Systems WGL Training2

Systems
Work Group Leader

Training
Module 2
Systems Work Group Leader Training

Agenda
Module 1: Overview
Module 2: Planning
Module 3: Execution
Module 4: Control
Module 5: Closeout

Agenda ---- Module 2
PLANNING
Assess Scope
Front End LoadingQuick Synopsis
Develop Systems Technology Workplan
Develop Workhour Estimate
Write Accompanying Risk Memo
Evaluate Schedule
Develop Staffing Needs and Timing
Consult Lessons Learned Database
Other

Planning ---- Module 2
Assess Scope
A. Sources of Input:
Project Kickoff Meeting

Invitation to Bid (ITB), Proposal, and Contract
Project Plan and Execution Strategy
Master Schedule
Process PFDs if available
Equipment List if available
Engineering Plan
Coordination Procedure
Proposed Split of Work with Contractors, other
Engineering centers, joint venture partners, etc.

Assess Scope (cont.)
B. Some General Concerns to Consider:
Client expected Systems deliverables and guarantees, noting if specialists

are required for certain tasks
Related, contract bonus or penalty clauses that impact engineering
Special tasks required by Client over and above standard, workhour basis
Systems tasks
Client-specific P&ID Cad software requirements
Client involvement in P&ID and other deliverable reviews (including signoff)
Project Specification origin: Client, KBR, others, mix
Units of measure and deliverable language
Master Schedule considerations, such as low activity bridging periods or
out-of-phase requirements
Input and interface issues with Client, other contractors, etc
Process technology: first-of-a-kind or a KBR technology where go-bys can
be referred to
Limitations on off-the-floor (task force) personnel and time charges
Client Professional Engineer Sealing requirements
Etc.

Assess Scope (cont.)
C. Some Specific Concerns to Consider--
Existing plant documents/drawing availability and accuracy

Condition and capacity of existing plant utility systems
Need for Systems field/site or client office trips
Systems scope of work required for supplier packages
If/when First Check Estimate is required and Systems support
HAZOP: chaired by Client or KBR, timing, procedure
Confirmation of when P&ID change management commences
Systems field support during Construction
Client Requirement for As-Built P&IDs
Participation with MEC or other KBR offices or contractors
Etc.
Front End Loading (FEL)Quick Synopsis
DEFINITION
A Specialized And Adaptable Work Process
Translates A Marketing And Technological Opportunity
Into A Well Defined Capital Project
Prepares Deliverables In Sufficient Detail To Receive
EPC Funding
Forces Critical Decisions To Be Made Earlier
Improves Project Definition Thereby Reducing Changes
During The EPC Phase
Identifies Purposely And Proactively Alternatives To The
Projects Baseline Premises, Scope, And Design
Source: http://kbrconnect.corp.kbr.com/kbr/kbreng/kbreng_pd/kbreng_pd_vip/contents/presentations/KBR%20FEL_new
%20design_files/frame.htm
FEL vs EPC
FEL
EPC
Project State
Undefined
Defined
Changes
Actively Seeks Changes
Actively Resists
Changes
Impact Of Change
Low
High
Opportunity For Change High
Low
Contract Type
Typically Reimbursable
Typically Lump Sum
Value Improvement
Potential
High
Low
Client Participation
Encouraged
Discouraged
Philosophy
Information Driven
Deliverable Driven
ABILITY TO INFLUENCE PROJECT

ECONOMICS
Project Planning
100
% Influence on Project
90
Conceptual Design
80
70
60
50
40
Basic Engineering
FEL 1
30
20
FEL 2
Detailed Engineering
10
0
Construction
FEL 3
EPC
PRIOR TO THE 1980s

