Commissioning of Offshore Oil & Gas Projects

Commissioningo/ D.
ffshore
DilandGasProjects
TheManager'sHandbook
A strategicandtacticalguideto thesuccessful planningand
execution ofthecommissioningoflargecomplexofJshore
facilities
by
TrondBendiksen
and
GeoffYoung
rijll
authOfrlOUSE
m
1663 LIBERTY DRIYE, SUITE 200
BWOMINGTON, INDIANA 47403
(800) 839-8640
www.AUTHORliOUSE.COM
AbouttheAuthor
Trond Bendiksen has 25 years of experience in the Oil and Gas industry in the North
Sea and eastem Canada. He has worked with ali the major oil companies on GBS's,
Jackets, Floating Production Units (PFU's, FPSO's) and has completion experience from
a vast amount of mega-projects. He has solid operational experience from a variety of
management positions including Offshore Operations Manager on several platforms.
His involvement in Business Process Re-engineering projects and high leveI world wide
Benchmarking studies has given him a unique insight into the organizational aspects ofthe
job that is so important for the success of a projecto
He has also published a book on Continuous Improvement Techniques and several papers
on Organizational Effectiveness.
TB is a Norwegian citizen currently residing in eastem Canada as a senior Completion
Advisor to east coast Canada's offshore Projects and Operations.
v
Geoff Young has 30 years of experience in the Oil and Gas industry in the North Sea and
world wide.
He has worked with all major oil companies on GBS's, Jackets, Floating Production units
(FPU's), FPSO's and onshore facilities, and has completion experience fram a vast amount
of mega-projects, both as a senior commissioning engineer and senior planner.
GY has gained significant experience in commissioning planning and estimating through
his long career in the UK, Holland, Belgium, Saudi Arabia, Norway, the US and Canada.
GY is one ofthe few Senior Planners that can actually do all the initial planning, drawing
mark-up, estimating etc on his own as the first cut ofthe schedule/budget before the
commissioning engineers are recruited- and extremely rare and valuable skill not easily
found in the industry.
GY is a UK citizen currently residing in eastern Canada as a senior Planning Advisor to
east coast Canada's offshore Prajects and Operations.
VI
Acknowled2ements
ln compiling this work we have sought advise and guidance fram a number of individuaIs
and sources but principally the greatest assistance has been pravided by our own working
colleagues on a variety of projects.
We would especially like to acknowledge the guidance provided by Ed Martin and Gordon
Carrick of Petro-Canada who took the time to thoroughly read the whole manuscript and
offered vaIuabIe comments on the content, structure and Iayout.
We would Iike to thank Lynn Young for doing all the praofreading, an undertaking not
easy on a manuscript written by two language- ignorant engineers.
VII
CONTENTS
1.0
PLANNING 1
TheKeyPerformanceIndicators& ReportStructure 7
DefiningtheWorkScopeandBuildingtheSchedule 23
PlanningandPlanningConsiderations 45
Estimating; Strategy,ToolsandConsiderations 57
EstimatingandGrowth: Figuresand Factors 73
2.0
PREPARATIONS 85
Organization 87
Auditing/Gapreview 105
PREPARATIONS 117
RiskAnalysis 117
FactoryAcceptanceTesting, LoadBanks,N2TestingofCompressorsonshore,
SubSeaissuesandFPSOspecifics 131
3.0
EXECUTION 149
LoopTesting, Preservation,Pipingcleanliness,N2TestingofCompressors, Oil
Flushing, SubSeasimulationtesting, SITtesting ofsubseaequipmentandtimingof
MonitoringandImprovingthePlan 175
installationofmainControlValvesandPressureReliefValves 179
4.0
DOCUMENTATION/HAND-OVER 207
IX
Preface
This book is specificalIy directed at Commissioning Managers, Project Managers and
Senior Project Planners but also provides valuable and useful information that wilI assist
Engineering Managers, Construction Managers, Commissioning Leads and Commissioning
Engineers in performing their jobs.
The concept of the book has been to break the commissioning activity down into four main
phases, namely, p!anning, preparation, execution and documentation/hand-over.
The goal has been to identify the main areas where managers need to keep their focus- the
key successfactors - in order to prevent schedule and budget overruns. We have chosen
to narrow the focus down to the single most important elements of each of the four main
phases; those that contribute the most, and hence can make or break a project.
Contrary to what one might think, it is not the delay of major project milestones such as
sail-away from module yards, module lift at integration site or delays in offshore laying
activities that constitutes the major delay factors on a project. It is alI the other important
big or small issues that pop up along the way that you have not properly prepared for that
make the biggest difference.
This book also provides some very accurate experience data on what you can expect in
terms of overrunning your initial estimates if you don't seriously pick up on, and resolve
the issues dealt with herein. Figures quoted in this book refiect multi-module large projects.
Smaller projects have the sarne issues, but figures may have to be scaled down to suit.
The book focuses only on the key issues that you need to resolve and does not provide
specific references or recommendations as to tools and equipment.
We have tried to put the issues in a Continuous Improvement perspective throughout
the book in order to encourage you to structure your work in such a way that you
always analyze the issues first, then improve and follow up on actions; the Continuous
Improvement Circ1e.
To our knowledge, a book such as this has never been published before. We sincerely think
that this book will assist you tremendously in performing your job, and we hope you enjoy
reading it as much as we have enjoyed writing it
Good Luck!
The Authors
Xl
1.0
x
2.0
Preparations
Phase 1
Phase 2 Phase 3
Phase 4

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Theconceptofthebookhasbeentobreakthecommssloningactivitydownintofour mainphascs,
nameJy;planning, preparalioH, execution ll1ul
Wchavechoscntoseparatetheplanningandpieparationsactivitiesintwodistinctlydifferentphases
asthevarouselemcntsoftheseareimportantenoughtowarrantseparatedetaiJdiscusslons.
Introduction
Just about any senior manager who has ever been responsible for the Commissioning of a
large multi-module project knows that, ifthey were not given enough time for planning and
preparation, ar if the competencies of the team were not adequate in the early planning and
preparation phase, the likelihood of success is quite slim.
TraditionalIy commissioning has been viewed as an activity that is executed just before
Operations takes over the systems for start up. Quite surprisingly this is stilI a widely held
opinion among Project Managers, not only in Contractors organizations but also inside
Operating organizations.
Cost (or loss)- analysis very consistently show that it is during commissioning that the
loss potential = overrun potential, wilI manifest itself. This is the phase where design
flaws and construction errors wilI surface, and this is the phase where the expensive and
time-consuming changes and modifications wilI have to be undertaken. Changes and
modifications wilI be executed simultaneously with a very hectic commissioning program,
while everyone expects you as the Commissioning Manager to manage and control alI this
and stilI deliver on time.
This fact should be the "red flag" for any management team in terms of making sure that
commissioning is given the necessary focus from day one of the project.
Commissioning of large multi-module offshore projects is an enormous unde11aking that
requires significant management skilIs in a variety of areas, of which communication
is a major one. First you need to communicate to the top, the imp011ance of giving
commissioning an early start and the benefit of this. Secondly you need to create the
vision, goals and strategies for commissioning and then communicate these to your team.
The bottom line results are significant for managers who can successfulIy create a shared
vision of what needs to be done, i.e. believe in the Plan that everyone has contributed to
developing, confront the team with current realities, and empower the engineers / workers
to "go for it". When team members throughout the organization are united by a shared
vision and c1ear goals, it becomes possible to push responsibilities and authorities down
the organizational hierarchy to the appropriate leveI where work is performed. This is the
leveI, which ultimately wilI have the biggest impact on the bottom line.
This book will help you understand the big saving potentials that are out there and assist
you in capturing these to secure success on your project.
xv
Ethics and Values
Integrity, ethics and values should be in the forehead of all managers. When the project
is at its most hectic, and delays are becoming evident, it can sometimes be difficult to stay
caIm and maintain integrity and ethical posture.
Here are a few guiding principIes for you to remember:
1) The team looks to YOll for guidance and leadership, give it to them based on
honesty and care.
2) Always perform honest and aCCllrate reporting, both up and down in the
organization.
3) Flag issues early, never hide problems.
4) Be constructive and COllrteous when criticizing.
5) Praise YOllr team members when works well done.
6) Make sure you base ali YOllr actions onfacts.
7) Maintain a positive and constructive relationship with ali parties you deal with.
8) Don 't draw concfllsions before you have listened and digested ali information
provided.
9) Encourage team play, also across organizational boundaries.
10) Askfor, aml give honest feedback on behaviors.
XVII
Thekeytosuccess
Beforeyoustartreadingthevariouschapters,take agoodhardlookatthearotile ofthe
content /ist ofthis book
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Theprofilesimplyimpliesthatifyouputalotofthoroughqualityworkinto the Planning
& Preparationsstages,theactualExecution& Doc/Hand-overstageswillhaveamuch
betterchanceofsuccessthanifthePlanningand Preparationswerepoor.
This will be your key to Sllccess !
XIX
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The relationships between these scenarios are simply expressed in the illustration below
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1.0
PLANNING
Trond Bendiksen and Geoff Young
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DOCllmelltation/Hand Over
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Wlto doesjltat, wlten and with l.hom; the "4W's
Planning tlte work is critical to the completion ofthe project!
OurdefinitionofPlanningis all the necessaryprerequisitesthatmustbe in placeinorderto
developaquality Plan(schedule)
Inthischapterwe will be lookingatwhatyouasthemanagerneed the ProjectCompletion
Systemto do foryou, whatreportsyouneed, whyyouneed them, howyouwantto control
thesystem,and howyouwantto buildthe schedule.
We will be discussingessential prerequisites,suchassystemboundarydefinitions,
commissioningstrategy,estimatingconcepts,numberingconcept,temporaries,etc leading
uptoaPLANthatcanactually be usedasamonitoringand control tool as opposedto
beingaplacewhereyougatherhistoricaldata.
Thischapterwill also provideyouwith somevery interestingfigures and factorson
estimating,growthandexpectedfinal completionhoursthatwillassistyouinassessing
yourownprojectrelativeto realismand"doability".
Thisdatahasto ourknowledgeneverbeenofficially published before.
We will encourageeverymanagerto applythe KISS (KeepIt Simple Stupid)- principle in
all aspectsofplanningaswell as foralltheotherelementsofthejob!
2
Commissioning of Offshore Oil and Gas Projects
Database Systems
Thedatabasesare pre-requisitesto all yourplanning,schedulingandreporting, so let'sstart
discussingthesefirst.
Regardlessofwhatplanningtool,jobcardsystemorProjectCompletionSystem(PCS)
yourprojecthaschosen,chancesarethattheyare all interconnectedviaahugerelationship
databasestructurethat'sbeendevelopedby acomputernerdwithouttheslightestideaof
whattheactualusers- you- require.
Chancesare furthermorethatyourcorporation,theguysonthe50
th
floorthatemploy
you, havedecidedthatthismagictool is mandatoryonall theirprojects. So, ifyouwere
thinkingofbringingsomethingmoresimpleanduser-friendlyto thetable,forget it!
Arelationshipdatabase is designedto beflexible andhencecanbe alteredto suityour
needsatyourrequest. You canrequestendlessvariationsofreportsanddataandyou can
easilyspendthe wholedayplayingaroundto query whateveryouliketo see, whenand in
whatfashion.
Thisiswhereyouwill be wastingalotoftime,unlessyouhave PRE-DEFINEDwhatyou
wantto measureandwhatthe basicreportsto monitorandcontrolyourprojectshould look
like. Thesebasicreportsarediscussed laterin thischapter.
Althoughrelationshipdatabasesareflexible by nature, it is whenyouconnecttheseup in
ahumongous networkofdifferentcustombuiltandcommercial databases,youruninto
problems.
Thisisdiscussednext.
3
System Structure
Chancesarethatyourintegrateddatabasestructurelookssomethinglikethis. Typicallythe
systemis madeup ofacombinationofstandardtools, likeAccess, Excel, Primavera,J.D
Edwards,acommercialorcustom-builtProjectCompletionSystem(PCS), acommercial
orcustom-builtMaterialsystem,etc. All theseelementsare thenintegrated intoonehuge
system.
All ofwhichis supposed to flawlessly cometogetherto giveyouatool thatyoucanreally
depend on.
However, likewithall largedatabases, interfaceproblemsare notuncommon.
4
You wantto makesureyoucontrolthesystem, notthe otherwayaround. Again,these
systemscanbe extremely useful as longas they workproblem-free. However, experience
tells usthatwe spend,orwaste, largeamountsoftime and resources in tryingto fix the
system(mostspecifically interfaceissues).
Time and resources you don 1necessarily control as this is the IT guys job, but it affects you
in as much as you don 1get the reports you need to control the job when you need them.
So, you need to prepare for this and have other ways ofgetting what you need.
The illustration below shows the concept ofaftlly integrated system
Integratedsystem ......""""=OSW>-l> Deliversintegratedreports
System m ~ (ormodules) .......""""",..,...$110... - Deliverstandaloneorsemi-integratedrcpolts
The mostusefulway ofmaking sureyou getyourreportsontimeevenwhenthesystemis
notfunctioning isto makesureyouhaveareportingstructurethatisflexible and thatwill
be adaptable to receiving informationeithermanualorviaaremotecontrolsystem.
Design your reports/or your needs, and not/or the system's needs.
5
6
PLANNING
TheKeyPerformanceIndicators& ReportStructure
7
TheKeyPerformanceIndicators& Reports
Beforeyou sta11 the workofbuildingthe schedule, it is usefultotake some time discussing
whatperformance indicatorsyou will be measuredon oncethejobgetsgoing,andwhat
reportsyou will needto control the work.
Define your KPI's and Reports upfront and make them simple (KISS).
You asthe Managerwill bemeasuredagainstasetofKey Performance Indicators(KPI).
From an Ownersviewpoint,theoverall KPI is the progressiveamountofhanded over
systemsto Operationsrelativeto the planneddatesforthese.
In orderforyou to controlthework thatyou areresponsiblefor, you need to establish
asetofKPI'sforyourorganization;KPI'sthatyouwillmonitorregularly asthework
progresses.
Sofirst offall you needto define the most important KPI's, thosethatgiveyouthe
bestindicationsas to whereyou stand at all times,then you need to define the reports
thatreflectstheseKPI's. You would want KPI'sand reportsthatnotonlyreflect
theCommissioningTeam'sperformanceas awhole, butalso howthe individual
CommissioningLeadsareperforming.Therewill beseverallevelsofKPI'sand hence
several levelsofreportsrequired to monitorthese.
Apartfrom the endlessvariety ofreportsthatyou willbe ableto printfrom the database
systemsatatouchofa button, therearesomeveryspecificreportsyou will need, that
will at a"quickglance"giveyouthe overall statusonhowyouareperformingagainstthe
agreed KPI's.
Beforeyoustartdiggingaway throughthemountainofreportsyoursystemswill spitout,
you need to knowtheoverallpicture("the helicopterview").
8
Commissioningof Offshore OilandGasProjects
Thefollowing isastandard, butuseful setofKPI'sandassociatedreportsyouwill need:
KPI1. AmountofHandedOversystems/partsystemsfrom Constructionto
Commissioningandinprogressby Commissioning.
KPI2. Amount of delayed or advanced Handed Over systemsfrom Constructionto
Commissioning.
KPI3.Amountofsystems/partsystemscompletedby Commissioning(andPunchList
itemsoutstanding).
KPI4. Amountofsystems/partsystemsfullycompletedbyCommissioningandready
forHandOverto Operations.
KPI5.Amountofsystems/partsystemsactually Taken OverbyOperations.
Thereare obviouslyaheapofsubsetsofthe abovethatyouwill need, suchasPunch
Liststatus, DesignQuerystatus, Outstandingregulatory issues, Preservationstatusetc.
SometimesOperationsinsistsonaminimumnumberofPunchList itemsandaminimum
numberofunresolvedDesignQueriesbeforeacceptingTake Oversfrom Commissioning.
Inthatcaseyouwillalsohaveto includeKPI'sandreportsto monitorandreflectthis
requirement. And notonlyforreasonsregarding Operationsacceptance, butit willalso
affectyouracceptancecriteriafrom Construction!
Butagain;
Makesureyouunderstandtheoverallpicturebeforeyoustartdiggingforthedetails.
Whenusingthe reports in yourregularstatus/progressmeetings,makesureyouvisualize
allelementsof thereportssothattheLeadsandengineersarefullyawareofthestatus
andhowtheircontribution (orlackoj) affectstheoverallpicture.
DemandthattheLeadsexplainin writingintheirreportsnotonlythereasonsfor
variationstotheplan, butalsoIIOWthevintendto recoverfromanegativevariation!
Thatputsaccountabilitywhereitbelongs!
9
Report Levels
The overall (high level) reports can be broken down and produced with various levels of
detail depending on whom they are produced for.
The illustration below shows the 3 top levels of "special reports" that you will need to
have in place in addition to the standard overall S-curve. We recommend that you specify
these, or similar, reports up front. Don't rely on the system giving you these "quick
glance" reports once you are well under way. Decide what you want and let your planner
devise these simple overall reports.
Level I
Mallagement
StU: txample and 011 /U'x{ pages
Levell
Leads
LeaJs"illdIYiduaI '-
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10
SpecialReports "For Your Eyes Only"
In latersectionsofthisbookwe will discussthe suiteofweekly reportsthe Project
producesto informall in sundry ofthecompletionstatus. Whatyouneed asthemanageris
thetwo-pagereportthatinformsyouofthe statusofeachsystem,howyourleadengineers
areperformingand whatis thestatusofeachofthesystemsorpartsystemsincluded in
yourproject.
Forthispurposewehavedesignedthefollowing:
The Project Score Card. The Project Tracking Sheet and The Project "Bean Count"
The Project Score Card
Thereportitselfhasfive sections:
MechanicalCompletionrun from theConstructionsideofthings.
TheCommissioninginProgresssection,astheheadingshows,shouldalso include
thenumberofremaininghourspersystem.
The CommissioningCompletesectioncoversthepunchliststatuswithboth"A"&
"8"items listed.
Thefully Commissioned,Ready for Operationssectionwhichliststhesystems
cleared by commissioning.
Thisreportnormallytakeslittletimeto setup dueto thefactthatthe informationis
processedfrom someoftheotherreportsalreadyontheproject.
Thisreportwill haveaweeklybox included thatsumsup thechangesduringthat week
withrespectto whatyou plannedand whatyouachieved. Normallythe changeswouldbe
shown in 'bold'typeand with one sheet the report gives VOIi hieh level information at a
glance. Ofcoursethistype ofreportcouldbetailoredto suityourownsetofrequirements.
The Project Tracking Sheet
Thisreportis by responsible leadengineershowingpartsystemcounts,all associatedman-
hourswithproductivity;percentagecompleteandnon-productivetime. Thequestionsthat
youcangleanfrom thisreportwillenableyou to pinpointany ofthetroubled systemsand
howyourindividualleadsareperforming.Thisis agoodreportto clearoutany hold back
ofprogressreporting.
The Project "Bean Count"
This is anoverall summary withcountsand graphsofall outstandingworkfrom
Construction,CommissioningandthroughtoTakeOverby Operations. It showsall
outstandingMechanical CompletionCertificates,PunchListitems,Jobcards,Design
Queries,RegulatoryPunchListitems, CommissioningTestRecordsetc. Thisoverall
reportshowsthetrend from weekto weekand is anexcellenttool to keep trackofthetotal
status.
11
We have enhanced the first two reports (Scorecard and Tracking sheet) for each of your
lead engineers to allow lower level reporting, producing Score Card by part system, Vendor
Tracking sheet and a Leads Individual Performance report.
The Score Card bv Part System
This report details the part systems by lead engineer covering scope hours, percent
complete, check sheets, punchlist, by-party checks and dossier completions. The report
shows what is planned and what is achieved at this level.
Tlte Vendor Tracking Sheet
This report follows the format of the Project tracking sheet showing the major vendor input
against the systems.
Leads Individual Performance Reports
This report is produced on a weekly basis following the progress run and it shows the
lead engineers his performance for that week. Itallows him to monitor his variances and
gives a brief explanation for his recovery process. These sections will form a part of the
weekly progress report and being produced directly form the data stored in the computer
system gives your Leads more time in the field. The report also shows the hand over from
construction and where potential problems are occurring.
12
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WEEKLY SCORE CARD SUMMARY
Summary Sub-Systems Systems Man-holrs to go
Plan Achieve Plan Achieve Total Marine E&I Topsides safety Process
-
With Construction 79 70 10 8 14598 1390 588 4840 2530 5250
f-.
In Backlog 9 2 2516 15$ 180 750 230 1200
In Progress ( Unconstrained) 325 310 26 24 14075 4865 350 3680 1580 3600
In Progress (Constrained)
Complete "A" Punches 206 200 20 18
Fully Commissioned 41 36 29 20
T.O. by Operations 38 33 20 18
Growth Allowance 3599
Additional Vendor Scope 3170 350 500 800 120 1400
NB Items Marked ( Specials)
Totals 689 649 105 88 35442 6605 1438 9320 4230 10250
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Remaining Total 384 2i

