Budget $___________
Actual Cost
$___________
4.1.2. Phase Cost Baseline Budget (Including Contingency) $ NA Dont Know $ Detail Engineering $ Procurement NA Dont Know $ Construction NA Dont Know $ Startup / commissioning NA Dont Know $ NA Dont Know $ NA Dont Know $ NA Dont Know NA Dont Know $ NA Dont Know $ NA Dont Know $ NA Dont Know $ NA Dont Know Amount of Contingency in Budget $ NA Dont Know $ NA Dont Know
Project Function
Actual Cost
Front-end Planning (or FEED)
$ NA Dont Know
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4.2. Cost of Project Development and Scope Changes

Please record the approved changes to your project by phase in the table provided below. For each phase indicate the net cost impact resulting from approved project development changes and scope changes. Either the owner or contractor may initiate changes. Project Development Changes include those changes required to execute the original scope of work or obtain original process basis. Scope Changes include changes in the base scope of work or process basis.
1) For contractors, please only enter data for your scope of work. 2) Changes should be reported for the time period in which they were initiated. If
you can only provide total amounts, please indicate Dont Know in the preconstruction and construction through startup rows and indicate the total amounts in the totals row. As long as you dont click back into a detail information row, your total will be accepted and recorded. 3) Indicate whether the net impact was a (-) decrease or an (+) increase by indicating a negative number for a decrease and a positive number for an increase. If no change orders were granted during a phase, please enter zero. 4.2.1. Total project change cost: $ 4.2.2. Change cost by Time period Cost Increase (+) / Decrease (-) of Project Development Changes $ NA Dont Know $ NA Dont Know $ NA Dont Know Cost Increase (+) / Decrease (-) of Scope Changes $ NA Dont Know $ NA Dont Know $ NA Dont Know
Time period
Change Cost
PreConstruction
Construction thru Startup
4.3. Direct Cost of Field Rework

4.3.1. If you tracked field rework, indicate the Direct Cost of field rework. The direct cost of field rework relates to all costs needed to perform the rework itself. If there was no direct cost or schedule impact of field rework, please enter 0. Direct Cost of Field Rework: $
4.3.2. Total field rework hours: Page11of65
4.3.3. What was the primary source of rework on this project? Design Construction Suppliers Owner Dont Know
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5. Project Schedule
Please indicate your project's Planned Baseline and Actual Project Schedule by function:
1) If this project did not include a particular function please select N/A. 2) If you have incomplete function information, you must enter project execution
start and stop dates. Please enter as much function information as possible. Contractor Instruction: please only enter schedule information for your scope of work, excluding FEP from execution schedule. Owner instruction: execution schedule start from the beginning of Detail Engineering and the end of Start-Up.
5.1. Execution Schedule

Baseline Schedule Start Stop mm/dd/yyyy mm/dd/yyyy Overall Project Start and Stop Dates Actual Schedule Start Stop mm/dd/yyyy mm/dd/yyyy
NA Dont Know
NA Dont Know
NA Dont Know
NA Dont Know
5.2. Schedule by Phase

Baseline Schedule Project Function Start mm/dd/yyyy Stop mm/dd/yyyy Actual Schedule Stop Start mm/dd/yyyy mm/dd/yyyy
Front-end Planning (or FED)
NA Dont Know
NA Dont Know
NA Dont Know
NA Dont Know
Detail Engineering
NA Dont Know
NA Dont Know
NA Dont Know
NA Dont Know
Procurement
NA Dont Know
NA Dont Know
NA Dont Know
NA Dont Know
Construction
NA Dont Know
NA Dont Know
NA Dont Know
NA Dont Know
Startup / Commissioning
NA
NA
NA
NA
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Dont Know
Dont Know
Dont Know
Dont Know
5.3. Percent Design Complete

5.3.1. What percentage of the total work hours for detail design was completed prior to total project budget authorization? % Dont Know
5.3.2. What percentage of the total work hours for detail design was completed prior to start of the construction phase? % Dont Know
5.4. Schedule Disruption

5.4.1. Were there any uncontrollable or unanticipated schedule disruption on this project (this does not include project changes)? Yes No Dont Know
5.4.2. If yes, what was the total duration in weeks of any uncontrollable or unanticipated schedule disruption? weeks Dont Know
5.4.3. Please explain the reason(s) for the schedule disruption(s)
5.5. Schedule Impact of Project Development and Scope Changes

Please record the approved changes to your project by phase in the table provided below. For each phase indicate the net schedule impact resulting from approved project development changes and scope changes. Either the owner or contractor may initiate changes. Project Development Changes include those changes required to execute the original scope of work or obtain original process basis. Scope Changes include changes in the base scope of work or process basis.
1) For contractors, please only enter data for your scope of work. 2) Changes should be reported for the time period in which they were initiated. If you
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can only provide total amounts, please indicate Dont Know in the preconstruction and construction through startup rows and indicate the total amounts in the totals row. As long as you dont click back into a detail information row, your total will be accepted and recorded. 3) Indicate whether the net impact was a (-) decrease or an (+) increase by indicating a negative number for a decrease and a positive number for an increase. If no change orders were granted during a phase, please enter zero.
5.5.1. Total schedule impact of change: 5.5.2. Schedule impact of change by time period Schedule Increase (+) / Decrease (-) of Project Development Changes (weeks)
(weeks)
Time period
Schedule Increase (+) / Decrease (-) of Scope Changes (weeks)
Schedule Change (weeks)
PreConstruction Construction thru Startup Sub-total
5.6. Schedule Impact of Field Rework

5.6.1. If you tracked field rework, indicate the schedule impact in weeks. If there was no schedule impact from field rework, please enter 0. Schedule impact of Field Rework: (weeks)
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6. Achieving Facility Capacity

6.1. [Contractor only] Were you involved in startup activities?
No Yes Dont Know
[If contractor did not perform start up activities, skip the rest of this section.]
6.2. [Heavy/Light Industrial project only] What percent of initial planned capacities
were achieved during Startup?
______% Dont Know
6.3. [Heavy/Light Industrial project only] To what extent were product quality
specifications achieved?
Not at All 1 Moderately 2 3 4 5 6 Fully Achieved 7 Dont Know NA
6.4. [Building project only] To what extent was the planned functionality of the
building achieved?
6.5. To what extent were planned project quality specifications achieved?