Clients completely developed their business
concepts and project scope in-house (FEL 1)
Clients had large in-house engineering staff
Clients developed process designs (FEL 2) and
contractor EPC bid packages (FEL 3)
Contractors executed detail engineering,
procurement, and construction (EPC)
Clients typically handle commissioning and startup
with some contractor assistance
Source: http://kbrconnect.corp.kbr.com/kbr/kbreng/kbreng_pd/kbreng_pd_vip/contents/presentations/KBR%20FEL_new
%20design_files/frame.htm
CURRENTLY
Clients Partially Develop Their Business Concepts And
Project Scope In-house
Clients And Contractor Jointly Complete Development
Of Project Scope (FEL 1)
Clients Have Much Smaller Engineering Staff
Clients And Contractor Jointly Develop Process
Designs (FEL 2) And Contractor EPC Bid Packages
(FEL 3)
Contractors Executed Detail Engineering,
Procurement, And Construction (EPC)
Clients And Contractor Jointly Handle Commissioning
And Startup
Source: http://kbrconnect.corp.kbr.com/kbr/kbreng/kbreng_pd/kbreng_pd_vip/contents/presentations/KBR
%20FEL_new%20design_files/frame.htm
FEL IN PROJECT LIFE CYCLE
FRONT END LOADING (FEL)
Conceptual
FEL-1
Feasibility
FEL-2
Definition
FEL-3
EPC
= Decision Gates (stage process)
PARAMETERS OF FEL PHASES

FEL 1
FEL 2
FEL 3
(CONCEPTUAL)
(FEASIBILITY)
(DEFINITION)
+/- 40%
+/- 25%
+/- 10%
Cumulative
Engineering
Hours Spent
1-5%
5-15%
15-30%
Contingency
15-20%
10-15%
8-12%
Cost Estimate
Accuracy
FEL 1 (CONCEPTUAL PHASE)

DELIVERABLES
Strategic Business Assessment

Key Technology Selected & Risk Identified
Market Assessment For Feed, Products & Capacity
Potential Sites Identified & Under Evaluation
Cost Estimate (+/- 40%)
Preliminary Project Milestone Schedule
Block Flow Diagrams Completed
Process Cases Identified
Critical Long Lead Equipment Identified
VIP Reports
Source:http://kbrconnect.corp.kbr.com/kbr/kbreng/kbreng_pd/kbreng_pd_vip/contents/presentations/K
BR%20FEL_new%20design_files/frame.htm
FEL 2 (FEASIBILITY PHASE)

DELIVERABLES

Project Schedule Level 1
Cost Estimate (+/- 25%)
Overall Project Execution Strategy
Contracting & Purchasing Strategies
Permitting & Regulatory Compliance Plan
Soil Survey & Report
Project Alternatives Analysis
Process Flow Diagrams For Selected Option(s)
Preliminary Utility Flow Diagrams & Balances
Preliminary Equipment List & Equipment Load Sheets
Materials Of Construction
VIP Reports
Source:
http://kbrconnect.corp.kbr.com/kbr/kbreng/kbreng_pd/kbreng_pd_vip/contents/present
ations/KBR%20FEL_new%20design_files/frame.htm
FEL 3 (DEFINITION PHASE)

DELIVERABLES

Detailed EPC Project Master Schedule
Completed Environment Permit Submittal
Project Plan / Project Execution Plan
Cash Flow Plan for EPC Phase

Training, Commissioning & Startup Plans
Contracting Plans
Materials Management Plan
Safety Process & Quality Management Plan
Cost Estimate (+/-10%)

Finalized Utility Flow Diagrams & Balances
FEL 3 (DEFINITION PHASE)

DELIVERABLES (CONTD)
P&IDs - Issue IPL

Plot plans & Critical Equipment Layouts
Equipment List & Equipment Datasheets
Single-line Electrical Diagrams
Control System Summary & Control Room
Layout
Materials of Construction
VIP Reports
Process Hazards Analysis

With scope and concerns understood the
Systems WGL can then proceed to
prepare a project-specific Systems
Technology Work Plan and Workhour
Estimate/Budget.

Systems Technology Work Plan
Systems WGL Manual, Subject 1.3 provides guidelines to
develop the Systems Technology Work Plan.
This procedure is consistent with the GEP 3.4 Guidelines
for Technology Work Plan.
In addition, the Systems WGL Manual Appendix A provides
a multi-page suggested standard format to follow.
Finally, Systems (Website) Reference Library contains
many examples of actual recent Workplans.

Systems Technology Work Plan (cont.)
The Systems Work Plan shall be prepared by the WGL and
must be approved by the Systems Manager.
The WGL must maintain the Work Plan throughout the
course of the Project.
As the document is very often referenced during LRQA
audits, if material is added, deleted or changed, it must be
considered a revision. Published revisions must follow the
same sign-off procedure as the original document.