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38 Glycol Regeneration Proc. 1 220 220 0 o #DIVIO! 0 220 47
39 Produced Water Treatment Top. 2 500 500 0 o #DIVIOI 0 500 0
39a Oil Reclaim I Slops Treatment Mar. 1 240 240 240 0 0.00 0 0
40 Cooling Medium & Refrigeration Mar. 2 2 2 0 #OIVIOI 0 0 0
41 Heating Medium Top. 3 2 130 130 80 30 0.51 61.54% 11 50 8
42 Chemical Handling Top. 19 2 2 220 220 0 o #DIVIO! 0 220 207
43 Flare Venlilation & Blowdown Top. 3 1 1 190 190 0 o #DIVIOI 0 190 18
43a Tanks Atmospheric Vents Mar. 2 0 #DIVIOI 0 0
45 Fuel Gas Conditioning & Scrubbing TBA 3 310 310 0 88 #OIVIOI 0.00% 31 310 44
SO Seawater System Topside Top. 4 110 110 0 230 #DIVIOI 82 110 -71
50a Seawater System Vessel Mar. 4 1 1 250 250 0 o #DIVIO! 0 250 11
52 Hull Systems Mar. 10 1 1 20 20 0 84 #DIVIOI 30 20 -385
52a Turret & Buoy Top 2 500 500 0 o #DIVIOI 0 500 0
53 Fresh Water Mar. 4 3 3 222 222 0 44 #DIV/O! 16 222 285
55 Steam, Condensate & Hot Water Mar. 5 1 t 20 20 0 o #DIVIOI 0 20 15
56 Open Drains Vessel Mar. 2 2 2 41 4t 0 o #DIVIO! 0 41 0
86 Key Service Generation & Distributio Mar. 2 2 2 230 230 0 o #DIV/OI 0 230 60
88 Grounding and Lightning Protection E& I 6 2 2 23 23 0 o #DIV/O! 0.00% 0 23 0
93 Telecomms Miscellaneous E & I 3 1 1 945 945 212.2 217 1.39 22.46% 78 733 -116
94 Navigation E & I 7 421 42t 149 60 0.55 35.41% 21 272 0
94a Misc. Nav. Lights & Signals E&I 1 1400 1400 42 28 0.90 10 1358 0
95 Enviromenl & Meterological System E & I 1 130 130 100 122 1.66 44 30 0
96 Public Address I General Alarm E & I 7 1 1 210 210 80 60 1.02 38.10% 21 130 274
97 Telecomms Power Supply E&I 4 2 2 276 276 211 104 0.67 37 65 0
99 Commn.Events & Instr. Vendor E & I 3 150 150 84 250 4.04 56.00% 89 66 1367
Temp Temporary Systems E&I 6 6 6 101 101 90 80 1.21 89% 29 11 0
Totals 468 109 84 31264 1050 32314 5799 5459 0.94 17.94% 1951 26515 1283

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SUb-System I Dec H/O Date SUb-System I PILi.t Sqo_ I k I FIe Ril
No. I O&scciplion , Total I Dono IRemain

Plan I Actual Descriplion I A I B No. to RinIA:lJlIRm>lRllI.:1i NlIRmRlRmIWl! AI B I I % I to l:l3l\iCn I B
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4.04.30 IAftCranlt
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4.05.20 Spldet Buov
4.06.01 Thru$19r Control EQulp.CCR
4"'.06.10 Tnru5lor No 1
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4.06.12 ITnru6lerNO.3 All Stbd
4.08.20 IThrus!or No..4 Fwd Aft End
4.06.21 Tllrusler No.!:i FwdForo End +J -I =s
4.06.50 Hatch OoverNP06310(Aft) I I ... -"r'-'" ...
._06_5' HolchCov.,.NP-06320(AfI) I I I I I I I I II I I I I I I I -H-
14.06.52 HatchCoverNP.06330(At1)
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4.06.61 Halch CoverNP06340(Aft)
4 06.90 IManouvering and Sea TrialS
4.07.02
407.01 $h; $
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Modul. LP Comp I I
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Module foA04Sep.GI'IcOI
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6.16.1 lleak Recovery System
IFluid Buffer System