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7. Project Outcomes
Using a scale from 1 to 7, where 1 means not at all successful and 7 means extremely successful please indicate the overall success of this project in terms of :
Not at All Successful 1 2 Meeting cost expectations Meeting schedule expectations Meeting safety expectations Meeting business objectives Meeting quality goals Moderately Successful 4 Extremely Successful 6 7
Using a 1 to 7 scale where 1 means not at all effective and 7 means extremely effective, please indicate how effective the following were on this project:
Not at All effective 1 2 Project teamwork Project team communications Your working relationship with the owner / primary contractor The key project team members understood the owners goals and objectives of this project Moderately effective 4 Extremely effective 6 7
Projects invariably differ in a variety of ways. Please indicate in the space below what you found to be particular challenges or difficulties on this project, compared to other comparable projects on which you have worked.
What do you think could have improved this project?
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8. Workhours and Accident Data

In the spaces below, please record the safety statistics for this project.
1) Use the U.S. Department of Labor's OSHA definitions for recordable injuries
among this project's workers. If you do not track in accordance with these definitions, click Dont Know in the boxes below. 2) A consolidated project OSHA 300 log is the best source for the data. Note: for the CM tracking the safety data for the project, please report the safety statistics of the whole project, or skip this section.
8.1. Total site work hours 8.2. Total Number of first aids
Cases Dont Know
Dont Know
8.3. Total OSHA Number of Recordable Incident Cases (Injuries, Illnesses, Fatalities,
Transfers and Restrictions) Cases Dont Know
8.4. Total Number of OSHA DART Cases (Days Away, Restricted or Transferred)
Cases Dont Know
8.5. Total Number of Fatality Cases

Cases Dont Know
8.6. Please indicate the number of Workman Compensation Claims on this project.
Cases Dont Know
8.7. Please indicate the total dollar value of Workman Compensation Claims on this
project. Cases Dont Know
8.8. Percentage of Overtime Hours

% Dont Know Overtime - above 40 work week. If the actual percentage cannot be calculated, please provide your best assessment. Answer Dont Know only if you cannot make a reasonable assessment.
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9. Project Impact Factors

Using a scale from -5 to +5, where -5 means an extremely negative impact compared to what was expected or planned and +5 means an extremely positive impact compared to what was expected or planned, please indicate the extent to which each of the following factors had a net positive impact, a net negative impact, or was essentially as planned?
Extremely Negative -5 -4 -3 Labor Disruption Engineering work sequence Owner site requirement Engineering Deliverables Weather / Climate Availability of Skilled Labor Materials Availability/Cost Site Conditions Project complexity Regulatory requirements Project team expertise Project team communication Core project team turnover Use of offshore (remote) engineering Use of multiple design offices Material or labor cost escalation Construction productivity Availability of construction equipment on the job As Planned -2 -1 0 +1 +2 Extremely Dont Positive Know +3 +4 +5
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10. PDRI (Project Definition Rating Index)

Please refer to CII website about PDRI. Please uses the MS excel tool or the link to calculate the PDRI score, the system needs to capture the score by section. Industrial Section I - Basis Of Project Decision Section II - Basis Of Design Section III - Execution Approach Overall Score % % % % Building % % % % Infrastructure % % % %
11. Practices
The following Practices sections include questions about practices implemented on this project. Please respond to every Practice. If a project did not implement a certain practice, indicate as such and skip to the next section.
11.1. Front-End Planning

Front-End Planning involves the process of developing sufficient strategic information such that owners can address risk and decide to commit resources to maximize the chance for a successful project. Front-End Planning includes putting together the project team, selecting technology, selecting the project site, developing project scope, and developing project alternatives. Front-End Planning is often perceived as synonymous with front-end loading, pre-project planning, feasibility analysis, and conceptual planning. 11.1.1. [Contractor only] Did your company participate in the Front-End Planning effort? Yes, as a front-end planner for the owner No, my company did not participate in the front-end planning effort
11.2. Alignment During Front-End Planning

Alignment is the condition where appropriate project participants are working within acceptable tolerances to develop and meet a uniformly defined and understood set of project objectives. 11.2.1. Did the project implement Alignment during FEP? No Yes Dont Know Page20of65
11.2.2. How clearly was the project operations and maintenance philosophy communicated?
Not at All, Poorly Fair Very Well Dont Know
11.3. Partnering
Partnering is a commitment between two or more organizations for the purpose of achieving specific business objectives by maximizing the effectiveness of each participants resources. This requires changing traditional relationships to a shared culture without regard to organizational boundaries. The relationship is based on trust, dedication to common goals and an understanding of each others individual expectations and goals. We want to begin with some questions about your companys commitment to and experience with partnering. 11.3.1. Did you have a partnering agreement on this project with the owner/contractor? No Yes Dont Know
11.4. Team Building

Team Building is a formal project-focused process that builds and develops shared goals, interdependence, trust and commitment, and accountability among team members and that seeks to improve team members problem-solving skills. 11.4.1. Was a team building used on this project? No Yes Dont Know
11.5. Project Delivery and Contract Strategy

[Owner only; contractors automatically skip this entire section] Project Delivery and Contract Strategy involves a structured process of evaluating and prioritizing owners objectives, reviewing and evaluating delivery methods and contract types, and then determining what is the appropriate delivery method and contract type for this project.
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11.5.1. Did you consider alternative project delivery methods for this project? No Yes Dont Know 11.5.2. Did you consider alternative contract types for this project? No Yes Dont Know
11.6. Constructability
Constructability is the effective and timely integration of construction knowledge into the conceptual planning, design, construction and field operations of a project to achieve the overall project objectives in the best possible time and accuracy, at the most costeffective levels. 11.6.1. Was there a documented constructability plan for this project? No Yes Dont Know [Answer the next question, if yes to above.] 11.6.2. Was the constructability plan integrated into the project execution plan?
Not at All 1 2 3 Variable, Partial 4 5 6 Fully 7 Dont Know
11.6.3. How successful was constructability?

Not at All 1 2 3 Neutral 4 5 6 Very Successful 7 Dont Know
11.7. Project Risk Assessment

Project Risk Assessment is the process to identify, assess and manage risk. The project team evaluates risk exposure for potential project impact to provide focus for mitigation strategies. 11.7.1. How would you describe the risk assessment(s) conducted on this project? Please select the statement that best fits. No risk assessment was conducted Informal risk assessment Formal structured risk assessment Dont Know
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[Skip the rest of this section if no risk assessment was conducted or dont know to above.] 11.7.2. Was the risk mitigation plan developed and implemented?
Not at All 1 2 3 Partially 4 5 6 Fully 7 Dont Know
11.8. Change Management

Change Management is the process of incorporating a balanced change culture of recognition, planning and evaluation of project changes in an organization to effectively manage project changes. 11.8.1. Was there a documented change management process for this project? No Yes Dont Know
[Skip this section if no or dont know to above.] 11.8.2. How clearly was the change management process specified in the project contract?
Not at all Clear 1 Moderate Clear 4 Very Clear 7 Dont Know
11.8.3. How well would you say key project personnel (both owners and contractors) understood the change management process?
Not at all Clear 1 Moderately Well 2 3 4 5 6 Very Well 7 Dont Know
11.9. Zero Accident Techniques