Attachments to the Systems Work Plan shall be
prepared by the WGL and include the following:
a. Work Process Interface Diagrams (WPIDs)
b. Safety Check List
c. Work Operations Classification (WOC)
d. Work Group Roster
e. Split of Work (if applicable)

a.
Work Process Interface DiagramsWPIDs
--This document represents the standard KBR work process and is

used as technology input to the engineering plan for any new
project. By "integrating" each technology's work process on a
project, the project-specific work process is defined.
--The Work Process Interface Diagram is used as the "base" document
to be modified as needed for the specific project. Required
modifications are prepared by the Work Group Leader and
approved by the Systems Manager and Project Engineer.
--As noted in Module 1 the Non-Negotiable list requires cross
discipline coordination of project-specific WPIDs.
--The Systems WPIDs (and complimenting P&ID Process Map) can be
accessed from Systems Engineering Desk Manual.



Process
CSE
CLIENT
Systems
Piping Groups
Equipment

b.
Systems Safety Checklist (Ref. GEP 4.8)
--Safety Checklists are used to maintain a continuing awareness of the

safety requirements of a project, and serve as a quality assurance
tool to verify that specific safety items have been properly addressed.
--Safety Checklists are modified as appropriate for each project to
produce project-specific checklists. Modification includes the notation
of applicable items, and the addition of any items which are uniquely
applicable to the specific project but not on the standard checklists.
--The Systems WGL is responsible for modifying the generic checklist,
distributing to the Systems Team, and ensuring that checklist items
are properly addressed in the design, and that safe design practices
are followed throughout.

KBR
Estimate/Project No.: ______________
Client: __________________________
Location: ________________________
Ds
I
P&
e
Pr
SYSTEMS SAFETY CHECKLIST
Revision/Date: ___________
Engineering Safety Checklist
Po
st
IF
Applicable
(Eff Date 10-02)
Activity
Yes/No/TBD
Description of Activity
General:
1
Have Material Safety Data Sheets (MSDS) for hazardous substances, chemicals,
and catalysts been reviewed with regard to auto-ignition temperature, flash point,
explosive limits, toxicity handling and corrosivity? Have these substances been
reviewed with regard to their potential locations in the plant?
Have all process design parameters and design cases been taken into
consideration?
Has the basic operating philosophy of the plant been reviewed and implemented,
including the following:
Normal/Alternate design cases?
Turndown?
Start-up?
Completed

IDs
&
P
Pre
IFD
t
s
Po

c. Work Operation ClassificationWOC (Ref. GEP 2,5)
--The WOC defines the assignment qualifications or level of expertise
required by the work group personnel who perform the production,

checking and approval functions for all major activities and
deliverables.
--The Systems WOC is prepared by the Systems WGL assigned to a
project listing the work group's applicable deliverables. The
DEFINITION portion defines the deliverable, and work operation
classification. The VERIFICATION portion defines the minimum
assignment qualifications for sign-off of KBR deliverables, for the
various design quality assurance functions indicated.
--In addition the WGL is responsible for implementing quality assurance
requirements for originating, checking, reviewing and approving
documents in accordance with the project approved WOC and other
project requirements.

WORK OPERATION CLASSIFICATI ON MATRIX
WOC
J ob. No. :
Project Name:
Department :
Systems Engineering
KBR SIGN-OFFS
TYPE/DOCUMENT NAME
WORK
SYS
CSE
PROJ
PS
CLIENT
CLASS
ORIG
CHK
APRVL
CHK/APR
APRVL
APRVL
APRVL
P & I DS
II
SE
WGL
YES
YES
YES
NOTE 3
LINE DATA
II
SE
WGL
LINE LIST
II
SE
WGL
CHANGE LOGS/REVISION DESCRIPTIONS
II
SE
WGL
UTILITY HEAT & MATERIAL BALANCES
II
SE
WGL
UTILITY UPDATING
III
SE
SE
QUOTES REVIEW
--
--
SE
--
DESIGN DRAWING
PLANT LAYOUT STUDY
YES
YES
WGL
DESIGN CRITERIA
OVERPRESSURE PROTECTION PHILOSOPHY
SE
WGL
DM
YES