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616.94 lSpiderBuov
6.1693 ITurretStructureBullArm
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6.16.92 UpperTuftelStruelute
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716.20 IHoSI'S',MJfold,FJlinos. RIser
7.1810 IHOSIA.Mlfold, F/linu.Rlser
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System Description Lead Vendor Ptty.
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Week
Change
00 Temporary Systems All 270 270 270 279 1.03 100.0% a a
04 lifting System Mar. liebeah 820 820 100 100 1.00 12.2% 720 a
06 Thrusters Mar. RRlSimradlABB a #DIVIO! #OIVIO! a a
08 Auxiliiary Vessel Systems Mar. Various a #DIVIOI #DIVIO' a a
09 Corrosion Protection and Marking Mar. Century a #DIVIO! #DIVIQI a a
16 Turret Systems Top. FMC 600 600 a 0 #DIVIO! 0.0% 600 a
18 Subsea (23 Fulure) (11 Offshore) OAD Kongsberg 720 720 81 209 2.58 11.3% 639 a
20 Separation and Stabilisation (1 Future) Pro. BJ Process 300 300 0 0 #DlVIOI 0.0% 300 0
21 Crude Handling (1 Future) Pro. BJ Process 1410 1410 a 0 #DIVIO! 0.0% 1410 a
22 Crude Oil Metering & Re-Circulation Pro. BJ Process 400 400 a 0 #DIVIO' 0.0% 400 a
23 Gas Compression & Re-Injection to Reservior Pro. Nuovo Pign. 4260 4260 400 240 0.60 9.4% 3860 a
24 Gas Drying and Cooling Pro. Reid 160 160 a 0 #DIVIO! 0.0% 160 0
29 Water Injection (2 Fulure) Top. Weir Pumps 200 200 0 0 #DIVlO! 0.0% 200 a
31 Oil Storage and Import Mar. Daniel a #DIVIO! #DIVIO' a a
32 Ship Offioading Mar. Daniel/Hilec a #DIVIO! #DIVIO' a a
38 Glycol Regeneration Pro. Reid 200 200 0 0 #DIVIO! 0.0% 200 a
39 Produced waler Treatment or Reclaimed Oil Top. Kent 70 70 0 0 #DIVIO! 0.0"10 70 a
41 Heating Medium Top. ABS 210 210 0 a #DIVIO! 0.0'10 210 a
42 Chemical Handling Top. CDS 884 884 a a #DIVIO! 0.0% 884 a
43 Flare Ventilation & Slowdown Top. Zinc 1200 1200 a 0 #DIVIO' 0.0% 1200 a
45 Fuel Gas Conditioning & Scrubbing Pro. Reid 180 180 0 0 #DIVIO! 0.0"10 180 0
50 Seawater System Topside Top. Weir Pumps 240 240 0 0 #DIVIO! 00"/0 240 0
52a Turret & Buoy Top. FMC 240 240 0 a #DIVIO' 0.0% 240 0
58 Turret Hydraulic Power (Water Based) Top. OSI 420 420 0 a #DIVIO! 0.0"10 420 0
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Leads Individual Performance Reports (typical)
Weekly Handover from HU Part System Progress Curve
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NOTES :-
CTR Progress:.. I No =17992 IComplete:
Commissioning Progress:.. I Parts =1109 IO/Stand =
Commissioning P/L Generated Ifor VlJeek 25 ' 6
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Commissioning Queries Ifor Week 25' 419
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Producitivity :.. 1.13
Bv PartY Punch Out:- IforWeek 25' 19 I
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r,'ond Bendiksen and Geoff Young
What to do when the systems fails
In additionto makingsureyouhaveareportstructurein place,you need to haveaway
aroundsystemfailures so you canstill monitorand control thejobwhenthedatabase
breaksdownfor shorterorlongerperiods(they alwaysdo!).
To avoid thedelaysthatwill occurwhentheprogressroll-uphasthe misfortuneto fail, the
following guidelinesshouldbeimplemented:
a) Onaweekly basisafterthe normal progressroutinehasbeencompleted,makea
copyoftheprogressstatementfor the networkingdataset. Thiscopy shouldcontain
theactivity number,the leadresponsible engineer, ashortdescriptionfor reference
purpose,percentagecomplete,manhoursand weekly dateformat.
b) Selectthe appropriatedatasystemto coveryourneedswhetherit beanAccessor
Excelsetup. Assaid priorto this"keep it simple",youdo notwantto designsuch
acomplexsystemthat ittakesmoretimeto operatethanthe originalsystemthat
failed.
c) Oncethesystem has beendesigned, itshouldonly taketheskillsofatechnical clerk
to keep it updated.
Thesketchon thenextpageis atypicaldesignfor suchafacility.
20
TYPICAL MANUAL (easy to use - if the system - fails) REPORT
Lead Engineer Network Activity Short Description Man-hours 0/0 Complete Date Format
It Ii II ~ ~ ~
N
Lead Activity Activity Description HOURS % Date Achieved JUNE
Planned Remain Actual 25-Nov 5127 6/3 6/10 6/17
BS COC10020HV Commission Temp.Power Supply to ES-80001 200 -83 283 10tr'/" 200
bs1 COW10020 Electrical CTR ( 00.20 ) 271 271 0 100% 271
BS COC10020M1 Temporary POVIIer Suppty to M01 (ES-82601) 20 0 20 100";" 20. 20
BS COC10020M3 Temporary Power Supply to M03 (ES-82003) 60 -40 100 100% 60
BS COC10020M5 Temporary POVIIer Supply to M05 (ES-82004) 60 0 60 100%, 50 1
BS COC10020M9 Temp.Power Supply to M09 (ES-80101/80201) 60 0 60 100% 60
BS COC10020UP Commission Temp.UPS supply to Turret 40 0 40 100"1.. 40
0020 TEMPORARY POWER SYSTEM 711 148 563 711
WN COC10030 Commn.Temp.Firewater System 90 90 0 1JO"!o
gO
WN COC10030A Install Valve in Temp. FfW line 40 22 18 0
ww1 COP10030 Pipinq CTR ( 00.30 ) 20 20 0 100% 20
ww1 COX10030 Mechanical CTR ( 00.30 ) 0 0 0 100"/" 0
WN COC10030X Complete Commn. Punchlist for 00.30 20 12 8 100% 20 8
0030 TEMPORARY FIREWATER SYSTEM 170 144 26 130
WN COC10040 Commn.Temp FIREWATER PUMPS 420 420 0 0,
ww1 COX10040 Mechanical CTR (00.40) 0 0 0 0
0040 TEMPORARY FIREWATER PUMPS 420 420 0 0
AA COC10301 Workshop Labs &Stores 40 40 0 0
aa1 COW10301 Electrical CTR (0301 ) 26 26 0 0
aa1 COX10301 Mechanical CTR ( 03.01 ) 0 0 0 0
AA COC10301X Complete Commn. Punchlist for 03.01 60 52 8 100% 50
03 Workshop Labs & Stores 126 118 8 60
AA COC10401 Topsides Mechanical Handling Equipment 280 280 0 2'%
(3
AA COC1 0401 A Vendor Assist to Crispe Rigging 600 600 0 38% 228
aa1 COX10401 Mechanical CTR ( 04.01 ) 33 33 0 0
DYNAMIC COMMISSIONlNG HOURS
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22
PLANNING
Definingthe WorkScopeandBuildingtheSchedule
23
the Work Scope - Sequence of Events
Onceyouhave defined the CommissioningPackagesand marked themup onasetof
MasterP&ID's(1), Constructioncannowidentifythe smallerworkscope,theMechanical
CompletionPackages(MCpacks)(2)withintheboundariesofthe Commissioning
Packages. Theassociatedtags (3) canthen be identifiedandtheWork Orders(4)
developedfor fabrication.
All thisdatais subsequentlyreadyto bestoredintheProjectCompletionSystemdatabase
(PCS,PCDorotherfancy acronyms).
Thepointhere isvery obvious, butamazinglyabsentonmany projects:
Define the Commissioning Packages first, then the MC packs.
The illustration below shows the sequence in which the various work elements ofthe job need to
be defined: Namely that Commissioning packs are the drivers for the definition ofthe construction
work. and that the commissioning activities are the drivers for the sequence ofconstruction work.
Lamp/etl! the commbist'onlllg
Work
sdlcduli' jir$I. then dietate 1o
Tags
orders
L'onSlruNiQn what needs to be
when.
The ctUl$rru('ti(/ff S('quL"lu:e
muM fnllmv the {:amm;ssiQlri"K
Jfhedll(e!
24
Buildinl:theSchedule
Assumingyouhave gotall yourboundarydrawingsmarkedupto defineyour
commissioningpackages,andyouhavenumberedthemall, youarereadyto startputting
everythingtogetherinoneintegrated schedule.
Now, let'spausefor aminuteandaskourselvesaquestionbeforewe continue:
Whatare the majorelementsandphilosophieswe needto considerandhaveinplace
beforethe workto buildthe schedulecanstart?
Theillustrationbelowshowsthenecessary building blockthatyoumusthaveready before
youstart.
Correctlymarked boundurydruwings\... ith allnccc-SS-ary physical break
JXlints.idemjfjed.
imporlillJt project milcsWIIl,.';')dcfinoo such thi.lt aC'ljyilic's
enn be linked 10lhese.
A II p.utsyslcms uoilludy numhcrcd.
,lJ.,.ll lcmp()(aricsKtcntificdnilhtic-inpoints. Requiredcommissioningof
tc-lt1porariesdefinedas. oniquelIcli\'iticswith uniquesysttmfllllllbel'S.
Agoodidt'ais 10 use forall andsub-
dividethis systt't1\ numberfur the various Icmpor3ry3cti\'ilies.
All pre-requisire liSlingsheetsproduced.
Ac-lcarstralcg>'on relationshipbetweenstalicchecksandd>,namic
For(;'x:Jmpk; arc you prcparl...J 10 aC(''ept complelion of
staticchecksllt (OO(lule yardswayahcud ofthe dynamic. tlctivities
at the YOfd.Or you",anttowtlit :.mddoCvcl),thingdO$C-linkcd.
OrdoyouW3.TH todosumclhingIn bCfwrenthetwoalll.Tll:JtlVC.i"
Aclearandsimplee!:itimatingstrategy
PIV"I:,dfwexClIllbtJendopi:d(JII.('C
han'defiM-dthr nfthe packages
::wdyouhaw!suffidtmlwr"detr illhaud.
The.procc-Aur('SOTC' ohwouslynotrequiretllfJhe.filll)"In plan-
Ix:/ureyOrl hulldti,e butthereltJliIJIJ.<;JJip ht'lloUl1
prvr.t>.aurt<-S. commIssioningpackage'S. activitiesandtJumbr.rillgsyrtew
musth"(II order.i.E. IltelprlJct-J:m:illdex.)
25
Theinitial corecommissioningteamwill producethe"first-cut"CommissioningPackage
boundarydrawings for all theCommissioningPackages. Ideallyyou should haveasenior
planningengineerinplacewho iscapableofdoingthisworkhimself, and thenwhenthe
seniorcommissioningengineersare recruited they haveagood startingpointto work from.
Thepackageswill be markedup utilizingP&ID's,electrical singlelinediagrams,Plot
plansand Controlarrangements. Thenumberedpackagesthenform thebasisfor the
CommissioningNetwork. Pre-requisiteslistingsby systemswill be producedwhichin turn
helpdefineany requirementsfor temporary facilities, installationofvalvesorbreaksetc.,
required foranefficientcommissioning,aswellasthe logicin the networkand the agreed
milestonesand priorities.
Withthefollowing piecesin place,thecommissioningplancanbe produced:
../ Project Planning tool in place
../ Agreed and defined Milestones and Priorities
../ Agreed Duration's for the commissioning activities
../ Commissioning Boundaries complete and numbered
../ Pre-requisites/Temporaries lists complete
Oncetheplanis inplace,abudgetestimatecanbe providedalongwithalltherequired
suiteofreports.
26
The marked up drawing should then be filed into the Commissioning Dossiers (basis
for the hand-over dossier, later described), and any additional or supplementary
information relevant to the specific commissioning package should be stored herein. (See
Documentation section 4.0)
The durations for each activity will initially be determined by the commissioning manager
and the senior planner based on their expertise and years of experience. Later these
durations will be refined by the commissioning engineer through the formal estimating
process.
Once the durations are in place, a budget estimate can be produced from the manpower
histograms and commissioning team requirements.
Don't underestimate the time it takes to develop the 'first cut' schedule and budget
estimate.
TYJ!ically this is a 3 months job.
The diagram shows the basic sequence ofevents in building the schedule.
1
1
27
Commissioning Schedule Development
(The "Input-Process-Output" Chart)
The illustration below depicts the Inputs, the Processes, the Outputs and the respective responsible
parties in the development ofthe initial Commissioning Schedule.
Note: The illustration does not reflect the work required to integrate the Commissioning and
Construction schedule. This iscovered later in this section.
What
Who
What Wh"
What j (orWhom
28
Buildin2 the Schedule - Critical Ground Rules
Inorderto buildarealisticscheduleyou haveto makesurethatall elementsthattake
up timeand resourcesorareneededfor schedule-control,areadequatelycapturedand
reflected in the schedule.Inthisway youwill avoidsomeofthe unnecessaryandtime-
consumingschedulerevisions laterin the game.
The illustration below shows the elements that in addition to the "standard commissioning
activities" must be remembered and implemented when building the initial schedule, and should
form part ofyour ground rules for building a quality schedule.
+
=
Schf'dnlt'
29
Buildin2theSchedule- CriticalGroundRules;
Theseare thedescriptionsofthe criticalelementsand groundrulesidentifiedonthe
prevIOus page.
*Always build the vendor hours into the schedule
Ifvendorsareassumedto do actualworkthatwill showUp asprogress(whichofcourse
theywill), alwaysbuildthevendorestimateintotheschedule. Inthiswayyoucontrol
ALLwork, andALLworknecessaryto completethejobisactuallyreflected intheoverall
projectschedule. Still somecontractors,aswell as operators,formysteriousreasonsdon't
dothisand hencehaveaveryhardtimeexplainingwherethehoursgo and greatdifficulties
inmaintainingatimelyvendorattendance builtonthe timingofactivitiesreflectedinthe
plan. Inaddition,thevendorswill require manpowerassistance,so makesureyoubuild
this inas well! Makesurethatyouhave sufficientexpertise/equipmentavailableonsitefor
doinganalysisfollowing yourflushing,N2/Heleaktesting,andretrojetting,etc.
*Always build in allowancefor re-alignment ofpumps/compressors, etc
Ifyourprojectis atypical modularconceptwheremodulesare builtseparatelyand later
integratedintoone largeplatform,youmightas well makesureyouhavesufficient
allowance builtinforre-alignmentwork. Nomatterwhatyourdesignersorless
experiencedcommissioningengineerstell you,deckdeflectionsdueto shiftingweight
forces whenmodulesare lifted, draftvariancesand inadequateliftinggearALWAYS
changethealignmentand/orgiveadditionalstressonnozzlesand pipes.
*Always allowfor sufficient re-commissioning ofsystems at the integration site
Ifyouhavecommissionedpartofasystematthe moduleyard, saythe steam boilerandthe
moduledistributionnetwork,youwill haveto re-commissionthis whenyouhavehooked
up theothermodulesatthe integrationsite. Onlythenwill you be ableto testthesystem
withsomethingthatresemblesfull load. This goes formostoftheutility systemslikeair,
freshwater, firewater, mainpowerdistributionetc. Againandagain, weseeprojectsthat
simplyforgetto allowforthisinthescheduleandhencesuffertheconsequences.
*Always build the company's goals / milestones into the schedule
Thebasisforthecommissioningplanwill be theagreedMilestones basedoncompany
createdrequirements. Ifeachactivity oreventis relatedto aMilestonefrom theoutsetof
theplan, thenonly improvementsto theplanwill be made. Oncecreatedandagreedall
changesshouldbemonitoredandregisteredonaScheduleChangeRequestform. (SCR)
*Always allowfor the correct resources
Oncetheactivitiesarecreated,thecorrect'use'ofresourcesneedto be applied. Asnot
all commissioningactivitieswill bespecificdisciplines,amixtureofprocess,mechanical,
instrument,electricalandpipingwill beneeded. Thisreallyneedsto bethoughtthrough
30
when developing the basic estimates, however it is not until the procedures are written
that a full understanding of the complete scope is evident. It is important at an early stage
that the senior planner and the core team take a thorough review of the basic estimate to
make sure the full resource make up is accounted for. Very often you will find that the
responsible engineer looks at the boundary drawing and simply forgets to account for all
the disciplines needed.
*Always allow time for pre-acceptance from Construction and check-flush prior to filling
the systems
This will ensure that you have built in time to satisfy yourself that you start out with a clean
system.
*Always build in time for the oilflushing and N2IHe-leak-testing
Obviously you always build this in. However, what we see time and time again, especially
for oil flushing is that the estimates are always too low. Unless you have a hands-on expert
to do the estimate; double them!! Always include expert companies to carry out this work.
Prior to commissioning of the gas systems build in allowance for the N2/He leak testing to
ensure you have a gas tight system.
*Always create appropriate sort codes
These activity codes are probably the most important part of the schedule. The correct
codes will allow for sorts and are the basis for all required reports; by system/part system,
by lead engineer, by take over package, by vendor etc.
*Always allow sufficient time to finalize the paperwork
When you include activities for the pre-commissioning tests, using dedicated test sheets
(as you normally will), allow sufficient time in the schedule to finalize the paperwork. The
same goes for preparing the paperwork before hand-over to Operations. This is a time
consuming activity constantly over looked, hence your progress suffers if these activities
don't show up on the plan as part of the normal commissioning activity duration.
*Always allow time in the schedulefor commissioning of and removal oftemporaries
Again a much overlooked activity. Temporary equipment often is required to be
commissioned before it can be put into service and that takes time. Likewise it takes time
to remove temporary equipment. Make sure this is reflected in the schedule.
Always build in allowance for boroscoping
Experience tells us that systems handed over from construction to commissioning generally
have 'lost' preservation cover and you want to make absolutely certain that you've got a
clean system. Typical critical systems to boroscope are gas compression, gas handling,
water injection and separation.
3)
Always include load bankfacilitiesfor Main Power Generator testing
You cannotcommissionall systemsthe sametimeasyoucommissionyourmainpower
generators. You willseldomhave enoughloadto adequatelyperform yourgeneratortesting
I powermanagementtestingwhilerelyingonthe mainpowergeneratorsto deliverloadto
supportthecommissioningofotherequipmentand systemssimultaneously. So make sure
youbuild in allowanceforthe load banks.
Loadbanksareexpensiverentalequipment,so youneedto makesurethe timing is correct
to avoidtoo muchstand-bytime.
The bestconceptcostand schedulewise, is to includeloadbanktestingto takeplaceatthe
suppliersworkorI andatthe moduleyard.
32
Commissioning ofOffshore Oil and Gas Projects
Commissioning Boundary Drawings
Probablythesinglemostimportantelementofthe up frontcommissioningworkin the
engineeringphaseoftheprojectisto define the correctboundariesforyourcommissioning
packages.
Hereyouhaveasignificantpotentialfor failures!
Remember, the definition ofthese packages is going to dictate how you will commission
the systems, what sequence, how you number the part systems, how your procedures
are written and how everything will be logically linked in your plan. It will even dictate
necessary engineering changes to facilitate an effective commissioning.
Theimportanceofgettingthesedonerightfromthestartcannotbeemphasizedenough.
33
* Construction finishes the systems in thewrongorder
C6nstl1Uction