Zero Accident Techniques include site specific safety programs and implementation, and auditing and incentive efforts to create a project environment and a level of training that embraces the mind set that all accidents are preventable, and that zero accidents are an obtainable goal. 11.9.1. Was there a written site specific safety plan for this project? No Yes Dont Know
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11.9.2. Overall how many workers per full time safety professionals were typically (i.e., in terms of the average workforce) on site?
Over 201 151 to 200 71 to 150 21 to 70 1 to 20 Dont Know
11.10. Benchmarking
Benchmarking is a powerful technique that provides practical learning through comparing measurements or outcomes across industries, sectors, products or services. The essence of benchmarking is the process of identifying the highest standards of excellence for products, services or processes and then making the improvements necessary to reach those standards. 11.10.1. Was benchmarking results from past projects used to plan or execute this project? No Yes Dont Know
11.10.2. Is benchmarking a close-out activity in your company? No Yes Dont Know
11.10.3.
Whats driving benchmarking in your company?
Providing data for continuous improvement Establish a performance baseline Determine performance relative to peers Establish basis for continued project funding
11.10.4.
How long did it take to organize and input the data? Work Hours
11.11. Planning for Startup

[For Heavy and Light Industrial Projects Only] Startup is the transitional phase between plant construction completion and commercial operations, including all of the activities that bridge these two phases. Planning for Startup consists of a sequence of activities that begins during requirements definition and extends through initial operations. This section assesses the level of Startup Planning by evaluating the degree of implementation of specific activities throughout the various phases of a project. [Contractor only question.] Page24of65
11.11.1.
Was your company responsible for startup?

Yes, partial responsibility No, not responsible at all
Yes, full responsibility
[If no, contractor should skip the rest of this section] 11.11.2. To what extent was a formal startup execution plan developed?
Not at All Developed 1 2 3 Partially Developed 4 5 Very Extensively Developed 6 7 Dont Know
11.11.3. To what extent was a formal startup execution plan implemented?

Not at All Implemented 1 2 3 Partially Implemented 4 5 Very Extensively Implemented 6 7 Dont Know
11.12. Technology Use and Integration

This section investigates the degree of technology use and integration for specific work functions on your project. For each work function, please use the first column to assess the level of automation. Using the second and third columns, please assess the level of internal companylevel integration such as integration with other functions, project management systems and/or company systems and external company-level integration such as integration with other project stakeholders, respectively. Use Levels Automation
None (1): No electronic tools or commonly used electronic tools, all processes completed manually Minimal (2): Checklists or simple tools are available to help complete the process Moderate (3): Electronic tools are available to help complete part of the work Extensive (4): Electronic tools complete most of the work after entering input data, with minimal amount of manual work after data are entered Complete (5): Entire process automatically completed after input data are entered.
Integration

None (1): No data communication or sharing with other electronic tools Minimal (2): Data (or information) produced from the work function are transferred manually because the data are rarely interoperable.
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Moderate (3): Data (or information) produced from the work function are still manually transferred but some data are somewhat interoperable with other functions/stakeholders. Extensive (4): Data (or information) produced from the work function are mostly interoperable with other functions/stakeholders and do not require manual transfer. Complete (5): Data (or information) produced from the work function are seamlessly interoperable with other functions/stakeholders and no manual data transfer is required.
Level of Work Task Automation 1 2 3 4 5 1
Level of Internal Integration 2 3 4 5
Level of External Integration 1 2 3 4 5
N/A or UNK
Project Management Front End Planning Detail Design Procurement Construction Startup/Commissioning
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12. Engineering Productivity Metrics

General Instructions Please enter data at the most detailed level possible to produce the most meaningful metrics. If you cannot input data for the breakouts, please enter totals where possible. Instructions for Computation of Work-Hours and Rework-Hours Work-hours are computed by the summation of all the account hours that are listed as Direct in the table below. All account hours listed as Indirect are to be excluded from the work-hours that are submitted in the productivity data. Within a category, direct workhours that cannot be specifically assigned into the provided classifications, and have not been excluded, should be prorated based on known work-hours or quantities as appropriate. Please review the table completely before providing data in the following sections. Direct work-hours should include all detail engineering hours used to produce deliverables including site investigations, meetings, planning, constructability, RFIs, etc., and rework. Specifically exclude work-hours for operating manuals and demolition drawings.
Direct Discipline Engineer Designer Technician Indirect Document Control Reproduction Graphics Project Management Project Controls (cost/schedule/estimating) Project Engineer Account Secretary/clerk Procurement (supply management) Construction Support (test package support, commissioning, etc.) Quality Assurance Accounting Legal
Page27of65
12.1. Engineering Team and Workhours

12.1.1. Please provide the total detailed engineering work hours for this project. This total should include work performed by all disciplines including process engineering: Direct Work Hours Indirect Work Hours 12.1.2. Please provide information regarding process design listed as follows: Total P&ID Work-Hours for This Project _________ Total Deliverables for P&ID _________
12.1.3. Please indicate the contractor engineering project managers level of experience with similar projects / process.
No Experience 0 2 or 3 projects 2 > 5 projects 3 4 NA/ UNK
12.1.4. What is the size of the engineering team in this project on the basis of 40 wk-hr /week? Maximum _________ FTE; Average _________ FTE;
12.1.5. What is the percentage turnover of engineering discipline / project leads assigned to the team in this project? __________ % 12.1.6. Please indicate the owner engineering project managers level of experience with similar projects / process.
Low No Experience 0 Medium 2 or 3 projects 2 High > 5 projects 3 4 NA/ UNK
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12.1.7. Please indicate owner engineering teams level of experience with similar projects / process.
No Experience 0 2 or 3 projects 2 > 5 projects 3 4 NA/ UNK
12.1.8. What is the average percentage of overtime hours during detailed engineering phase excluding shutdown? (Overtime Hrs / Total Eng. Hrs)
<10% 10%~20% 20%~30% 30%~40% >40% NA/ UNK
12.1.9. Estimate the percentage detail engineering schedule delay because of information delay caused by suppliers: ________ % 12.1.10. Was the Front End Planning (FEP) design team the same as the detail engineering team? No Yes Dont Know [If yes, the FEP Design team was the same as the detailed engineering team, please skip next question.] 12.1.11. On average, the interfaces between prime design contractors were well managed and fully completed.
Strongly Disagree 0 Neutral 1 2 3 Strongly Agree 4 NA/ UNK
12.1.12. The schedule of detail engineering phase in this project is aggressive considering team size and project complexity.
Strongly Disagree 0 Neutral 1 2 3 Strongly Agree 4 NA/ UNK
12.1.13. Which type of organization is the most similar to the engineering team for this project? (Please see the definition below)
Functional Organization Project Organization Matrix Organization Task Organization NA/ UNK
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Functional Organization
Staffs are recruited, trained, and assigned to support projects, but are permanently assigned to a functional manager.
Project Organization
Staff working on a project report to the project manager regardless of function.
Matrix Organization Project managers draw support from each function as required. Functional managers are responsible for recruitment, training and technical support.
Task Organization (for every specialized skills)
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12.2. Concrete
[Upstream Oil and Gas will not include this section)] Instructions Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no work hours or quantities for a category, check none. The quantity of concrete is that concrete that is required for the specified slab, foundation, or structure provided in the final Issued for Construction (IFC) drawings. Refer to the section Instructions for Computation of Work-Hours and Rework-Hours for a detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours. 12.2.1. Which design platform was used for this category in this project? Check all that apply. 2D 3D
IFC Quantity (cubic yards) Engineering Work-Hours (including rework) (hours)
Slabs
None
Ground & Supported Slabs Area Paving Total Slabs
Foundations
None
IFC Quantity (cubic yards)
Engineering Work-Hours (including rework) (hours)
Foundations (< 5CY) Foundations (>= 5CY) Total Foundations (CY) (Excluding piling)
None
Concrete Structures This includes concrete structures, columns, beams, cooling tower basins, trenches, formed elevated slabs/structures, retaining walls, and drainage structures.
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None
Total Concrete The total concrete quantity and work hours may be greater than the sum of totals for slabs, foundations and concrete structures if the project included concrete not in these categories.
None
IFC Quantity (each)
Piling
12.2.2. Concrete Design Reuse If the project design includes multiple similar components that allow reuse of design effort, estimate the percentage of the total quantity for concrete that did not require unique design. Example: The total concrete quantity for a project is 5,000 CY. The design includes three identical foundations of 1,000 CY each. There are no other identical components. The estimated design reuse for concrete is: 2000 CY 5000 CY = 40%
< 10%
>= 10%
> 20%
> 30%
> 40%
> 50%
> 60%
> 70%
> 80%
> 90%
12.3. Structural Steel