d. Systems Work Group Roster
--The Systems Roster is a listing of personnel showing the name,
initials (both printed and as actually signed), assigned job function,
work operation assignment level, and person authorizing level.
--The Systems WGL identifies and classifies members of the project
Systems work group based on their responsibility and experience
level and enters the information on the Roster. Other KBR
individuals who will sign off on the Systems work group deliverables
should be listed on the Roster, including the Project Engineer(s).
--The Systems WGL will coordinate the assigned qualification levels
with the Systems Manager, who will also signoff the Roster.

JOB NO.:
PROJECT:
WORK GROUP:
PAGE
INITIALS
NAME
PRINTED
OF
QA/QC SIGN-OFF RESPONSIBILITY

SIGNED
ASSIGNMENT JOB FUNCTION
Q LEVEL*
Q LEVEL
GRANTOR
DATE

e. Split of Work (if applicable)
--If the nature of the Project contract requires a split of responsibilities

with MEC or another contractor, the Systems Workplan must
address ownership of activities.
--The Systems WGL should refer to the HOC/MEC Project Handbook

on the KBR Houston Engineering Web. A detailed split of work has
been developed to be utilized as a basis for work execution between
MEC and other Worldwide Offices on a project-by-project basis.
When the split of work has been defined , it must become part of
each Technologys Work Plan, including Systems.


e. Split of Work (cont.)
--MEC Systems has also created a Project Execution Guidelines
found in this Handbook (Section 2.1.2.4) which details proposed
Tasks to be performed in Houston, Tasks to be performed in
Monterrey, HOC technical support to MEC, and interplay between
the HOC and MEC Systems Leads. This is best worked out
between the two Systems WGLs as best served by contract
requirements and budgets.

Looking at a one page excerpt from a recent Systems Workplan,

Workhour Estimate
Systems WGL Manual, Subject 1.2 provides guidelines
to develop the Systems Workhour Estimate.
Systems Engineering Manual Subject 3-202 contains a
detailed procedure for preparing the Estimate.
Finally, the Systems Workhour Estimating Spreadsheet
is to be used and can be found at Systems (Website)
FormsAdministrative. The file has 4 worksheets
dependent on scope of Project. The appropriate one(s)
should be selected and developed.



Workhour Estimate (cont.)
Note that the Systems Workhour Estimate will be used as a basis for the
following:
a. Establishing a Project approved control budget during execution of the
project.
b. Determining staffing requirements for the duration of the project as the
basis for ATS.
c. A basis against which Project Change Notices (PCNs) for additional hours
may be issued for revised scope.
As such, the Systems Manager shall approve the Workhour Estimate prior
to submittal, and a Risk Memo shall be written and accompany the
Estimate.

Write Accompanying Risk Memo
Systems WGL Manual, Subject 1.2 provides guidelines to
develop a risk and basis document of the Workhour
Estimate.
In addition, the Systems WGL Manual Appendix B
provides a suggested standard format to follow.
Note that the Risk Memo clarifies and documents the
basis for the Estimate and shall indicate the reasons for
risk and the effect on the Estimate in terms of percentage
or number of workhours.
The Systems Manager must approve the Risk Memo.


Evaluate Schedule
There are potentially four levels of schedules that can be
developed and maintained during a project. The higher
levels of scheduling (Levels I and II) are used to define
overall time frames for all key project activities. The
more detailed lower level schedules (III and IV) are
developed to provide day-to-day monitoring and
reporting to Project Management and the Client.
It is the responsibility of the Systems WGL to review the
schedule closely to ensure that input needs are
addressed, that Systems deliverables are addressed,
and that durations and dates are achievable.

Determine Staffing Needs and Timing
Shortly after Project kick-off the Systems WGL must develop an
initial three month staffing plan and communicate this to the Systems
Manager.
With scope identified, a Workplan written, and approved budget full
staff loading will then be defined/updated.
The Assignment Tracking System (ATS) is used on Projects. A
weekly report is downloaded, supplied to the WGLs, and requires
careful review. PTO, start and finish dates, and hours per week
(including OT) must be reflected for each individual on the Systems
team.