.'lh;ste,i;pIpart;
ntitri1?enp& ,'"
w
.j:>.
I'
Proceduresdon't covertbe scopeofthe partsystem
Pansare missed
:
.:>:exe6ullonJ '

Progressreporting linkedto wrongmilestones
Incorrectoverallprogresspicture

, _C,t . ., . , .
* Lackoforwrong physical line isolatiollS
* Lackoftemporarytie-inpoints
Lackof, Ot wrongelectricalisolations
Lackofhighpoiluventsllowpointdraim
Tagsallocated10 wTOng system
Mixinglighting,smallpowerand heat tracingunder
ollepartsystem
Dimcu]tto commissionmultiple partsystemsin
onepackage
Related partsystems notconnected
Outofsequenceactivities
All ofwhich call have a signijicallt schedule impact!
FragmentedTakeOvers(ifpacks aretoosmall)
- difficultto administer
- endlessargumentswithOperatiollS
DifficulttomaintaincommissioningrrakeOver
dossiers
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n:,
CommissioningBoundaryDrawingsDo'sandDon'ts
The sketchbelowis areal life exampleand showsaverytypicalmistake(gray box-No)in
determiningpackageboundaries,and thecorrectway ofdoing it (dotted line box-Yes).
Note: This is not to say that work cannot start on the single pump and valves but don't try to
hand over this small unit to Operations.
To seawater consumers
No !!
Main seawater pumps
,../::J..:7...:::.. .. ......::.:,....)';
/ .' /' / ./" . ,.,- ..' ./ j From seawater intake
/., .' .,.,. ..r... .,/ ,,/ /......., / /
< / ,':;'", ;:.:" ..
So what'swrong?Surely youcancommissionthemotor. You candoyour4hour
uncoupledrun. You cantumthepump(ifitis smallenough),and youcan commissionthe
suctionand dischargevalves.
Ofcourseyoucan, butwhereisthatgoingtotakeyou?
You don'thaveasystem thatyou candynamicallyrun! What'scommissioningall about?
Yes! Systems, Systems and System, NOT disciplines.
Inthisexample,youdon'thaveasystem, orpart system thatyoucanrun. You only have
staticparts.Therefore,thesystem will haveto betestedagainonceall partsofitare
complete(withthe exceptionofthe4hourrun). So,theprogressyouearnedup frontwas
really noprogressatall, mostlikely, itwasnegativeprogressforthe projectas youwill
haveto go backandtesteverythinglater.
Thereis actuallyanamefor thisbits-and-piecesapproach; itis called,commissioning by
basicfunctions.
Somecontractorcompanies,evenlargeoneshavethisapproachbuiltintotheirphilosophy
and strategydocuments,and theirclientsdon'tevenquestion it! With this strategy you pay
for the job twice!
35
n-ond Bendiksen and Geoff Young
So,makesureyoudesignthecommissioningpackagesso thatyou haveacommissionable
entity thatyoucan,dynamically test, and onethatis bigenoughfor Operationsto takeover
andactuallyrun.
Anothersignificantproblemyou'reup againstifyousubscribeto thisconceptis thatTake
Overby theOperatoris goingto beseverelyheld up. Yourcommissioningpackagesneed
to reflect, preferablyone-to-one,howyou intend to handoverpartsystemsandsystems
to Operations. TheCommissioningpackages/Take Overpackagesneed to be operable
entities, systemsorpartsystemsthat Operationscanactuallyrun.
Somakesureyoudesignthemwiththatinmind! If youcannothand the systemsoveras
early as possibleyouspendthe projectmoniesmaintainingthem!
In theexampleabove,theentireseawatersystemwas madeupof10 commissioning
packages,and 10 takeoverpackages. Obviously,sinceCommissioningtried to handover
onepackage(one motor, one pumpandtwovalves) Operationsturnedaroundandsaid,
"Comebackanotherdaywhenyouhavesomethingsensibleforusto run."
Anothervery importantelementofthe boundarydrawings discussions:
Make sure that you don't mix commissioning packages on the same drawing. You
want unique drawin f:s for each commissioning package. Then there is no confusion
where the packages start andfinish, no confusion relative to what is covered in the
associated procedure and no doubt as to what you will hand over to Operations. You
are accountablefor the correct definition ofthe commissioning packages, but it always
pays to have Operations take a quick review to ensure alignment with the Take Over
Philosophy.
36
Makesurethatyoudon'tmixcommissioningpackageson thesamedrawing. You want
uniquedrawinesforeachcommissioningpackage!
The illustrations below show how confusing the picture gets when you have more than one
commissioning package on one drawing, and the room it creates for errors.
P&lD .tx.nx-)?':r-zzzz
NO!
-
YES!
I

P&lD
.1.L 1
37
Fromaprogress pointofview, youmightas well realizethatthe Projectownersarenot
interested in howyouare doingagainstyourinternal S-Curve!
They are only interested in thefinal delivery,whichforthem isprogressivedeliveryofpart
systemsand systemsto Operationsascommissioningiscomplete.
Hencefrom anowner'sviewpoint,the most important Key Performance Indicator (KPI)
that you, as the Commissioning Manager will be measured against is how good or bad
you are performing in terms of Take Overs by Operations.
Donotmessthis up by tryingto commissionand hand overbitsand pieces!
Commissioningby basicfunction shouldhappenonlyas theexception;NOTas the rule.
Thatis ofcourseunlessyouhaveunlimitedtimeandresourcesatyourdisposal. Doyou?
Didn'tthink so.
So, do youhavethepicture? Thoughtso.
Justto be sure: Makesure thatyougetyourboundarydrawingsmarked up correctly.
The only way to ensure this is to bring in the "heavy-weights" in this early phase ofthe
game. This is a job for the very Senior Commissioning Engineers. It is not a job you
give to thejuniors!
38
The illustration below depicts the ideal scenario for system completion from Construction to
Commissioning and to Operations.
This is based on one or more complete Commissioninr; packar;es being handed overfrom
Construction to Commissioning and likewise from Commissioning to Operations. The
boundary drawingsform the basis for all Hand Overs and Take Overs!
Build this Hand Over concept into the Mechanical Completion/Commissioning
philosophy. Then you have a holistic perspective on the job from mechanical Completion
through Commissioning and Take Over by Operations. You also then have a basic
progress-monitoring tool that reflects true overall progress based on the most important
Key Performance Indicators.
Discipline Completion Certificates(DCC)
(orchecksheets)- Construction/Hook-updocumentsthateachdisciplineassociatedwith theparticularpart
systemis mechanicallycomplete(MC)
: (,'ommi,\'.<ioni"gpackoge,\J'.\"t(!fH boundary' (portsysum)
........................................., .
Once theC'onullissioning:
package(s)canbehandcdovcrto OpeMionsas
(Jill! I!tltitl! one or more
part - ( TakeOver p.ckag<:)
.............................................
. .
!land Ol'fff' (!lOCi-
JaclJmel/fstharall conSJYlution
(l.'isociatcd\'iithfhe part
is and readyIor
,"-
:Tag.< /}Jspecrl'Yff
( orcJ!f!ck lis,s) L...........l
Now thepart is
ready for commissioning
,,,,"It.tOVt!t'DOHle.r
lake O.... ({'!ljJk..
('(lIW1If,l'.(loIJUlgdncumelllStJim
commissioni'JgworJ..
(t.\'!o(J(:i/Jie(/ Iwlll tilt! pari
isC'.)t/IpiCle Of"!rerun'
j()rv!'(!rmiQI/
BockupdQL'iJmeJlllJlilm
!men (J.t: PUtJch litIS.
MaJ"liedupdn:lh'jllg,\'
(as tl>nfiIlLttjot;(ulj.
1Imll!,
sigt/l'll C.QJlimb.".s'ia"iug
Pr/u:etlu(C:;, Illil/ding
lim', Rf,ff,ullmJ'
lisr,< dr..
39
Part System
It is essential thatonceyou haveyourboundarydrawingsmarked up, youmustensurethat
you followaunique numbering system inline withtheproject'scodingmanual. There
mustbeNOinterfacesthatslipbetweenthe cracks, so thateachcommissioningpackage
reflects theexactlimitsofthe boundarydrawings,and is uniquely numbered.
Below is a typical system breakdown structure
System
,--- ,---__--'--__,--- --, Part systems }
\lakeIhe sallie
where practical
Commissionillg Packages
,'!;[echanical Completion Packages
Componenl/Tag number
Mechanical Completion Check Records
Note: The challenge is not to number the commissioning packages, but to make sure that the right
boundary limits are identified and correctly allocated.
40
Temporaries
All the temporaryequipmentyou'll requireto commissionyourprojectmustbe identified
and uniquely numbered.
e
Forexample,atthemoduleyardyouwantto commissionthe seawaterdistribution
networkin the module,butthe mainseawaterpumpssitsinadifferentmoduleata
differentyard. Thenyouwill need atemporaryseawaterpump.

You may wantto commissionyourleveltransmittersviathedistributed control
system,butyoudon'thave auserinterface-anoperatorstation. Thenyou'llneed a
temporaryoneto help youout.

You wantto flushyourhydraulic distributionsystemas earlyas possible, butthe
mainpumpandfilters areinadifferentmodule. Thenyouwillneedtomobilizea
temporaryflushing unit.