Instructions Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If possible, separate data for structural steel, pipe racks & utility bridges and miscellaneous steel. If you can not separate structural steel from pipe racks & utility bridges, combine these data in the space provided below. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, check none. Page32of65
The quantity of steel is that quantity of steel provided in the final Issued for Construction (IFC) drawings. Refer to the section Instructions for Computation of Work-Hours and Rework-Hours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours. 12.3.1. Which design platform was used for this category in this project? Check all that apply.
2D Structural Steel Structural Steel This includes trusses, columns, girders, beams, struts, girts, purlins, vertical and horizontal bracing, bolts, and nuts. Pipe Racks & Utility Bridges This includes steel structures outside the physical boundaries of a major structure, which are used to support pipe, conduit, and/or cable tray. Combined Structural Steel and Pipe Racks & Utility Bridges* * Enter combined structural steel and pipe racks & utility bridges if you cannot separate the quantities above. Miscellaneous Steel This includes handrails, toeplate, grating, checker plate, stairs, ladders, cages, miscellaneous platforms, pre-mounted ladders and platforms, miscellaneous support steel including scab on supports, T and H type supports, trench covers, and Q decking. Total Steel This is the total of structural steel, pipe racks & utility bridges, and miscellaneous steel from above or the total of combined structural steel, pipe racks & utility bridges (if not separated) and miscellaneous steel. If you have quantities for steel not included in the breakouts above, include them in the totals here. 3D None IFC Quantity (tons) Engineering Work-Hours (including rework) (hours)
12.3.2. Structural Steel Design Reuse If the project design includes multiple similar components that allow reuse of design effort, estimate the percentage of the total quantity for structural steel that did not require unique design. Page33of65
Example: The total steel quantity for a project is 5,000 tons. The design includes three identical structural steel frames of 1,000 tons each. There are no other identical components. The estimated repeated quantity for steel is: 2000 Tons 5000 Tons = 40%
< 10%
>= 10%
> 20%
> 30%
> 40%
> 50%
> 60%
> 70%
> 80%
> 90%
12.4. Electrical
Instructions Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no work hours or quantities for a category, check none. 12.4.1. Total Direct Engineering Electrical Work-Hours for This Project _________ 12.4.2. Total Connected Horsepower of Motors _________ 12.4.3. Number of Motors _________ 12.4.4. Total KVA Load of Project _________
The quantity of electrical equipment, conduit, cable trays, wire, termination, and lighting fixtures are the quantity of each provided in the final Issued for Construction (IFC) drawings. Refer to the section Instructions for Computation of Work-Hours and Rework-Hours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours.
12.4.5. Which design platform was used for this category in this project? Check all that apply.
2D 3D
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Electrical Equipment Electrical Equipment 600V & Below Electrical Equipment Over 600V
None
IFC Quantity (each)
Electrical equipment includes transformers, switchgear, UPS systems, MCCs, rectifiers, motors, etc. This also includes work-hours for single line, elementary diagrams and studies. (Generator data is collected in the power generation equipment section) Total Electrical Equipment Engineering Work-Hours (including rework) (hours)
None Linear Feet Conduit Number of Runs
IFC Quantity
This includes power plan, cable and conduit schedule and interconnects. Exposed / aboveground and underground Engineering Work-Hours (including rework) (hours)
None Cable Tray
IFC Quantity (linear feet)
This includes electrical and instrument cable trays, channels, supports, covers, etc. Engineering Work-Hours (including rework) (hours)
None Wire & Cable (w/o conduit or tray) Linear Feet Number of Terminations
IFC Quantity
This includes power, control and grounding cables. Engineering Work-Hours (including rework) (hours)
None Lighting
IFC Quantity (each-Fixtures)
This includes fixtures, conduit, wiring, panels, and control devices. Quantity to be number of fixtures.
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12.5. Piping
Instructions Please complete the following tables indicating quantity, percent hot and cold, and engineering work-hours for the categories appropriate to your project. Piping includes under ground pressure pipe. Exclude tubing. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, enter none. The quantity of piping is that piping specified in the final Issued for Construction (IFC) drawings. This quantity should not be cut lengths but should be measured center-to-center through valves and fittings as with the quantity for the construction metric. Most CADD dumps are cut lengths. The quantity should be adjusted to be the length measured as noted above. Refer to the section Instructions for Computation of Work-Hours and Rework-Hours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours. Hot piping is that piping which has a design temperature greater than 250 degrees Fahrenheit. Cold piping is that piping which has a design temperature less than minus 20 degrees Fahrenheit. 12.5.1. Which design platform was used for this category in this project? Check all that apply.
2D Piping Small Bore (2-1/2 and Smaller) (linear feet) Large Bore (3 and Larger) (linear feet) Engineered Hangers and Supports (each) (Includes stress analysis) Number of pipe fittings* Total Piping (linear feet only)** * Elbows, flanges, reducers, branch connection fittings e.g. o-lets, saddles etc., Ys, Ts, caps, unions, couplings, etc. ** Total piping quantity is linear feet only. The total piping work-hours include those hours for small & large bore piping, engineered hangers and supports and fittings. 3D None IFC Quantity Percent Hot and Cold (%) Engineering Work-Hours (including rework) (hours)
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12.6. Instrumentation
Instructions Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, enter none. The quantity of instrumentation is that quantity provided in the final Issued for Construction (IFC) drawings. Refer to the section Instructions for Computation of Work-Hours and Rework-Hours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours. 12.6.1. Which design platform was used for this category in this project? Check all that apply.
2D 3D
Engineering Work-Hours Instrumentation Loops (count) Tagged Devices (count) I/O (count) This includes all instrument and control design work-hours except DCS/PLC Configuration and Programming. I/O (count) includes the I/O that comes over digital communication interfaces from outside of the control system. For such interfaces, count the addressable points. For fieldbus interfaces, count only the devices. DCS/PLC Design included DCS/PLC Configuration and Programming None IFC Quantity (including rework) (hours)
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12.7. Equipment
Instructions Please complete the following tables indicating quantity and engineering work-hours for the categories appropriate to your project. If you cannot enter all data then enter totals only. Include rework in the work-hours only. If the project had no workhours or quantities for a category, enter none. The Total Quantity of equipment is the quantity of tagged items provided in the final Issued for Construction (IFC) drawings with vendor designed skids being counted as a single item. The Individually Designed quantity is the quantity defined by unique data sheets. For example, pump P201a/b is one unique data sheet, but is a total of two items. These hours include only mechanical discipline hours. Refer to the section Instructions for Computation of Work-Hours and Rework-Hours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours. 12.7.1. Which design platform was used for this category in this project? Check all that apply.
2D None Pressure Vessels 3D Individually Designed (each) Total Quantity (each) Engineering Work-Hours (including rework) (hours)
This includes tray/packed towers, columns, reactors/regenerators, and miscellaneous other pressure vessels. Field fabricated towers, columns, reactors and regenerators should also be included. Individually Designed (each) Engineering Work-Hours (including rework) (hours)
None Atmospheric Tanks
Total Quantity (each)
This includes storage tanks, floating roof tanks, bins/hoppers/silos/cyclones, cryogenic & low temperature tanks and miscellaneous other atmospheric tanks. Individually Designed (each) Engineering Work-Hours (including rework) (hours)
Heat Transfer Equipment
None
This includes heat exchangers, fin fan coolers, evaporators, cooling towers and miscellaneous other heat transfer equipment.
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None Boiler & Fired Heaters
Individually Designed (each)
Total (BTU/Hr)
This includes packaged boilers, field erected boilers, fired heaters, waste heat boilers, stand-alone stacks, and miscellaneous other boilers and fired heaters. Engineering Work-Hours (including rework) (hours)
Rotating Equipment (w/drivers)
None
Total (horsepower )
This includes compressors (centrifugal/reciprocating), blowers, screw rotary compressors, metering/in-line pumps, pumps (centrifugal/reciprocating), positive displacement pumps, agitators, mixers, blenders and other miscellaneous compressors, fans and pumps. Individually Designed (each) Engineering Work-Hours (including rework) (hours)
Material Handling Equipment (w/drivers)
None
This includes conveyors (belt, chain, screen, rotor, etc.), cranes & hoists, scales, lifts, stackers, reclaimers, ship loaders, compactors, feeders and baggers, and miscellaneous other material handling equipment. Engineering WorkHours (including rework) (hours))
Power Generation Equipment
None
Total (kilo-watts)
This includes gas turbines, steam turbines, generators, and other miscellaneous power generation equipment.
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Pulp & Paper Equipment
None
Woodyard Equipment Pulp Mill Equipment Bleach Plant Equipment Stock Preparation Equipment Wet End Equipment (through the Presses) Dryer Sections Dry End Equipment including Roll Wrap/Converter Equipment Total Pulp & Paper Equipment This includes all paper machines and miscellaneous other pulp & paper equipment. Individually Designed (each) Engineering Work-Hours (including rework) (hours)
Other Process Equipment
None
This includes specialty gas equipment, bulk chemical equipment, process equipment, particle extraction (bag houses, scrubbers, etc.), treatment systems (water treatment, etc.), incinerators, and flares/flare systems. Individually Designed (each) Engineering Work-Hours (including rework) (hours)
Vendor-Designed Modules & PreAssembled Skids
None
This includes modules (partial units) and complete skids units.
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Total Equipment Count*
None
Engineering Work-Hours (including rework) (hours)**
Skids & modules with multiple equipments are counted still as a single entry. * Total equipment count may include items not identified above. ** This is total mechanical discipline direct work-hours.
12.8. Direct Hire / Contract / Off-Shore