Determine Staffing Needs and Timing (cont.)
GEP Section 2.4 addresses the Assignment Tracking System.
Some important items to note are:
a. A minimum advance notice of one to two weeks should be given when
personnel are being released for reassignment.
b. Additional staff must be defined with entry tagged OPENING, using the
Comment entry to specify preferred experience/skill level and intended task
assignments, as well as duration.
c. All ATS sheets, even if there are no changes, must be promptly initialed and
returned to the Project Secretary.
d. The Systems Manager also requires an early, weekly heads-up on any staff
changes via markup copy or email.
e. Part-time individuals will show Other Commitment entries. These are not to be
altered by the WGL.


Consult Lessons Learned Database
KBR uses its Lessons Learned Process to capture significant
project execution learnings so they can be shared and used
to benefit new projects.
The Houston Operating Center Lessons Learned Website
is linked from both the Worldwide Engineering Homepage
and the Systems Homepage.
Using various search parameters (keywords such as phase
of project, Chemicals onshore technology or Systems
discipline) the WGL can look for lessons applicable to the
new project.
This task should be done before starting engineering work.

Note:
These tasks covered in Module 2 Planning are included
on the Systems Work Group Leader Checklist, which
can be found at Systems (Website) Forms
Administrative. This document can be downloaded as a
Word document and modified per project-specific scope.
Besides the somewhat standard header for a checklist
document, this sheet has as its columns Item No.,
Activity Description, Date Completed or N/A, and
Remarks for its generic 25 tasks. While its use is not
mandatory it can be a very helpful document to less
experienced WGLs.

WORK GROUP LEADER CHECK LIST
CLIENT :
PROJECT NUMBER :
LOCATION :
FILE NAME:
WORK
GROUP
LEADER :
DATE :
ITEM
NO.
ACTIVITY DESCRIPTION
1
2
3
ATTEND KICK-OFF MEETING

PREPARE SYSTEMS TECHNOLOGY WORK PLAN
SET UP ENGINEERING/GRAPHICS COMPUTER FILES
REVIEW PROJECT PLAN/COORDINATION PROCEDURE (COMMENT AS

REQ'D)
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
REVIEW ENGINEERING PLAN (COMMENT AS REQ'D)

REVIEW PROJECT SCHEDULE (COMMENT AS REQ'D)
FINALIZE SYSTEMS TASK FORCE ORGANIZATION CHART (AS REQ'D)
DEFINE SPLIT OF WORK FOR MEC (OR OTHER) (AS REQ'D)
DEFINE SPECIAL STUDIES FOR PROJECT/CLIENT (AS REQ'D)
SET UP JOB BOOKS PER SYSTEMS FILING SYSTEM (DM 1.8)
REVIEW LESSONS LEARNED
PREPARE WORKHOUR ESTIMATE
PREPARE STAFFING/COMPUTER TERMINAL PLAN (AS THE BASIS OF ATS)
PARTICIPATE PROJECT TEAM PLANNING AND UPDATE/ISSUE WPID (DM
1.3)
ORIENTATION/INTEGRATION OF NEW TEAM MEMBERS (PREPARE
PERFORMANCE AND DEVELOPMENT ACTION PLANS)
PARTICIPATE IN RATE BASED EXECUTION PLANNING
ESTABLISH TRAINING PLAN (IF REQ'D)
ESTABLISH PROJECT CR FILE AND MAINTAIN CR TRACKING
ESTABLISH QA PLAN - WOC (DM 1.2) AND ROSTER
ESTABLISH SAFETY PLAN - SAFETY CHECKLIST (DM 1.9)
PREPARE IPMS
COMPLETE PERFORMANCE AND DEVELOPMENT ACTION PLANS
PREPARE AND ISSUE "PROJECT" CLOSE-OUT REPORT
PREPARE AND ISSUE SYSTEMS END OF PROJECT REPORT
PREPARE JOB DOCS FOR MICROFILMING PER SYSTEMS FILING SYSTEM
(DM 1.8)
DATE
COMPLETED REMARKS
OR N/A
INCL.
PROJECT
DATA

Other
As part of WGL planning, consider taking a very active role
in the planning of the Workcell area.
-- Workcell - A multi-discipline team assembled to produce
specific deliverable(s) utilizing an INTERACTIVE work
process that reduces engineering cost and schedule.
May include the Client and/or a Project Engineer.
--An active role would include location of workcell on task
force floor, seating assignments, ordering of high walls
and foam boards for hanging drawings, spare and future
accommodations, laser printer in cell, bookcases, etc.