Whenthewholesystemcomestogetheratalaterstage,youwill usethemainpump
and filters asacheckflush.
You wouldpossiblyalso liketo commissionthe delugesystemasearlyas possible
todeterminegapsincoverage. Thenyouwouldneedatemporarypumpsizedfor
thespecificcapacityandlaterattheintegrationsiteyouwill re-runthe testwiththe
mainfire waterpumps.
Make sure you have identified all the required temporaries and marked up on your
boundary drawing where you intend to tie tltem in to the permanent systems.
Wherenecessary, make sure you identify activities in the plan for commissioninf ofthe
temporaries, andagainnumberthese uniquely. Aneasywayto numbertemporariesis
to use onesystemnumberfor all theseand then, subdividethis numberforthevarious
temporaryactivities.
Donottry to numberthetemporarieswiththe samenumbersasthesystemstowhichthey
aretiedin. Thatonly createsunnecessaryconfusion!
41
StaticlDynamicCommissioningStrategy
Asyouknow, mostdynamiccommissioningactivitiesare precededby staticpre-checks,
sometimescalledCP's(commissioningpre-checks),FTC's(functiontestcertificates),PCC
(pre-commissioningchecks)orotherfancy namesandacronymsthatall meanthesame;
Static checks (exceptofcourse motorruns, whichby naturearedynamic) and mustbe
performedpriorto thedynamicactivities.
Beforeyoubuildthe scheduleyou musthaveaclearphilosophyin placeonhowyou want
to performthesechecks,ormoreimportantly WHENyouwantthesechecksdone.
Doyou wantthesedoneas early aspossible(e.g. atthemoduleyards), ordo youwantto
waituntil you haveamoreintegratedunitto workwith? Maybeyou wantsomethingin
betweenthesetwooptions. Regardlessofhowmuchcommissioningyoucompleteearly,
you'llstill have alastcheckto do whenall the modulescometogether.
It all dependsontheconfigurationandgeographicalnatureofyourproject. Regardless
ofconfigurationandgeographyvariations, orifyoushouldexpectsignificanttime lag
betweenstaticchecksandthestartofdynamics,there is oneruleyou shouldalwaystry to
liveby:
Maximize close-linking ofstatic pre-checks and dynamic commissioning
Why?
Althoughitcanbeadvantageousto getyourcommissioningteam goingearly,especially
seenfrom afamiliarizationviewpoint,youhaveto carefully weighthe advantagesagainst
thedisadvantages.
Thereis actually only one advantage, and thatis thefamiliarization with theequipment.
Onecanarguethatto detectdeficienciesearlyisanadvantage,butfrom an overallproject
perspectivethisvery often tendsto delaythe scheduleratherthan improveonit.Analysis
ofhoursspentona numberoflargeprojectssupportthisargument.
Thereasonsarethreefold:
Firstly to haveCommissioningsteppingon Construction'stoeswhile they aretryingto
constructthe unitis oftenvery inefficientandcaneasilycreateirritationand complaints
from bothparties.You, asthe managerdon'thavetimeto wasteonsuchproblems.
Secondly, youwill befrequently hit with engineeringchangesin thisphaseofthegame
andasaresultchancesarethatyouwill haveto repeatyourpre-checksoveragain.
Thirdly, thereis asignificantsafetyelementinvolved. Sayyoudo yourpre-checksata
moduleyard and integrationofmodulestakesplace3-6monthsafteryou havecompleted
thechecks. Wouldyoutrustthatnothinghas happenedduringthatperiod to changeyour
42
recordedand documentedsettingsonthe particularequipment? Will you be willingto start
thedynamicactivitieswithoutcheckingthe statusagain?
EventhoughmostprojectshaverigorousPermitto Worksystemsinplace,thereare
numerousexamplesouttherethatdescribenasty incidentsattributedto equipmentstatus
changingfrom early moduleyard daysto integrationtime.
We arenot sayingthatyoushouldn'tdo pre-checksat moduleyards, butmerely thatyou
need to considerthe risksfrom bothascheduleimpactand safetyperspectiveintermsof
how early you do them. From a philosophy viewpoint you should do your pre-checks as
close to the dynamics as practically possible. Variationsshould be treatedasexceptions
and evaluatedona, case-by-casebasis.
This time gap is what you have to watclt out for
alld evaluate the r ~ k s you are taking by executing
the pre-checks too early in the game.
Build your philosophy 011 the basis ofclose-linkillg
these two activities, alld use that as the cOllcept
wheu developitlg the schedule.
titlle
43
44
PLANNING
PlanningandPlanningConsiderations
45
PLANNING AND PLANNING CONSIDERATIONS
Developin2 the Project Plan
Onceyou aresatisfied withthe basicschedule,that is the"timerelated"planwith
durations,first passman-hours,andanexpectedcompletiondate, youshould then lookat
theresourcesthatare required andavailableto completetheproject. Remember,people,
equipment,materialand moneydo the work, so makesureyouhaveenoughwhenyou
need them. Add the resources intoyourplan, run the histogramsandyou will seeatan
instantthatyourlevelsareoutofsinkwiththetimeanalyses. This is the timefor the trade
off. Couldyoudelivertheunit soonerifyouhad moreresources, more money, oris it
physically impossibleto getthatamountoflaborin onearea? All ofthesepointsshouldbe
discussed and checked withtheprojectteampriorto refiningthe schedule. When agreed,
theteamcancompletetheschedule,timebasedand resource leveled.
Time Analysis Only
You cansee fromthegraphonnextpagethe initial effectsofatimerunanalysiswherethe
profilefor thenumberofmenrequired is veryerratic. Thisrun is alsoderivedfrom a"total
logic"scenario, whereall the knownprerequisiteshavebeeninput.
Time Fixed
Againthe graphshowsthefirst passat levelingthescheduleandfixing theenddate. In
the majority ofthese casestheavailabilityofmanpowerwill showadistinctrise in the
numbersplanned. Thisispartiallydueto incurringasmoothstartand a rundownfinish.
Resource Leveling
Aresource leveledplanis the scenarioweneedto producein orderto havearealistic
schedulewithallocated manpowerrequirementsand anend datethatis acceptableto
theproject. Fromthis resource leveledplanwewill producethe Progress"S"Curveas
shown. This S-Curvewill beaggressiveatthe startofthe project, to keepthe pressureon.
All schedulesgiventoyourLeadEngineersto progressand completethescopewill be
basedontheEarly Startdetails. Performancereports,timenowanalysisreportsandLead
engineersreports should also beproduced based onthe EarlyStartscenario.
Back Up and History
In almostevery Projectthere is neversufficientback-upofdataand the historic knowledge
created to providefinal documentationand certainlynotenoughto coverinsuranceclaims.
Havingto go back, reloaddata,examinefor the detailsto provethepointiscostlyand
See next pages for illustrations.
46
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spa/oAdSOD puo/.10 aAolfsfloJo2u.zuo,lssJwwo:J
CriticalPath
Themostimportantpartofyourplanis the 'Critical Path." Thismust be monitoredat
leastona weekly basis,howeverit becomesapparentthattimewill dictatewhetherornot
to monitorthecriticalpathonamorefrequentbasis.
Certainactivities in the networkhave 'float'whichallowsthemto startlaterthantheir
early dates. The "tota/float," isthe numberofdaysthatan activity canbedelayedwithout
havinganaffectonthefinish dateoftheproject. Ifduringtheresource levelingofthe plan
youuse up thisfloat, the activity inquestionwill initselfbecomecritical. Thisneedsto be
monitoredonacase-by-caseelement. Correctly controlled, this float is most important
in regulating the use oflabor and other resources in scheduling the activities that have
positivefloat.
Anactivity withno float orzerofloat has no flexibility andmuststartonpreciselythat
dateandfinish onorbefore its scheduledfinish date. Criticalactivitiescontrolthe Project
durationand togetherwiththeirlogic,makeup thechainofeventsthatis the "Critical
Path." Withinyourplantherearetwo otherkindsof'float'namely "free float" and
"negative float." We havealready explainedthetotalfloat, however,the 'freefloat' is
the amount oftime the early start ofthe activity can be delayed without delaying the
early start ofthe successor. Withinthecriticalpaththe free floatwillalso bezero. The
'negative float ,will happen afterthe networkhas beenprogressedand the timenowdate
set. Thisalertsyou to the fact thatoneormoreactivitieshaveexceededtheirlatefinish
datesand infact warnsyouthatthe Projectis delayed.
This is whenyoumustreact, do the"WHATIF" scenariosand bringthe Projectbackon
time. Beadvised thatin Projectswithmultiplecalendars,youmay wantto definecritical
activitiesbased onthe"longestpath"inthe Project. Definingfloat inamultiplecalendar
is morecomplicatedand the calculationwill be doneusing workperiods,holidaysand
any exceptionbuiltintothenetwork. Usingfloat to identify criticalactivitiesmay prove
misleading,sincesomeactivitiesmay have largefloatvaluesdueto theircalendarsbutstill
criticalto thecompletiondateontheProject.
Always assess the longest path and the critical activities.
48
Commissioning o/Offshore Oil and Gas Projects
CRITICAL PATH SCENARIO
(Typical, for illustration purposes only)
.. ...
FreeFloat
I
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I
,
I
,
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,
,
,
,
,
,
,
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'{ - - -- - -- - -- - - - -- - - - - -- - -- - -- - - _. TotalllIoat -- - - -- - - - -- - - --- --- - - - - - - - - - y
49
Timini:and UpdatingofthePlan
Updatingthe plan onaregularbasisbecomesvery importantbecauseeventhemost
detailedplan will fail unlessitismonitoredon aregularcycle. Simplifytheprocessby
codingactivitiesin suchawaythatwill allowselectiveactivitiesto bewithdrawnfrom the
schedule. Up-frontresultswill streamlinetheprocessand keepyou up-to-dateonhowthe
projectis progressing.
Thefollowing sequenceisaguideto adjustand glean informationfrom yourplan:
1) Schedulethe projectand run reportsseries.
2) Comparereported progresstotheoriginal plan.
3) Level resources (attimenow, thebowwaveeffectwill happen if
reportedprogressis less than planned).
4) Weeklyadjustments(attime now).
Maintaindate
Maintainresources
Analyzeresults
5) AdjustthePlan
Afterupdatingand levelingtheplan,ifthe projectis behindschedule
youneedto implementyourcontingency planand oradaptyour
scheduleto incorporatethechangerequirements.
Incorporatini:the ChangeRequirements
As perthe 'timingand updatingoftheplan'section,all incorporatedchanges into theplan
mustbe strictlymonitored. Thechartsonthefollowing pagesshowasampleofhowto
monitorby leadengineerand partsystem. In adoptingachangemonitoringsystemall
partiesareinvolvedand onlyapproved itemswill beentered intothe schedule. Thisalso
givesagood insight intofuture insuranceclaimsmade, by, company,contractororvendor.
Consolidated intotheactual"ChangeRequest"sheetis thescheduleimpactsectionwhere
the planningengineerwill concludethefindings ofthe analysis oncethechangeand logic
havebeeninput into the network. Only majorunavoidableimpactswill beduly signedand
approved by the nextmanagementlevel up.
Remember to COMMUNICATE this information to all concerned!
50
Commissionin2 Schedule Request
Commissioning Schedule Change Request
No. C S Commissioning Schedule
She e I Change Request
Part System No. JobCardNo.
Discipline ............. Da to
T 0:- From Position Le ad
Proposed Change
Proposed 1m plem ented Change
............
...... ... ., ... c ..
iC hang e d D u rat ion
!ChangedMan-OU
[LoiicChange s ....
10 ther Additlons
....
Signed:-
Date
Schedule Revision
scheduiei mpact..
NO .
.............................. is . NO .
Signed Lead Engineer Signed Com m.M anager
Implementation Approved Not Approved Change Transfer to Inshore/Offshore
SIGH:-ICompletloos M aoaser) Date :-
Change Closed Out
.......................... D a to
SIGN:- (Com m issioning Planning}
NB: All signatures 10 be preceded by signalory inilials (capilals )
51

a
:::::
Commissioning Schedule Change Request Register
s::t.
b;:,
C1:l
:::::
0010 Re-Allocatc Activities TBN 67,02-04 6/312000 7/1412000 7/1<112000 7/14/2000 7/141200()
001) Delete Activities as TBN 69,05,lO,S0 6/312000 7/14/2000 7/14/2000 7/14/2000 7/14/1000
0012 Re-Allocale Activities TBN 79.01 & 02 6/312000 7/14/2000 7114/2000 7/1412000 7/14/1000
0013 Extend dur'lIons TBN 70.05 6/312000 7/13/2000 7/1312000 7/1311000 7/13/2000
0014 Extend durations TBN 70.06 6/3/2000 7/1312000 7/1312000 7/1312000 7/1312000
0015 Extend durations TBN 70.07 6/312000 7/13/2000 711312000 7/13/2000 711312000
0016 Act iv it y Rcqu ired Earlier 'IBN 70.1 L 6/612000 7/13/2000 7/1312000 7/1 Jf2000 7/13/2000
00J7 Activity Required Earlier IBN 70.12 6/612000 7/1312000 7/1312000 7/13/2000 7/13/2000
0018 Additional Scope Vendor TAN 97.0L 6/14/2000 Incld. in 0028
,: .';:
0019 Additional Vendor Required TBN . :4J,j)J,.3 611412000 6/2012000 6,2012000 612012000 6/20/2000 Y
0020 Ventilation Tclecomm Equip TON ; 90 Silfies
,-
7/512000 7/5/2000 7/5/2000 7/5/2000 7/512000 Y
.... <:;:", ... ',.,
0021 Temporary FireMain TIlN 00.,30 -. 7/612000 716/2000 7/612000 7/6/2000 7/6,200n
y
0022 Vendor Assist 600v Sw:Brd TBN ' 82 7/812000 71812000 7/812000 7/8!2000 7/8,2000 Y
0023 Additional Scope Vendor TBN
,
.. 01 7/812000 7/812000 7/8/2000 7/812000 7/10/2000 Y
0024 Punchollt Raise List 96:04
,-
718/2000 7/8/2000 7/812000 7/8/2000 TBN 7/812000
0025 Emer. Voice Transformers TBN 7111/2000 7/L 112000 711112000 7/11/2000 7/11/2000
..
0026 Split Activity 80,06 TAN 80:0(:) 711012000 7/1 1(2000 7/1112000 7/11/2000 7/1 J/2000
0027 T IIrret Grounding a.Smith 8g,tJ . 7/11/2000 7/1112000 7ill/2000 7/11/2000 7/11/2000
, ." . ,
002& Replace Saturatable Reactors C.M cleod 7/11f2000 7/11/2000 7/1 L12000 7/11/2000 7/1112000
0029 Dec Punchout Activity (i,Young _.... e;11" . 7/1412000 7/14/200() 711412000 7/1412000 711412000
0030 TcslinglGG Fan MOlor B'smith L .. 64':02 7/14/2000 7/L412000 7!1412000 711412000 7114/2000
0031
0032
0033
0034
0035
0036
0037

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The"8"Curve
As aManageryou needto knowwhereyouare withrespectto theplansyou havelaid
out, whereyouhave slippedorwhereyouhavemadethemostprogress. If youcompare
progress withtheoriginalplan,youwill knowwhetherornotyourprojectis stayingon
track. You need the facility to pin point your problems early. Agood setofcustommade
reportsproducedeachtimeyou progressthenetworkis essential to giveyoutimeto make
the revisionsandavoid extendingthe scheduleenddate.
Theagreedprogress'8'curvegivesyousomeleewaywhenreportingprogressifyou
follow thesepoints:
./' Alwaysrunreportsyouare transmittingto the 'field'by earlystart.
./' Confirmwithyourleads ifthey canachievethegoals beingset.
./' Checkthat they are workingontherightactivities and ifnot, why?
Thelead engineerswould havehad their inputintotheplan, so notworkingontheagreed
criticalactivitiesis no excuse.
Yoursuiteofreportsshouldincludethefollowingas minimum:
a) Barchartsthat includetheprogressline. (Timenow)
b) Whichactivitieshaveslipped?
c) Whatisthestatusofthe Critical activities?
d) Arethereactivitiesmoving intothe rangeofcriticalactivities(laborormaterial
related)?
e) Lookatthenext3weeksor3months.
) Will themajormilestonedatesbeaffected?
g) Whatare the projectcosts?
h) Howaretheworkforce performingandaretheirsufficientresources?
i) Hasthefinish date been impacted?
Use these reportsin everystatus/progressmeetingto makesureeveryoneunderstands
thattheplanhas to befollowed,orto aligneveryonearoundnecessaryagreed
changes.
CommissioningEngineers,eventhoughthey havemadeall theirinputsto the plan,
tend toregardthe planas the"Planner'sPlan,"and not theirs. You have to break down
that attitude and make the engineers, especially tlte Leads, fUlly accountablefor their
activities as the plan laid them out.
53
'.,: ...

0
::::
I::l...
Early & Late Start Envelope
to
(\)
::::
I::l...
100.00%

Project Agreed Progre
"S" Curve
(\)
::::

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90.00%
Q
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80.00% e;::
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=
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20.00%
10.00%
0.00% .
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week Week Week Week Week Week Week Week Week
10 11 12 13 14 15 16 17 18
Lmonth
!
20lonlhs f .,;
Conslruction/Hook-up
The Area-to-System Completion Transition
Atacertainpointin time you need to makesurethatconstructionwork is shiftedfrom
area-basedto system-based. Obviouslyyouwill haveto giveConstructiontime to erectall
thesteel,installall lighting,pull the majority ofcables,install all thebigequipment,etc.
beforethe switchto system-basedconstructionis done. Itisnotefficientto startsystem
basedconstructionuntil all themajorequipmentand vendorpackageshavebeen installed.
However,from thatpointin timeitis hugelybeneficialto startthe"switch"andalignthe
constructionschedulewiththeCommissioningschedule.
Thegeneralexperienceis that it takesapproximately3monthsto completethe switch, so
thetransitionshouldsta11 at least2monthsbeforemodulesail-away. Inthatwayyouwill
benefitfrom thesystemswitchatthemoduleyard,andmore importantly,you will haveall
carryoverworkdefinedby systems,suchthatwhenthe integrationperiodstarts,theHook-
upcontractoris readyto starthisprogrambasedonsystems. Generally it will take the
integrationcontractorat least 1 monthto swingproductionto systemscompletion.
...
Enginelring
55
As the Commissioning Manager, you need to make sure that the construction program
at the module yards does not jeopardize the overall commissioning schedule with it's end
target date.
You willneedto checkthis at an earlystage, sayhalfwaythroughmodulecompletion,and
reviewtheconstructionprogramby linkingitto thecommissioningscheduleto determine
ifyouhaveagap.
Theseare thesimplestepsyou need to follow:
1)Reviewtheconstructionscheduleand lookforgeneralimprovementareas.
2) Linkthecommissioningnetworkto themoduleyardconstruction networkand
identifygaps.
3)Identifyoverrunson commissioningtargetcompletiondate.
4) Cuttheoverrun bychanging/improvingtheyard'scompletionlogic, tosuit
systemcompletion.
S) Makesureyouaggressivelyfollow upon theactions.
Point4above is whereyounormally wouldfind thattheyardcanimproveontheir
completionby re-arrangingthe logicand re-distributingresources.
Thisreviewwill giveyouagood indicationofwhentheoveralltransitionfromarea-based
to system-basedconstructionshouldoccur, based onmaintainingthecommissioningend
targetdate.
The continuous
improvement
perspective
56
PLANNING
Estimating; Strategy, Tools and Considerations
57