Instructions Please complete the following tables indicating engineering direct work-hours for the categories appropriate to your project and specify the country where off-shore engineering is performed. If you cannot enter detailed data then enter totals only. If the project had no work hours for a category, enter none. Refer to the section Instructions for Computation of Work-Hours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the work-hours. Definitions A direct-hired employee differs from a contracted one in that the employer has the following responsibilities to the employee:

Withholding Federal income tax, Withholding and paying the employer social security and Medicare tax, Paying Federal unemployment tax (FUTA) Issuing Form W-2, Wage and Tax Statement, annually, Reporting wages on Form 941, Employers Quarterly Federal Tax Return
The term Off-Shore refers to the use of low-cost engineering centers throughout the world. (Source: International Revenue Service, IRS and Decline of the Engineering Class: Effects of Global Outsourcing of Engineering Services, Paul T. Bryant, P.E, Leadership and Management in Engineering, April 2006, pp.59-71)
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Direct-Hire Disciplines Concrete Steel Piping Electrical Instr. Equipment Total None Contract Hrs Hrs Hrs Hrs Hrs Hrs Hrs Off-Shore Hrs Hrs Hrs Hrs Hrs Hrs Hrs Total Hrs Hrs Hrs Hrs Hrs Hrs Hrs Contract Hrs Hrs Hrs Hrs Hrs Hrs Hrs
Contract Off-Shore Hrs Hrs Hrs Hrs Hrs Hrs Hrs Total Hrs Hrs Hrs Hrs Hrs Hrs Hrs
If engineering is off-shore, please specify the countries:
Page42of65
13. Construction Productivity Metrics