Typical Workcell Configuration:
High walls & foam boards

Other (cont.)
--Workcell goals include:
Reduce cost and shorten/maintain schedule while
producing acceptable quality deliverables.
Improve client satisfaction.
Create a collaborative work environment.
Improve communications and team effectiveness.
Establish highly interactive work processes and
streamline paperwork.
--While there can be some inefficiencies when staffing
workcells, and the WGL will have to do a lot of walking
around to appraise problem areas and insure work
consistency, the benefits generally will outweigh this.

Other (cont.)
At some point in early Project Planning both graphic and
engineering files need to be set-up.
--Ed Reyes and/or the lead designer will handle the Cad
graphic file setup, the exception being for Smart Plant
projects where the Systems CAE Team lead oversees setup.
--Document Management will assist in Engineering in setting
Documentum and discipline first level folders on R drive.
The Systems WGL must establish the overall framework for
a uniform filing system during the active Systems
engineering phase beyond


Other (cont.)
--Hardcopy files should be
a. Accessible
b. Appropriately labeled
c. Complete with an index
d. Make use of tabbed dividers
e. Be orderly in appearance and auditor friendly
--Drawing and document copies should be stamped
Record Copy or Master Record Copy as
appropriate, and any noted revisions should be dated
and initialed.
--Replaced copies should be noted as VOID and filed
separately.

PREVIEW ---- Module 3
EXECUTION
Task Assignments
Checking Guidelines
Be Schedule Conscious
Daily Chores
Weekly Chores: Status Report, Status Meeting,
Systems Team meetings, Time Sheets
Systems WGL Responsibilities at Critical
Meetings
Change Management
Heart Burn Issues to be aware of

Questions

Systems WGL Training2

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Systems

Work Group Leader

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training

Project Kickoff Meeting

Systems Work Group Leader Training

Client expected Systems deliverables and guarantees, noting if specialists

Systems Work Group Leader Training

Existing plant documents/drawing availability and accuracy

Front End Loading (FEL)Quick Synopsis

Actively Seeks Changes

Opportunity For Change High

Typically Lump Sum

ABILITY TO INFLUENCE PROJECT

PRIOR TO THE 1980s

FEL IN PROJECT LIFE CYCLE

FRONT END LOADING (FEL)

= Decision Gates (stage process)

PARAMETERS OF FEL PHASES

FEL 1 (CONCEPTUAL PHASE)

Strategic Business Assessment

FEL 2 (FEASIBILITY PHASE)

Strategic Business Assessment

FEL 3 (DEFINITION PHASE)

Strategic Business Assessment

Cash Flow Plan for EPC Phase

Cost Estimate (+/-10%)

FEL 3 (DEFINITION PHASE)

P&IDs - Issue IPL

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training

Work Process Interface DiagramsWPIDs

--This document represents the standard KBR work process and is

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Safety Checklist (Ref. GEP 4.8)

--Safety Checklists are used to maintain a continuing awareness of the

Systems Work Group Leader Training

SYSTEMS SAFETY CHECKLIST

(Eff Date 10-02)

Systems Work Group Leader Training

Systems Work Group Leader Training

required by the work group personnel who perform the production,

Systems Work Group Leader Training

CHANGE LOGS/REVISION DESCRIPTIONS

UTILITY HEAT & MATERIAL BALANCES

PLANT LAYOUT STUDY

Systems Work Group Leader Training

Systems Work Group Leader Training

QA/QC SIGN-OFF RESPONSIBILITY

ASSIGNMENT JOB FUNCTION

Systems Work Group Leader Training

--If the nature of the Project contract requires a split of responsibilities

--The Systems WGL should refer to the HOC/MEC Project Handbook

Systems Work Group Leader Training

Systems Work Group Leader Training

Systems Work Group Leader Training