KISS - Keep it Simple Stupid
Thefollowing pagesdescribetherecommended processfrom HandOverfrom
Constructionthroughto Commissioningand howthis processis brokendownto makeup
theestimates. The"checkand procedure"format is shownto helpillustratewhatneedsto
be includedintheestimates,and empiricalfigures on%breakdownarealsoprovided so
thatyou cancheckiftheestimatesperformedonyourprojectis in the right"ballpark".
Traditionally,normsare given in man-hoursperton (perdiscipline). Man-hoursperton
for commissioningis avery inaccurateway ofpresentingestimatesasthesystemsyou will
haveto commissionbears no relationshipsto weight.
Althoughvariousattemptshavebeenmadeto introduceso called"complexityindices",it
neverreallycapturesthetrue scopeofthejob.
Therefore,wepresentfigures in thischapterthatwebelievehaveneverbeenpublished
before,namely man-hourspersystem. Thatshould bringyou real closeonyourestimates!
Estimatingis a science in it'sownrightand ProjectControl peopleliketo playaround with
thenumbers,"tilltheirheartscontent'as ifestimatingis ajobin itself,and buildingthe
installationis somethingwedo ifwehavetimeto spare.
Getreal! Ifyou wantthejobdone,youapplytheKISS (KeepIt SimpleStupid)principle
hereas well.
Useexperiencefigures bothonthe breakdownofeachmajorelementofthe estimates
as well as for the estimatingofthe individualactivities. We obviouslycannotprovide
estimatesfor the individualactivitiesthatcan be applied industry-wide,as all projectsare
different,butbasedon numerousprojectswedo providesomeinterestingfigures thatgive
youa good feel forwhetheryourestimatesare in the correctorderofmagnitude. These
figures are based on systems and thegeneral figures you should be lookingatwhenadding
up the individualactivitiesthatmake up theestimatefor thecompletesystem.
Oneotherimportantthingto rememberwhenestimatingis:
If prototype equipment or systems thathaveno provenoperationalhistoryarebeing
utilized,thena contingencyfactor needs to be added to tlte estimate, as inexperiencewith
newtypesofsystemsand deviceshavean impactonthe commissioningandTakeOver
schedule.
58
EstimateElementsBreakdown
Whentheconstructiondepartmentisreadyto offerup apartsystemorsubsystemas
"hand-over"to commissioning,thefollowing should be implemented
1) Commissioningteamcompletemultidisciplinepre-checksas detailed insection
2below. Oncompletionofthe checksand reviewofthefindings, adecisionwill
betakento acceptorreturnthepartsystemto constructionforre-work. This
hand-overwill also includeany punchpointsthatconstructionhasnotcompleted.
Thispre-checkingofthe systemgenerallycomesunderthe visageofPRE-
COMMISSIONIONG. Itis estimatedthatthiswilltake10%oftheallocated
commissioningscopeandduration.
2) Thepre-checkbookletsare disciplineorientatedand developedto coverall aspects
ofthecompaniesrequired standards, specificationsand general layoutof the
equipment. All thepre-checkswill be clearedagainstapre-printedtagormajor
equipmentlist, withthissheetbeingsignedoffatthecompletionofthe checks. A
defaultagendashouldoperateandonlypartsthatdo notmeettherequirements
willbefullyprintedouton aseparatesheet. By adoptingthisexceptionmethod,a
huge savingon the amountofpaperworkgeneratedwill be achieved. Forexample,
worklistinsteadofseparatesheets. Ifatany stageduringthechecksmajor
recurringproblemsare encountered, thenthecheckswill be stoppedandthepart
systemhanded backto construction.
It is strongly recommended thatyou develop such simpleand cheapbookletsfor
yourprojectto avoidthebureaucraticand"no-valueadded"routinesofendless
sheetsto coverthescopeofthepre-checks.
3) Acceptanceofthepartsystemfrom constructionthenallowsthestartofproper
commissioning,withcompletionofalignmentchecks,flushing checks,power
checks,instrumentchecks,utility suppliesortemporarysuppliescheckedand all
commissioningtestrecordscomplete. Itisestimatedthatthis willtake25%of
theallocated o m m s s o n n ~ scopeandduration.
4) On completionofall theprerequisitechecksthepartsystemcanbefilled
orenergizedand ready for thedynamiccommissioningto beginusingthe
commissioningprocedureas astep-by-stepguide.
Itisestimatedthatthis willtaketheremaining65% oftheallocated
commissioningscopeandduration.
59
EstimateInclusionsandBreakdown

Overall
C)
The below shows the elements that make up the
l:<..
tolal comml:j'sioning estimates and the % breakdown oIthese.
Hand-overfrom
Construction
I
Commissioning Check List 10%
Commissioning Check Ust INSTRUMENTATION
INSTRUMENT
No. DESCRIPTION OF CHECK
1 Correct Instrument installed according to data sheet and manufacture's data plate.
2 Instrument installed in accordance with Project drawings and specifications,
3 Location in accordance with draWings and requirements.
4 Pipework ( tubing, valves, manifolds etc. ) in a=rdance with drawings.
5 All tUbing adequately supported and protected ( Heat traced if required)
6 All tUbing fully entered into filting and tight all burrs removed from tUbing.
7 Instrument supported properly and adequately mechanical protected.
0\
o 8 Instrument installed with easy access and serviceability ( as required)
9 Flow direction correct
10 No mechanical damage
11 Instrument earthing complete and relevant check. list complete, where applicable,
12 Instrument "EX" rating correct for area dassification where applicable and IP rating correct.

CommissioningTestRecord I
t---
PRE- COMMISSIONING
65%
DynamicCommissioningasper
CommissioningProcedure
COMMISSIONING
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Prc-Commissioning
PRE-CheckBooklets
INSTRUMENT
ELECTRICAL
v PIPING
___-----"
LJ
STRUCTURAL
LJ
u
v
0\
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TAG
EQUIPMENT
LISTS
L.-
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The illustration below ShiN'S the make up and breakdown
oftire Pre-Commissioning estimates
DEFAULTSHEETS

lt6IRM'Nf RRVlN:>.I.Q.{)1
PRE-COMMISSIONING 10%
N:>. OOlO<IF"l1QIIa=a-ED<
1 Q:na11!"SJlJTa't irsldla:faradrglodESat a-drrEl'liafu'ElsdEpae.
2
COMMISSIONING
3 lro;ticnina:x:x:rcB1:eWth<t:Mirg; a-dra:j.irarets.
CHECKS
4 Rf'l'k( tltirg ...a-.es. rrmfddsEtc ) ina:x:x:rcB1:eWlhdalirg;.
5 H:a.tra:a::tifra:j.ira:l)
6 ,lllitilirgfUlya1B'e::lirtofi1lirga-dtigtatb..rrsrem.e:Jfmnllbrg
7 lretumt s.w;r1edP'q:stya-d Jl'El:tai:a1:fda:li'rl
8 II"ftI.mrt male::lWlhf:Bya:xmsa-dseWamlity(as
9 Ao.vdraijcrllmed.
10 N:Jrre:te1c3d:Jng!
11
12 II"ftI.mrt "EX'rairg<medfer<readasSfx:aio1Yhrecg:iiat:lea-dIPrairgcma:t
MAJOR PROBLEMS I
MAJORPROBLEMS MINORPROBLEMS
I
RETURNto CONSTRUCTION COMMISSJONINGACCEPT
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Estimate Inclusions and Breakdown
o m m s s o n n ~ Test Records
The illustration belowshowsthe make up andbreakdown
o/theCommissioningTest Recordestimates.
(content listingis indicativeonly)
COMMISSIONING TEST RECORDS 25%
1\1ECHANJCAL PIPING ELECTRICAL
FlushingRecords
IllSlall Control
Valves& PSV's
Equipment&
Pump
Alignmcnts
Intcrnals
Vessel
INSTRUMENTS SAFETY
LifeSaving
Temperature
62
Estimate Inclusions and Breakdown
Dynamic Commissioning Procedures
The illustration below shows the make up and breakdown
ofthe Dynamic Commisioning Procedure estimates.
These are e:romples of the }.<arious Commissioning
/
Test Records uml rcpo)1:i fhal ma1<e up rhe-
tn/al / Running
Logs
LoadRun
Reports
BlindList
PreservationRecords& Requirements
Vibration Growth
Vendor
Analysis Changes
Reports
Reports Mods.
"
Valve Queries
/
/
Isolations
/
/./,...
Control
Logic
Jumpers
Installed
Shut
Downs
pes
ESD
63
EstimateSheets
Thefollowing pagesdescribetheprocessoftheestimatingsheetusingthepartsystem
boundarydrawings,theassociatedTaglistingnumbers,PRE-CheckBookletsand the
CommissioningProcedures.
Again, backto theall importantboundarydrawings.Thesewill indicatethe sizeofthe
partsystem,nottoo largeasunmanageableand nottoo smallthatOperationswill nottake
itover. Usingthese,theplanningengineerand commissioningmanagerwill inputthe
durationsonto theestimatesheetincludingall thenecessary laborsplitsandthe required
Vendorsfor thedynamic part.
Fromthis initialpart,theplanningengineerwill inputthe requireddurationforthepre-
commissioningmultidisciplineparts. Usingthecommissioningmanualcontainingall the
CommissioningTestrecords(CTR's)and dependingonthecomplexityofthepartsystem,
theplanningengineerwill incorporatethedurations. Also included would beestimatesand
duration'sfor the included Pre-Checksbased on previousexperience.
Thecompleted sheetnowhasafully multidisciplineestimaterelated to apartsystem.
This, in turn, is nowincorporated intothecommissioningnetworkagainsttheactivities
createdbythe planningengineer(Stage1.)
Atalaterstage,these will be refined by the leadengineersusingtheirCommissioning
ProcedureandtheprojectspecificPreCheckbookletsasthe basis.Anychangeswouldthen
be incorporatedinto the network(Stage2.)
Againreiteratingthe most important part ofany plan is the action you take after the plan
is created. Onceall the estimatingsheetshavebeencompletedforall activitiesincluding
the commissioningofthe temporarysystems,the totalestimatecanbe seen. Thiswill also
indicatefrom the networkatotal anddisciplineresourcedhistogram.
Thesecannowbecomparedwiththe ballparkestimatesshownintheEstimateandGrowth
potentialsectionherein.
64
- -- - - - -- - --- ---
- -- - - - - - - --- ---
- -- - - - - - - - -- -- -
- -- - - -- - - - - - ---
- --- - - - - - - --- ---
--
EstimateSheets
The below is an example ofa simple (KISS)estimate sheet that "will do the job"
Commissioning ProcedureNO. :. Area :.
System Description :- I =
Uj ....""1
I f
PHn S "0.,- l)csn,pt'I'HI
1--
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1 w, i D;;;-' ..-..-..-----.--.....---.----..
ManhoursRequired
Activity No. Activity Description
2 4 6 I 7 9 I 10 I 11 I 12 I 13 114 liS I 16 I 17 118 I 19 I 20
PIPlNGI PROCESS
PRECommissioning
--+--1-+..... -- - -. --+--I- -t- -1- - T -1-1- -; - - r- -
1.-,-......... .-.
MECHANICAL
PRE .. Commissioning
1-::-- --- - --- -- -- - - - --- - -+- -I- +.....-- -. - -+- -I- -I- -1- - +--

ELECTRICAL
PRECommissioning - "'1- _
--1---1--1--+-
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0\
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INSTRUMENT
PRE- Commissioning
- -r- -t- -I- -1- - +-- - -t- - t- -t- -1- - +--1- 1- -; - - t- -
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TELECOMM
PRECommissioning
1-::-- --- - -- - ---------- - -+- +- -I- -1- - +- - - -t- -I- -- -.- -
::.&. .
VENDOR
DynamicCommissioning
................. 01 1 _ .o I 01 --.. - 1 - _ _.. _ -"I
OTHER
PRECommissioning
1---- -- - -- - ----- - ---- - -+- -I- +-1- - +- - - - t-- -I- -I---t- -1- -1- -+-- t- ---
.
CommissioningAssigned :.
Prepared by :- Date 'I'oi"fMml-hm,l's
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ThePRE-CheckBooklet
These bookletsareapprox. 150m/mx lOOm/m plasticcoatedand will fit intothe toppocketofany makeofcoverallorboilersuit.
Eachdisciplinehas it'sownbookletwhichcontainsall therequired Pre-checkslisted on theirownuniquesheet. Thesheetscan
containupto 20ditTerentchecksrelated to aspecificpieceofequipmentorindividualitem. The sheetalsohas it'sownunique
numberto assistwiththeapplication in thecontrol systemanddocumentationrecords.
I TypicalINSTRUMENTSheet I
The pre-check "booklets"are discipline orienlatedanddeveloped
to coverallaspectsa/thecompaniesrequiredstandards. specifications
andgenerallayoUioftheequipment. Allthepre-checkswillbecleared
INSTRUVENfATION
againstapre-prinledtag ormajorequipmentlist, andthissheetbeing
- .
signedo(f atthe completion0/thechecks. A delaultagendashould
operateandonlypart\" thatdo notmeet therequirements
.. ,w'c +, . . +n.. "' ,.
willhe printedouton aseparatesheet.
0\
00
l3y adoptingthis exceptionmethodahugesavingonthe amount0/
paperworkgeneratedwillbeachieved.
1.. .. "
For Ewmple: Work LISTinsteadojSEPARATESHEETS.
2 .. Instll..ll'T'efll installed in a:cordarce wth Project dl'a'Mngs ard specifications
.. .. ..<.1 . (f"at anystageduringIhe checksmajorrecurringproblemsare
encounteredthenthecheckswillbeSlOppedandthepartsystem
. .. .. etc. in .
handedbacktoconstruction.

6 .. .. c , , . It ;.1' stronglyrecommendedthaiyoudevelopSUell simple
7 .. Instrurent sUJ:PJrted ard aOOquatly rrecharical protected. .. andc!leapbooklelsforyourprojecttoavoidtilebureaucratic
'w'. .."v,.. .. ..,,,,? .. ", ...,,. V,<. ...,""w . .... w,v __"" . .< .,,_
and"no-vallieadlletl"-routiJlesofendlesssheetstocovertile
S lnstll.l1lel1l1installed wth easya::cess in:I seNcea!jlity ( as reqLired) .. :
scopeofthepre-checks.
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TheCommissioningTest){cconJ
To assist in thecompletionoftheCommissioningTestRecords,eachcertificatehasbeen compiledto givethetechniciansa
defined scopeofwork. This appliestoall disciplinesacrosstheproject.
COMPANY LOGO Instrument Commissioning
CommissionTostRword
Onceall the CommissioningTestRecordshavebeencompiledfor all
Relie'VOtive C.lIbrtTlon S"... -=11011
disciplinesthey will form thebasisofaTest Record Handbook. Apreciseand
TagNumbol '. Cer110"
detail "Tileup wiJl precedeeachcertificategivingguidanceon execution,
PMfSYS[Cm ,- completinganddocumentationprocedures.
---.......
Seu;:J1No. ( Munuleclure ModulNo.
[)

ef Dal.SheetRef. ;. .-><'-
=-
I Itom Descriptionof Result Whatpartofthe Projectdoesthis belongto?