Instructions for Computation of Actual Work-Hours and Rework-Hours Actual work-hours are computed by the summation of all the account hours that are listed as Direct in the following table. All the account hours listed as Indirect are to be excluded from the actual work-hours that are submitted in the productivity data for the following sections. Actual work-hours should include hours for rework. If you track actual rework-hours, please record this information at the end of each section where requested. Please review this table completely before providing data in the following sections.
Direct Direct Craft Labour Foreman General Foreman Load and Haul Oilers Operating Engineer Safety Meetings Scaffolding Truck Drivers Direct Accounting Area Superintendent Assistant Project Manager Bus Drivers Clerical Craft Planners Craft Superintendent Craft Training Crane Setup/take down Document Control Drug Testing Equipment Coordinator Account Evacuation Time Field Administration Staff Field Engineer-Project Field Staff (Hourly) Field Staff (Salary) Fire Watch Flag Person General Superintendent Hole Watch Janitorial Job Clean-Up Master Mechanic Material Control Mobilization Nomex Distribution Indirect Procurement Process Equipment Maintenance Project Controls Project Manager QA/QC Quantity Surveyors Receive and Offload Recruiting Safety Safety Barricades Security Show-up/Travel Time Site Construction Manager Site Maintenance Subcontract Administrator Supervision (Hourly) Surveying Crews Temporary Facilities Temporary Utilities Test Welders Tool Room Truck Drivers Indirect Warehouse Warehousing Water Hauling Payroll Clerks/ Timekeepers Orientation Time
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13.1. Concrete
[Upstream Oil and Gas will not include this section] Instructions Please complete the following tables indicating installed neat quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section. Include work-hours for the following selected activities: Loading material at the jobsite yard, hauling to, and unloading at the job work site; local layout, excavation and backfill, fabrication, installation, stripping and cleaning forms; field installation of reinforcing material; field installation of all embeds; all concrete placement, curing, finishing, rubbing, mud mats; and anchor bolt installation. Do not include work hours for: Piling, drilled piers, wellpoints and major de-watering, concrete fireproofing, batch plants, nonpermanent roads and facilities, third party testing, mass excavations, rock excavations, site survey, q-deck, sheet piles, earthwork shoring, cold pour preparation, grouting, precast tees, panels, decks, vaults, manholes, etc. Definitions The Installed Neat Quantity of concrete is that concrete that is required for the specified slab, foundation, or structure provided in the projects plans and specifications and does not include any quantity of concrete that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours.
Subcontracted (Yes or No) Installed Quantity (cubic yards) Actual Work-Hours (including rework) (hours)
Slabs On-Grade Elevated Slabs/On Deck Area Paving Total Slabs
None
Page44of65
Foundations < 5 cubic yards 5 20 cubic yards 21 50 cubic yards > 50 cubic yards Total Foundations
None
Subcontracted (Yes or No)
Installed Quantity (cubic yards)
Actual Work-Hours (including rework) (hours)
None Concrete Structures
This includes concrete structures, columns, beams, cooling tower basins, trenches, formed elevated slabs/structures, retaining walls, and drainage structures. Actual Work-Hours (including rework) (hours)
None Total Concrete
The total concrete quantity and work hours may be greater than the sum of totals for slabs, foundations and concrete structures if the project included concrete not in these categories.
13.1.1. Rework-Hours
Source of Rework-Hours for Concrete Design Vendor Owner Contractor Other: Total Rework-Hours (hours)
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13.1.2. Concrete Repetitive Construction If the project includes multiple similar components that allow construction efficiencies (i.e. based on learning curve, formwork reuse, etc.), estimate the percentage of the total quantity for concrete that was repeated. Example: The total concrete quantity for a project is 5,000 CY. There are three identical foundations of 1,000 CY each installed on-site. There are no other identical components. The estimated repeated quantity for concrete is:
2,000 CY 5,000 CY
= 40%
< 10%
>= 10%
> 20%
> 30%
> 40%
> 50%
> 60%
> 70%
> 80%
> 90%
13.2. Structural Steel