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FinalS v.rre" kP ----.... 0

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Name, Signature,& Date.
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Testas allinformationshouldbeinputintotheData
" Base.
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Commissioning Procedures
TheCommissioningProceduredescribesthe actual stepby stepmethodofcommissioning
oftherelevantcommissioningpackage(partsystem).Thecompletedand signedoff
CommissioningProcedureverifiesthattheworkhasbeencompleted(theAuditTrail)
Procedurescanbe brokendownin differentways, butmakesureyou havecoveredatleast
thefollowing:
Typical procedure breakdown

.... - " -"" " - - r....... ..
Stepb:r step
pracedure>'
and
(amh{}relat:ohor('/{}jftltofl?)
hallt. lipduc- '-
'del'oRt
(ommr....vioningSpari:s
StfllOIl 2

"!cCel"SQriefi
....-....--.,..Vmdorasslstonce
..,
... "." _- - ,.. Tefftpm-ory!adJities alJdFirs! Fills
.",..,.. PrmSy;uem Brl?oluhnv1I DescrlptlQ"

Ctumnis.rioning Method
... ....... SYjlem Description.
. Comminilmingahjl'ctll'e
InfrQUUf.:'fitJ1l
*- MlJU!fequipment/lsl
.. TaggnJitemsList
*- Rll1J11ing
,... StalUS ofPSJI's/
T('mporarie:il8lilld:v
VaJ"'e boJationJetc
,... Markt-..d..up Boundo/:I'
drwgs
*- Tl!stllsolu'ivn
Valves) Blilld
4ndBoundurits
'0 t'le
70
Commissionini: Procedures as a Reportini: Tool
Inthesamefashionas the"jobcard'or"tasksheet",it is theconstructionengineers'tool
for identifyingwork, materialsand reportingprogress,theCommissioningProcedureis
thetool used by thecommissioningengineers to function testtheequipment/systemsand
reportprogress.
You should keep progress reporting based on the procedures as simple as possible -KISS!
Don'tfall in the"controlevery singlestep,"trap. It mightbe temptingto thinkthatyou
canweigheverysinglestepin theprocedureand thereby haveasuper-accuratereporting
tool atyourdisposal. Somecompaniesactually dothis,butonly once. They soonfind out
thatthey wastevaluabletimeonweighingandreporting whiletryingto be super-accurate.
Timethey couldactually havespentworking,withoutlosingthenecessary accuracy
required for reportingpurposesby implementingamuchsimplersystem.
Anexperiencedcommissioningengineerknows whathis currentprogressis, and by
implementingthe simpleschemeofputtingaweighedpercentageagainstthe majorsection
oftheprocedures,as opposedto everysinglestep,youhavegotasimplereportingtool that
alsogivestheengineerssomefreedomforadjustmentsbased on theirassessmentofthe
currentstatus.
So, weigh the major sections ofthe procedure, not every step!
71
-
72
PLANNING
EstimatingandGrowth:FiguresandFactors
73
Ti'ond Bendiksell and Geoff Young
Estimates and Growth Potential
Estimatingis usually basedonthe scenariothatall goes relatively smoothand thatis the
way itshouldbe.
So we estimatethetime it willtaketo do thejobunder"normal"circumstancesand maybe
add a littleexperience-basedcontingency. We don'tplanfor disasters!
As explainedinthis book,all doesnotalways go well. Ijyou have not dealt with, or
preparedjor tlte issues raised in this book, you can expect your estimates to grow
significantly.
Thefollowing pagesgiveyousomevery interestinganduseful figures andfactors thatyou
canapply to yourprojectto see ifyouare in the right"ballpark."
It is obviously verydifficultto provideconstruction figures for the largevariety offixed
platformsthatexists. Thisis dueto thefact thatso many differentconceptsarebeing
used, suchas Gravity BaseStructures(GBS),SteelJackets, acombinationofthetwo, Jack
ups,TensionLegplatforms,etc. Theseall havedifferentbuildingschemeswithmodule
liftonshore,moduleliftandconstructionoffshore,acombinationofthetwo,etc. The
gatheringofconstructiondataforthese is anenormoustaskand wouldnotsignificantly
enhancethe valueofthis Commissioningorientedbook.
Constructionfigures andgrowthonFPSO's,especiallythosecomingoutof Asianyards
are very consistent. That is consistently high! Somereal lifedataisprovidedbothon
Constructionand Commissioningto aid in yourestimatingandgrowthexpectations
(potential). Sixreal lifeexamplesaregiven,andthesematchwithmostoftheFPSO's
wherehullshave beenbuiltinAsia. However,commissioningfigures arequiteuniversal
regardlessofplatformconceptandare providedin the setuponthenextpages. The figures
are based on FPSO's, but can be universally applied.
Generally, regardlessofplatformconcept(on largeprojects), thenumberofsystemsto
commissionis the same,around 90-105 systems. Thecomplexity ofthe systemsvaries,but
on average theestimatedhoursto commissionthemare the same.
We havegathereddataoncommissioningestimatesonnumerousprojectsand providedyou
withan average system estimate figure thatas faraswe knowhas neverbeenpublished
before. Thiswill be averyuseful checkpointforyourestimate.
Apply thisfigure on large multi-module projects: 1350 hours per system.
Use thisfigure to checkifyourestimateis inthe right"ballpark"!
74
ESTIMATING"BallParkFi2ures"forFPSO's
Considerman-hoursattheinteerated construction Yard. Thissectionwillenableyouto
checkthequantity ofcommissioningandconstructionhoursyouhaveestimatedin your
project.
1) Takethenumberofsystemsyouhavecreated inyourprojectand multiplyby 1350,
as explainedon thepreviouspage.
2) Takeanormal sizecommissioningteamof90directmenworking60 hoursper
weekmultiplied by duration in weeks. Generally 24 weeks, approximately6
months. OurexperienceoncommissioningofFPSO'swould normallycoincide
withthesenumbers.
3) Compare(RealProjectestimatefigures)
PROJECT"A"-99systems
PROJECT"B"-105 systems
PROJECT"C"-100systems
PROJECT"D"-107systems
PROJECT"E"-103 systems
PROJECT"F'-105 systems
(90 men x60 hrs x24weeks)
=133,650hrs
=141,750hrs
=135,000hrs
= 144,450hrs
= 139,050hrs
=141,750hrs
= 129,600hrs)
Note: These 6actual, "rea/life" projects match most FPSO's we have checked where
the hulls have been built in Asia.
Is yourprojectin thisrange? Well, this is yourcheckpoint!
75
GROWTH, FPSO's
4) Unless you seriously deal with and resolve the major issues discussed in this book,
you can expect your estimates to grow when measured in actual hours. In addition
there will always be unknowns that will drive the hours up.
These figures include commissioning and construction and how the scope changed for the
actual projects in item 3 above.
Comm Original CommLastKnown CommiConstruction.
TOTAL
PROJECT "A" 133,650 408,908 1,939,936
PROJECT "BOO 141,750 308,962 2,387,000
PROJECT "c' 135,000 282,744 1,931 ,850
PROJECT "D" 144,450 351,880 2,096,908
PROJECT "E" 139,050 337,892 2,017,948
PROJECT "F" 141,750 350,264 2,058,234
CONSTRUCTION
Applying the factors to the construction side of the project.
PROJECT "A" 133,650 x 4.98 = 665,577 Construction estimate
PROJECT "BOO 141,750 x 4.98 = 705,915 Construction estimate
PROJECT "COO 135.000 x 4.98 = 672,300 Construction estimate
PROJECT "D" 144,450 x 4.98 = 719,361 Construction estimate
PROJECT "E" 139,050 x 4.98 = 692,469 Construction estimate
PROJECT "F" 141,750 x 4.98 = 705,915 Construction estimate
"
Note: These6 actual,"real life" projects above(4, 4a and5 on nextpage)match most
FPSO's wehavecheckedwherethehullshavebeen builtinAsia
76
APPLYINGTHE FACTORSto FPSO's
5)Considerthefollowing andapplyto yourspecific
project.
No. of Systems x 1350 = Comm.Estimatex4.98=Constr.Estimate
Comm.Estimatex2.44= Comm.Actual
Constr.Estimatex2.42=Constr.Actual
Comm. Estimate Comm. Actual Constr. Estimate Constr.Actual TOTAL
133,650 x 2.44 326,106 665,577 x 2.42 1,610,696 1,936,802
141,750 x 2.44 345,870 705,915 x 2.42 1,708,314 2,054,184
135,000 x2.44 329,400 672,300 x 2.42 1,626,966 1,956,366
144,450 x 2.44 352,458 719,361 x 2.42 1,740,853 2,093,303
139,750 x 2.44 339,282 692,469 x 2.42 1,675,775 2,015,057
141,750 x 2.44 345,870 705,915 x 2.42 1,708,314 2,054,184
TOTALS:
PROJECT"A" 1,936,802EstimateTotal 1,939,936ActualTotal
PROJECT"B" 2,054,184EstimateTotal 2,387,000ActualTotal
PROJECT"C" 1,956,366EstimateTotal 1,931,850ActualTotal
PROJECT"D" 2,093,303 EstimateTotal 2,096,908ActualTotal
PROJECT"E" 2,015,057EstimateTotal 2,017,948Actual Total
PROJECT"F" 2,054,184EstimateTotal 2,058,234ActualTotal
Thesefactorsgenerallywouldbe within 1%to 3%,however, Project"B"indicatessome
14%. We do knowthaton thisparticularprojectboththe Fire WaterPumpshadto be
changedatalatepointintime.
77
BALL PARK ESTIMATE FIGURES
Asagoodguidethesefigures onFPSO/FPU'swouldindicatenumberofsystemsx 1350
is thebasisfor thecommissioningestimates,andthatConstructionestimateswill be
approximately 5timesmorethanthecommissioningfigure.
IT'S TIME TO CHECK IT OUT ON YOUR PROJECTl
78
SUMMARY-Key Success Factors in the Plannin2 Phase
./ Defineyourkey performanceindicators(KPI)earlyandmake surethey are
measurable.
./ Defineyourreports up front, and makethemsimpleand user-friendly.
./ Designafew simpleback-upreportsthatallowyouto trackprogresswhenthe
systemis down.
./ Developthecommissioningboundarydrawingsin theearlyengineeringphase,
utilizingseniorcommissioningpersonnel.
./ Make suretheboundarydrawingsdefinitionrepresentscommissionableentitiesthat
canbehandedoverto Operations.
./ Makesureallidentified designchangesrequired to accommodateatrouble-free
commissioningare implemented.
./ Do notmixcommissioningpackageson thesamedrawingsheets, however; make
referenceto otherpackages,connectionpoints.
./ Makesureyoudefine thehand-overphilosophy in line withyourdefinitionofpart
systems.Avoidthe"basicfunction"philosophy.
./ Utilizeasimpleestimatingstrategyandcheckestimatesagainstbenchmarkfigures.
Checkfor hourpersystemfigures.
./ Buildall activities intotheplan,includingvendors, vendorassistance,
commissioningandde-commissioningoftemporaries, re-alignmentwork,
paperworkactivities,boroscopingetc. Inthis way youwillavoid surpriseslater.
./ Makesureyouclose-linkthestaticand dynamiccommissioningactivities.
./ Defineand communicatetheschedule'scriticalpathearly.
./ Earlydevelopmentofcommissioningscheduleto prioritizeconstructionwork
represented in afully developedand integratedconstruction/commissioning
schedule.
./ Derivethevendorscheduledirectly from thecommissioningschedule.
./ Alwaysrunand distributetheschedulebased onearly stalis.
./ Forceasystembasedconstructionin latemoduleyard/earlyintegrationyardphase.
./ Simplifyreportingbasedoncommissioningprocedures(dynamicactivities)by
usingsections,asopposedto singlecheckpointsasprogressmilestones.
79
NOTES
80
NOTES
81
NOTES
82
NOTES
83
NOTES
84
2.0
PREPARATIONS
85
..... i
Planning ,j
mmml=:= ....,... . .,..,....-......,.,.....,
Jl
Execution

Preparations
What you are not prepared for you cannot control!
Afteryouhavehad asmall seniorteam in placeto completethework described in the
previouschapter,you needto startthinkingaboutwhatkind oforganizationyou will need
for the nextphasesoftheprojectand howyouwantthatorganizationto interact
withall theotherplayerson theproject.
Thischapterdiscussestheorganizational issuesyouneedto consider,andotherpractical
stuffto be workedonafterthefirstdraftofyourscheduleis released. You nowknow
whatyouwill commission,where and in whatsequence.This chapterdoes notprovide
acompletelistofpreparationelements,butfocuses on thekeyelementsofasuccessful
preparation. We will discussissues like:
Value creationandorganizational issues
Riskanalysis
Contractual considerations
Aviewon alliances
Traditionalclient/contractorset-up
Auditingyourteamorthe contractorsteam
Factoryacceptancetesting (FAT)
Provisionofload banks
N2testingofcompressorsonshore
Sub seaissuesand FPSO specifics
86
PREPARATIONS
Organization
87
Value Creation
In the contextofaProjectOrganization,creatingvaluesandpreventingvaluesloss,means
makingsurethatall theplayersunderstand
theyarepartofabiggerpicturewithoneultimategoal.Timelostbecauseoforganizational
interface issues,poorprocesses,
organizationorcapabilitiesequal valueloss, henceequalschedulethreatsand
dissatisfactionfrom the end customer.
It is worthwhileforyou, as amanagerto spendtimewiththeorganizationexplainingthe
conceptof Value CreationandtheValue Chain,and frequently reviewingwithyourteam
theeffectivenessoftheorganizationand it'sprocessesto optimizevaluecreationin all
elementsofthevaluechain.
This is knownas achievingcllstomerfocus.
The illustration below depicts the key stages in adding value (value creation) and how it relates to
your project
Capabililies
Methot/,
Management and Tools