Instructions Please complete the following tables indicating installed quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section. This includes work-hours for the following selected activities: Shake-out, transporting, erection, plumbing, leveling, bolting, and welding. Do not include work-hours for: Fabrication, demolition, and architectural work, such as roofing, siding and vents. Definitions The Installed Quantity of steel is that quantity of steel provided in the projects plans and specifications and does not include any quantity of steel that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours. Page46of65
Structural Steel Structural Steel
None
Subcontracted Installed Quantity (Yes or No) (tons)
This includes trusses, columns, girders, beams, struts, girts, purlins, vertical and horizontal bracing, bolts, and nuts. Pipe Racks & Utility Bridges This includes steel structures outside the physical boundaries of a major structure, which is used to support pipe, conduit, and/or cable tray. Miscellaneous Steel This includes handrails, toeplate, grating, checker plate, stairs, ladders, cages, miscellaneous platforms, pre-mounted ladders and platforms, miscellaneous support steel including scab on supports, T and H type supports, trench covers, and Q decking. Total Structural Steel
13.2.2. Structural Steel Repetitive Construction If the project includes multiple similar components that allow construction efficiencies (i.e. based on learning curve, formwork reuse, etc.), estimate the percentage of the total quantity for structural steel that was repeated. Example: The total steel quantity for a project is 5,000 tons. There are three identical structural steel frames of 1,000 tons each installed on-site. There are no other identical components. The estimated repeated quantity for steel is: 2,000 Tons 5,000 Tons = 40% Page47of65
< 10%
>= 10%
> 20%
> 30%
> 40%
> 50%
> 60%
> 70%
> 80%
> 90%
13.3. Electrical
Instructions Please complete the following tables indicating installed quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section. This includes work-hours for the following selected activities: Installation, testing, labeling, etc. Definitions The Installed Quantity of electrical equipment, devices, conduit and cable trays are the quantity of each provided in the projects plans and specifications and does not include any quantity that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours. 13.3.1. Total Direct Electrical Work-Hours for This Project _____________ 13.3.2. Total Connected Horsepower of Motors _____________ 13.3.3. Number of Motors _____________ 13.3.4. Total KVA Load of Project _____________
Electrical Equipment and Devices Panels and Small Devices This includes all labor for the installation of lighting and power panels, dry type transformers, control stations (pushbuttons, small local panels, etc.), welding receptacles and their supports. Count includes only actual electrical devices - not supports. Subcontracted Installed Quantity (Yes or No) (each) Actual Work-Hours (including rework) (hours)
None
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Electrical Equipment 600V & Below Electrical Equipment Over 600V Total Electrical Equipment This includes all labor for the installation of transformers, switchgear, UPS systems, MCCs, DCS/PLC racks and panels, etc. Instructions for calculation of Weighted-Average Diameter of Conduit (Hyperlink) Weighted Conduit None Subcontracted (Yes or No) Average Diameter (inches) Exposed or Aboveground Conduit This includes all labor for installation of conduit, hangers, supports, fittings, flexible connections, marking, grounding jumpers, seals, boxes, etc. This excludes lighting conduit. Underground, Duct Bank or Embedded Conduit This includes all labor for installation of conduit, supports, grounding jumpers, etc. Does not include excavation, backfill, concrete, manholes, etc. Total Conduit Instructions for calculation of Weighted-Average Size of Cable Tray (Hyperlink) Weighted None Subcontracted Average Size (Yes or No) (width in inches) Actual Work Hours (including rework) (hours) Installed Quantity (lineal feet) Actual WorkHours (including rework) (hours)
Installed Quantity (lineal feet)
Cable Tray This includes all labor for the installation of tray, channel, supports, covers, grounding jumpers, marking, etc. It does not include fire stop or cable tray for instrument wire and cable.
Page49of65
Wire and Cable Power and Control Cable - 600V & below
None
Installed Quantity (lineal feet)
This includes all labor for the installation, termination, labeling, and testing of 600V and below power and control cable. It does not include heat-tracing cable. Power Cable 5 & 15KV This includes all labor for the installation, termination, labeling, and testing of medium voltage power cables. Total Wire and Cable Actual Work-Hours Installed Quantity (including rework) (hours)
Other Electrical Lighting (each-Fixtures)
None
This includes all labor for the installation of fixtures (including lamps and supports) and for the installation of conduit and wiring from the lighting panel to the fixtures. Includes any control equipment, switches, conduit, wiring and accessories installed on the load side of the lighting panel. Installation of lighting panels is included in Panels and Small Devices and power feeder wiring for the panel is included in Power and Control Cable - 600V. Grounding (lineal feet) This includes all the labor for the installation of cable, ground rods, connectors and all accessories for the installation of conduit and wiring from the lighting panel to the fixtures. Includes work hours for the installation of ground cables pulled into cable trays, duct banks, and installed exposed in electric or other rooms. The footage is based on the total footage of ground cable installed. Electrical Heat Tracing (lineal feet) This includes the labor for the installation of electric heat trace cable, power feeds to the cable, control accessories, end of line devices, connectors, tape or other strapping/support materials, and any other items needed to complete the heat trace system. Footage is based on the lineal footage of process and utility piping heat traced.
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13.4. Piping
Instructions Please complete the following tables indicating the weighted-average diameter in inches, the installed quantity, percent shop fabricated, percent hot and cold, and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section. Include work-hours for the following selected activities: Erecting and installing piping, including welding, valves, in-line specials, flushing/hydro testing, tie-ins (excluding hot taps), material handling (from the laydown yard to the field), in-line devices, specialties, equipment operators, and hangers & supports. Do not include work-hours for: Non-destructive evaluation (NDE), steam tracing, stress relieving, underground piping, offloading pipe as it is received, commissioning, scaffolding and field fabrication of large bore. Definitions The Installed Quantity of piping is that piping specified in the projects plans and specifications and does not include any quantity of piping that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours. Page51of65
Instructions for calculation of Small Bore Weighted-Average Diameter (Hyperlink) Small Bore (2-1/2 and Smaller) - Field and Shop Fabricated and Field Run (Excludes Tubing)
Actual WeightedPercent Shop Installed Work-Hours Subcontracted Average Fabricated Quantity None (including rework) (Yes or No) Diameter (%) (lineal feet) (hours) (inches)
Small Bore Carbon Steel Stainless Steel Chrome Other Alloys Total Small Bore
In the following sections for large bore piping the following definitions apply for hot and cold piping. Hot piping is that piping which has a design temperature greater than 250 degrees Fahrenheit. Cold piping is that piping which has a design temperature less than minus 20 degrees Fahrenheit.
Instructions for calculation of ISBL and OSBL Large Bore Weighted-Average Diameter (Hyperlink)
Inside Battery Limits (ISBL) Large Bore (3 and Larger) (Excludes Tubing)
WeightedSubcontracted Average None (Yes or No) Diameter (inches) Average Installed Wall Quantity Thickness (lineal feet) (schedule) Actual WorkHours % Shop % Hot (including Fabricated and Cold rework) (%) (%) (hours)
Large Bore (ISBL) Carbon Steel Stainless Steel Chrome Other Alloys Total Large Bore (ISBL)
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Outside Battery Limits (OSBL) Large Bore (3 and Larger) (Excludes Tubing)
WeightedSubcontracted Average None (Yes or No) Diameter (inches) Average Installed Wall Quantity Thickness (lineal feet) (schedule) Actual Work% Hot Hours % Shop and (including Fabricated Cold rework) (%) (%) (hours)
Large Bore (OSBL) Carbon Steel Stainless Steel Chrome Other Alloys Total Large Bore (OSBL)
Source of Rework-Hours for Piping Design Vendor Owner Contractor Other: Total Rework-Hours (hours)
13.5. Instrumentation
Instructions Please complete the following tables indicating installed quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record
Page53of65
the total rework-hours with source information if available where requested at the end of the section. This includes work-hours for the following selected activities: Installation, calibration, testing, check out, and otherwise field certify the devices. A device is a physical device that has a tag number. This category includes process tubing, instrument air tubing, cable trays, conduits, instrument wire and cable, junction boxes, etc. Do not include work-hours for: DCS, software, installation of in-line devices, programming and configuration. Definitions The Installed Quantity of instrumentation is that quantity provided in the projects plans and specifications and does not include any quantity of instrumentation that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours.
Instrumentation Loops (count) Devices (Instruments, count) Unit of measure: Dual Each based on loop check quantity. Each based on field-installed devices. Instrumentation wire and cable (lineal feet) None Subcontracted Installed Quantity (Yes or No) Actual Work-Hours (including rework) (hours)
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13.6. Equipment
Instructions Please complete the following tables indicating installed quantity and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. If equipment is preassembled on-skids Do not include in the equipment count. Also, please record the total rework-hours with source information if available where requested at the end of the section. Definitions The Installed Quantity of equipment is that quantity provided in the projects plans and specifications and does not include any quantity of equipment that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours.
Installed Quantity (each) Actual Work-Hours Total Weight (including rework) (tons) (hours)
Subcontracted None (Yes or No) Total Equipment Include all major equipment list below
Pressure Vessels Pressure Vessels
None
Installed Quantity (each)
Actual Work-Hours Total Weight (including rework) (tons) (hours)
This includes tray/packed towers, columns, reactors/regenerators, and miscellaneous other pressure vessels. Work-hours should include installation of trays and packing if installed in the field. Field fabricated towers, columns, reactors and regenerators are not to be included. Actual Work-Hours Total Subcontracted Installed (including rework) Capacity (Yes or No) Quantity (each) (hours) (tons)
Atmospheric Tanks Shop Fabricated Atmospheric Tanks Shop Fabricated
None
This includes storage tanks, floating roof tanks, bins/hoppers/silos/cyclones, cryogenic & low temperature tanks and miscellaneous other atmospheric tanks. Include all shop built-up and fielderected tanks. Excluded are field fabricated and assembled tanks.
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Atmospheric Tanks Field Fabricated Atmospheric Tanks Field Fabricated
None
Actual Work-Hours Total Subcontracted Installed (including rework) Capacity (Yes or No) Quantity (each) (hours) (tons)
This includes storage tanks, floating roof tanks, bins/hoppers/silos/cyclones, cryogenic and low temperature tanks, and other miscellaneous atmospheric tanks. Actual Work-Hours Subcontracted Installed (including rework) (Yes or No) Quantity (each) (hours) Total Weight (tons)
Heat Transfer Equipment Heat Transfer Equipment
None
This includes heat exchangers, fin fan coolers, evaporators, package cooling towers and miscellaneous other heat transfer equipment. Installed Quantity (each) Actual Work-Hours (including rework) (hours)
Subcontracted Boiler & Fired Heaters None (Yes or No) Boiler & Fired Heaters
Total (MBTU)
This includes packaged boilers, field erected boilers, fired heaters, waste heat boilers, stand-alone stacks, and miscellaneous other boilers and fired heaters. Installed Quantity (each) Actual Work-Hours Total (including rework) (horsepow (hours) er)
Rotating Equipment (w/drivers) Rotating Equipment (w/drivers)
None
This includes compressors (centrifugal/reciprocating), blowers, screw rotary compressors, metering/in-line pumps, pumps (centrifugal/reciprocating), positive displacement pumps, agitators, mixers, blenders and other miscellaneous compressors, fans and pumps. Actual Work-Hours (including rework) (hours)
Subcontracted Material Handling None Equipment (w/drivers) (Yes or No) Material Handling Equipment (w/drivers)
Total Weight (tons)
This includes conveyors (belt, chain, screen, rotor, etc.), cranes & hoists, scales, lifts, stackers, reclaimers, ship loaders, compactors, feeders and baggers, and miscellaneous other material handling equipment.
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Power Generation Equipment Power Generation Equipment
None
Actual Work-Hours Total (including rework) (kilo-watts) (hours)
This includes gas turbines, steam turbines, generators, and other miscellaneous power generation equipment. Actual Work-Hours (including rework) (hours)
Pulp & Paper Equipment Woodyard Equipment Pulp Mill Equipment Bleach Plant Equipment Stock Preparation Equipment Wet End Equipment (through the Presses) Dryer Sections Dry End Equipment including Roll Wrap/Converter Equipment Total Pulp & Paper Equipment
Subcontracted None (Yes or No)
Total Weight (tons)
This includes all paper machines and miscellaneous other pulp & paper equipment. Actual WorkHours Subcontracted Installed Quantity None (including rework) (Yes or No) (each) (hours)
Other Process Equipment Other Process Equipment
Total Weight (tons)
This includes specialty gas equipment, bulk chemical equipment, process equipment, particle extraction (bag houses, scrubbers, etc.), treatment systems (water treatment, etc.), incinerators, and flares/flare systems.
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Modules & Pre-Assembled Skids Modules & Pre-Assembled Skids
Actual WorkHours Subcontracted Installed Quantity None (including rework) (Yes or No) (each) (hours)
Total Weight (tons)
This includes on-site work hours for installation of modules (partial units) and complete skids units.
13.7. Insulation
Instructions Please complete the following tables indicating average thickness or diameter, installed quantity, and work-hours (including rework) for the categories appropriate to your project and indicate if the work performed for each category was subcontracted or not. If work performed for a category was both subcontracted and in-house, indicate the type that was more predominate. Also, please record the total rework-hours with source information if available where requested at the end of the section. Definitions The Installed Quantity of insulation is that quantity of insulation that is required for the equipment and piping provided in the projects plans and specifications and does not include any quantity of insulation that is used due to rework. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours.
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13.7.1. Equipment This includes work-hours for the following selected activities: Installation of insulation, jacketing overall vessels, tanks, exchangers, etc.; installation of equipment blankets for pumps, exchangers, etc.; material handling.
Average Subcontracted Thickness None (Yes or No) (inches) Installed Quantity (square feet of insulated area) Actual Work-Hours (including rework) (hours)
Insulation Equipment
13.7.2. Piping This includes work-hours for the following selected activities: Installation of insulation and jacketing over pipe, valves and fittings; installation of valve insulation blankets and flange insulation.
Instructions for calculation of Weighted-Average Diameter of Piping with Insulation (Hyperlink) WeightedAverage Subcontracted Average Thickness Insulation None Diameter (Yes or No) (inches) (inches) Piping ELF Equivalent Linear Feet of insulation applied to piping. Multiple layers count only one time in linear footage. Installed Quantity (equivalent linear feet) Actual WorkHours (including rework) (hours)
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13.8. Scaffolding
Instructions Please complete the following table indicating work-hours for the scaffolding appropriate to your project and indicate if the work performed for the item was subcontracted or not. If work performed for the item was both subcontracted and in-house, indicate the type that was more predominant. Definitions Total scaffolding work-hours refers to the required work hours for scaffolding, collected to calculate the ratio in terms of scaffolding work-hours divided by total direct hours. Refer to the section Instructions for Computation of Actual Work-Hours and ReworkHours for an additional detailed listing of direct hours to be included and indirect hours that are to be excluded from the computation of the actual work-hours. This includes work-hours for the following selected activities: On-site transportation, installation and disassembly. Do not include work-hours for: Pre-fabrication of scaffold.
Subcontracted (Yes or No) Scaffolding
Scaffolding WH/ Total direct hours (Ratio)
Source of Scaffold Materials? Free Issue to Contractor Rented Purchased & Included as part of Scaffold Cost
8/10/2011
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Benchmarking & Metrics Project Level Survey

(Large Project Questionnaire) (For comments)

Project Selection Criteria ....................................................................................................... 3

1. General Project Description

1.1.8 Lead design office location

Please check all that applied.

Cost of the Project Total Cost

Actual Total Cost of Major Equipment

Special Processing Equipment

Turnarounds / Shutdowns / Outages

Project Delivery Method

Design-Build (EPC) CM at Risk

1.10 Project Complexity

1.11 Percent Modularization

1.12 Project Classification

If project is not typical, please provide a reason:

1.13 Project Scope

1.14 Project Management Team

1.15 Union Site Construction Workforce

2.1. Source of Standards and Specifications

2.2. Were engineering deliverables released in a timely manner?

2.4. Please provide the number of RFIs issued on this project?

3.1. What was the principal contract type for:

4.1.1. Project Cost

Baseline Budget (Including Contingency) $___________

Amount of Contingency in Budget $___________

Front-end Planning (or FEED)

4.2. Cost of Project Development and Scope Changes

Construction thru Startup

4.3. Direct Cost of Field Rework

4.3.2. Total field rework hours: Page11of65

5.1. Execution Schedule

5.2. Schedule by Phase

Front-end Planning (or FED)

5.3. Percent Design Complete

5.4. Schedule Disruption

5.4.3. Please explain the reason(s) for the schedule disruption(s)

5.5. Schedule Impact of Project Development and Scope Changes

Schedule Increase (+) / Decrease (-) of Scope Changes (weeks)

Schedule Change (weeks)

PreConstruction Construction thru Startup Sub-total

5.6. Schedule Impact of Field Rework

6. Achieving Facility Capacity

6.5. To what extent were planned project quality specifications achieved?

What do you think could have improved this project?

8. Workhours and Accident Data

8.5. Total Number of Fatality Cases

8.8. Percentage of Overtime Hours

9. Project Impact Factors

10. PDRI (Project Definition Rating Index)

11.1. Front-End Planning

11.2. Alignment During Front-End Planning

11.4. Team Building

11.5. Project Delivery and Contract Strategy

11.6.3. How successful was constructability?

11.7. Project Risk Assessment

11.8. Change Management

11.9. Zero Accident Techniques

11.10.2. Is benchmarking a close-out activity in your company? No Yes Dont Know

Whats driving benchmarking in your company?

11.11. Planning for Startup

Was your company responsible for startup?

Yes, full responsibility