Org(tllf::al;OI1
Inji'(iSlrUClllre
Group
ludivitllwl
CUSTOMER
Tilenextt:.us/omer
inthe JIQ/lttchain
orthe ultima/I!customer
onyourproject:
theawnf'T$
Your p.opl. .. to
/lowyouwork
J'uurgroup( flowyouart.
logltlhertmd
htm. Ihe wur" i.\'
orgtJJfiud
WlttUYOll ueU,'u,
facilitated
HowI/:e'ork
howand,tJJU!1I
pro('tr.!'ses art'an";gn(!d c:ompett'nc:les (quality)
ondwltllirhe
und
e:..pe<'fflIIQ1f3' (gQa!.'!:) 4re.
f'.'(perirnce
MautlKeme,., Plall alUl
uwmdlQualilyPlaH
Yuor You and)'our
a/lll ,ools prup"'s
88
TheValueChain
TheValue Chainisahealthy way to lookatany businessto understandthecustomerI
supplierrelationships. Thiswouldalso applyto this industry andprojectcompletions. We
arenottalkingaboutyourtraditionalsuppliersofequipmentand servicesand howyou
relateto them,buthowthevarioussections,departments,oftheProjectinternallyrelateto
oneanother. It is especiallyvaluableto spendtimewiththevariousplayers,explainingand
definingthecustomersI suppliersrelationshipsand howtheserolesvary with thevarious
stagesoftheproject. Intheearly conceptualdesign stage,beforecontractsareawarded,
theengineeringdepartmentwill seeno real hardcustomers.Astheprojectevolves,the
constructiondepartmentbecomestheirmaincustomer.
However, ifyou, as tlte Commissioning Manager, Ilope to Ilave any early influence on
engineering, you need to make sure tltey understandyou are an important customer
tllat sets requirements to design and otller deliverables. Astheprojectfurtherevolves,
theConstructiondepartmentbecomesthe main supplierto Commissioning,butasdesign
changesarecomingthroughall thetime, Engineeringis stillakeysupplier. In otherwords,
Commissioninghasatthis stagebecomethe maincustomerandsetstheprioritiesfor
Engineeringand Constructionwork.
Thismightsoundobvious, butloadsof experiencehasshownthatorganizationstendto
operatevery fragmentedandhencediminishvaluecreation. Tile biggest value loss is
always in tile interfaces, so thisiswherethemainfocus needsto be directed. Ifallthe
playersareseamlesslyaligned aroundtheprinciplesand consequencesofthevaluechain
approach, it makesitawholeloteasierto worktowardsevery project'sgoal: deliver to tlte
owners on time and on budget.
This is what:S commonly known as "achieving customerfocus in the organization".
89
The Value Chain
The illustration below shows the gradual change in the customer/supplier relationships and depicts
the most important activities undertaken by commissioning in each phase for which they need
deliveries from the suppliers. (activities in brackets [J are delivered by others but form important
input to the commissioning activities)
tion/Hook-u
-[Codingmanual] .
- Module yard commissioning
-[MC hi/ow hy] - Boundarydrawings system
p. . p. breakdownslructure - Preparnlions for integration
-CommlsslOnmg ph110Sl)phv FT" .
-Input to ... - A
(orkranization, temporaries,
- Commlsslonmg Procedures administrative ill.'Sues etc)
- Commissioning Rl.'quircmcnts - Proceduredcvelopment
w"dl:slgn and to supplit'r packs Perform risk unalysis
- Commissioning schcdult:
- Requirements for wmporaries
for module: yard commissioning
- Develop commissioningOrganization
- Develop module commissioning
strategy
Spares review
- PcrfoJnlriskanalysis
- Integration yard commissioning
- commissioning documentation didwings
to "as-eommissioncd statUS"
- PrepareTakeOl'erdocumentation
and progressil'elyhando"erto Operdlions
- Assisr Operations with activiries
- Perlorm risk anal)"is
90
4
The Value Chain- Input/output chart
-
OW1Ier.t milestont!s and uptime requirement\'
- MC philosophy
- Commissioning phl/asaphy
Coding manual
Commissioning Boundary Drawings
- CommLrsioning Procedures
- Risk aJwlysis
Regulatars & Certifying Author;ties
requireme1lts
- Audits
- Project Quality procedures
Desigu drawings and piJila.l'Ophies
- Fac"'')' Acceptance Tes',iI,g

- Re\>jsed Commissioning
Procedllres
. Risk analysis
- Hook -up
- Regulnrors & Certifying Am/writies
requirements
- AlItJifs
Project Quuli/y procedures
- DeSign drawings alld l}hi/osaphies
Opcruriulls requ.iramt!1Jts
. Risk IUralpis
- Alulits
- Ou.'i1ers technical performance requiremenrs
- Project Q.wlity procedures
- Operations Quo[ity proNdures
Organization charc
(initial phases)
COlllracl retJuiremcnJs.
Commi..t<;;ofling requiremellts 10 design
nlld to supplier packages
- Fil'St draft Commi.,sicllil!g
Schedule and budget,
yard commissioning
strat,'g}'
- Commissioning Work JIISlruel/olis
TempoYtl1}' requiremellls
Spares requiremems
V"lIllor schedule (module yards)
Afodule yard commissioning
schetlule
- Int4Jgrulion COf1l11u'ssicnillg
strategy
- IlIlegraled C01mruclion &
Commissiollillg Schedule/or
luregration yard
- Commissioning Work fnsfructions
- Manpower call off(Olilructs
V,,,,dar schedule ( iuregl'II/ioli
yard)
- Organization charI (inregralioll yard)
- tntegnlled C01mw'JJ;onil1g
& Tt,k" O,'er schedule
- Take Over Do(;umemation dt'finitiol1
- Proiect final As-buill drawings
- Per/ormllnce Tesl (lnd Acceptllnce
crileria and plan
91
Organization
Theorganizationyou'llneed for the initial phase,saymoduleyard completion, is obviously
differentfromwhatyou will need whenall modulesare ready to be integrated intoone
entity.
However,for continuity reasons,andfor the benefitoftheproject,youneedto considerthe
wholepicturefrom theoutset.
Theeasiestway to do this is to "startwiththeend",meaningyouwill first haveto consider
whatkind oforganizationyou need atpeak load.Thenwork yourway backtowardsthe
early phaseand fill the initial positionsbasedontheserequirements.
To maintainthisconcept, youwill needto nominatea CommissioningLead ateachmodule
yard reporting intoa"homeoffice",whowill laterassumealead positionatthe integration
site.
The idea is simply to make sure you utilize your "long term" lead personnel in the initial
module phase to ensure continuity and knowledge transfer to integration yard.
Module yards
Integration yard
92
Makesureyoudeveloprole descriptionsthatareclearand concise.
Auseful instrumentto bringclarityto roles is to specify thevarioustasksand
responsibilities in aRACI (Responsible/Accountable/Consult/Inform)chart. ARACI chart
specifieswhois Responsiblefor the tasks(the"doer"),who is Accountable(where the
bucksstop),whodo youneed to Consult(whohasinput) andwhodo youneedto Inform
(who needsto know).
The illustration below depicts the concept ofmaintaining the "big picture ", continuity, and still
accommodate the requirements for early module yard commissioning.
Integrationyardorganization
(homeoffice)
Moduleyardorganization
\ \
\ \,
\\
"Seconded "pc!rsmmefjrom
home organization who
\ \
go back /oji<lfili It'ad roles
\ \
at illlegralinn yard.
lfCf1('C cOtltinuity and knowledge
\\
IrC71lsfrr arc secured r - - : ~ , , -
\ \.
~ \
\
\
93
Anotherimportantaspectofyourorganizational structuremakingsurethatthe organization
reflectstheconceptofcommissioning;namely SYSTEMS.
You should buildthe structurearoundSystemsLeadsand recruitthe necessarydiscipline
engineersunderthis systemsstructure.
As yourcommissioninggets startedyouwantto makesurethatyourleads understandthey
are accountableforcompletingsystemsandpartsystems, notjustdisciplines.
The illustration belowdepictstheconceptofasystem basedcommissioningorganization.
all FPSO !iCOPC or
systems\Will rc."<.juir..:
j Sl=p;1ratt Cmnmissiollln:;l.!:ad
ml,m Qrthc \'t'ssd
::intpcis duneand Sy::Ht':lrnl
hO()l:OO-Hp {()
j
.t.lJiu)/IghE/ecUlca/ andImlmmeJft& CO}fI/olSySlt'1IIS
emfbac(Jl/sit/f-r(./1scparafc' l1.rt!' mel/Illydlw:iplilfC!t,H!YVillJ;
dlldsuppr>rting''It'OThers.
Becuuseofrhc(:ample,\ll)'ufIhe-St, itCull bf:' udv(I/f{ugr:o!Js
tosciup,I,cOrxW,itafifJltwilli(h-dit:dfi!d CtJtUJIIi.tltiooingl.ef:..thj(wthcw:,
t1J,J leIfhef:1tgbH'('r,1; lIIu/a leads\l-'ark inJtf(t/rixwiththerr.stu/f/,t 111 EltJclricofengineersdudIhe Instl'ument & COil/rots
d(t/tlJtJznliclI wilhJl?JtCtl/cdsys/(:mN'... tpOIwbili/ies. workinUlIIa/ru'('Oflt'(:pf/ltrouglwulI1wQrgiJll;.!Qlioff
E,,'!., one(!11K/nee/" rt".\pon.,.ib/(! forIlw ulilily.\)'S/('I1/S, om,.t(;,.l/U1ill
,(ysli'ms, Ofl('j(rrSofdysy..r/em elC, II,d!h'i!lWOI'1: JOl'.'(wd tt.<! }Hioritil'S$f?! bytlte
mlu!rSysJem
94

The Staffing Profile
One ofthe biggestfailures when staffing tlte Commissioning organization is starting tlte
recruitment process to late!
Althoughunderstandingthe importanceofhavingcommissioningpersonnel recruitedearly
is gradually maturing,alotofprojectmanagersstillthinkthatcommissioningisalast
minutething.
It is extremelyimportantforthe streamliningoflaterphasesofaprojectto recruit
the rightcommissioningpersonnelearly to makesurethatthedesignaccommodates
Commissioning'sneeds;
Thatall boundarydrawingsaredeveloped and refined
Thatthe inputto theall importantFactoryAcceptanceTestingpurchaseordersare
done
Thatthetemporaryequipmentrequirementsformoduleyardcommissioningare
identified and ordered
Thatthesparesareidentifiedandordered
ThatthePlatformCompletionSystem is beingpopulatedcorrectly
Thatthecommissioningstrategyisdeveloped etc.
As a general rule yoII will eventually gain a lot more than you initially spend by
recruiting tlte key commissioning personnel early ratlter than later in the project.
On the next page is a typical staffing prOfile for a multi-module project
95
Recommended (typical) profile
for a multi-module project
Peuk load
Engineering Mouule fabri'lltloll,outjilfing
.....,r--'- .i-__ ____'_
,Module inlc!gration.
flook-up alia cummissioning
DIU! commissioninx
(Ves.,,1 fabrication, o/lljilling
and commissioJling)
_'_ ......;.... Tlme
96
Other important elements of building a successful and responsible organization are:
1) Selection o/personnel
The project's success will depend on the quality o/the personnel that you have recruited!
This is where you need to be really careful. To put it bluntly, recruit people you know, and
in tum recruit people these persons know.
Do not rely on or be impressed by CV's alone. 25 years of experience can easily be 1 year
of experience 25 times, and there is a significant difference; don't you think?
2) Operations involvement
Involve Operations personnel early!
Operations are the end customer and the more involvement you can get from Operations
during commissioning, the easier the Take Over process will go, and the greater
commitment you will receive. These guys will have to live with the product for years down
the road.
Sometimes it would be ideal that the future Offshore Installation Manager is put on as the
Commissioning Manager, (providing of course that he has the right skills and experience).
However, at this level there are always task conflicts in as much as the OIM is crucial for
the Operations preparations work, that it is very difficult to free him up for commissioning.
The second most ideal step is to second the Operations Supervisors, or the like to the
various Lead Commissioning positions
.3) Customer and Supplier
Don't blend the Construction and Commissioning organization into one unit
Some major industry players have a very ideal view of project completion, such
as believing that the ideal organizational concept is to combine Construction and
Commissioning in one soup of an organization.
This does not work?
Why? You cannot be both customer and supplier at the same time. (reference the previous
Value Chain Discussion.)
Construction and Commissioning, although they should seamlessly come together, have
different focus areas, and mixing the two organizationally only leads to one or both losing
focus on their main objectives.
97
Trond Bendiksen and GeojJYoung
As we haveexplainedearlierthe driver for the construction work is the Commissioning
schedule.
To ensurethattheconstructionworkis planned in linewiththis, henceensuringa
streamlined and troublefree interface,Commissioningneeds to be in the"drivingseat"
from the outset. It is truly surprisingthatwithall the projectsthathavestruggled with
this importantinterface, still companiesmaintaintheold fashioned model ofmixing
Constructionand Commissioningin onegroup.
The"standard"approachhas beento recruitaso-called"HookUpand Commissioning
Manager"who will run bothHookUp and Commissioning. Obviouslythe early
constructionphasewill getthefocus,justto find outdownthe linethatthecommissioning
requirements whereforgotten and suffertheoftensignificantconsequences.
Whenare we goingto learn?Howmanymorespectacularfailures will it takebefore
weunderstandthatit will pay dividendsto organizetheprojectswithaCommissioning
Managerwho inthe very early phaseoftheprojectdevisesthe planwith the right
priorities,andrequests Constructionto be completeinthatorder?
Hence the Construction Manager reports to the Commissioning Manager.
This is the only model that is aligned with the universally agreed planning principles of
any project.
4) Organizational Barriers
Break down organizational barriers andfocus the whole organization on the end result,
the Takeovers. Build a "task force "structure to enhance accountabilities across the
board
Oncecommissioningis well underway attheintegrationsiteand constructionwork
startsto rampdown, it is advantageousto initiateataskforce meetingstructurethat
incorporatesall thevariousplayers,suppliersandcustomersinthe valuechain,toenhance
accountabilities acrossthe wholeprojectorganization.
The meetings shouldfocus solely on the end Key Performance Indicator from
commissioning,namely theprogressivetakeoverofsystemsby Operations.All theplayers
atthe tableareresponsiblefortheirrespective issuesthatcanhold up theTakeovers,such
as, Materials,DesignQueries,Operations& Maintenancemanualsand Regulatory issues
etc.
Focus hard on, and constantly visualize the Take Over progress and issues holding you
up. In thisway the team memberswill soonunderstandtheimportantrolethey play in
makingsurethattheTake Oversdo happenaccordingto theplan.
The "tasks force" structure is shown on the next page.
98
The illustration below is an example only and does not necessarily include all members ofa task
force concept.
Take tn'ltr... by OperalioH.\!
~
.. Task/oru"
_ KP1:
Organizing this way will effectively represent a shift from Job descriptions to Team
Accountability. In usual bureaucratic project organizations, individual roles are specified in
terms of "job descriptions" which enumerate each individual's duties and responsibilities.
In extreme cases, members of staff will not carry out certain tasks if they do not fall within
the list of duties for which they are responsible.
Instead of individual job descriptions, groups of individuals are held accountable for what
they do, their "output'. Goals, in this case, the overall KPI -and the planned Take Overs by
Operations, are set in broad terms through role models and accountability is reflected in the
progress measurement systems.
By adopting a team based accountability structure, the old axiom of management, "what
gets measured, gets done" is a lot easier to maintain and live by both for you as the
manager and for the individual team members.
This concept, however, will not work unless you as the manager understand that in a
team structure, empowerment is key to success. If you have succeeded in visualizing
the measurable goals of the project to the team members, and get positive feedback, that
without doubt confirms everyone has understood the goals, you are then in a position to
give the necessary freedom required for the team to deliver "the goods" to empower the
team.
The word, empower means to enable and give authority. Work groups are enabled when
they have the necessary skills, tools and teclmiques. They have authority when they can
make the necessary changes or decisions without seeking approval.
Your job, as a manager for an empowered team, is to make sure they have all the necessary
tools and skills at the table to make the right decisions, measure the performance based on
the agreed KPI's and take actions on variations.
Your task as Manager is not to control every little detail ofthe job, that's your team's
responsibility.
99
TJAond Bendiksen and Geoff Young
Organizing Assistance Manpower
Often Hook-up and Commissioning share the trades labor pool during project execution.
This has one big disadvantage that tends to impact the schedule, namely the rivalry
between Hook-up and Commissioning in terms of scrambling for resources.
If this interface is not working perfectly, with processes in place to control it, it can be
detrimental to the schedule. Itis very difficult in a hectic project environment not to fight
for resources, as each part of the organization looks after their own little scope.
To maximize efficiencyfrom the workforce, this element should be built into the labor
agreementfor the sites, in such afashion that commissioning have their own dedicated
labor pool which they controll 00% ofthe time.
In unionized environments, this is particularly important in order to avoid unnecessary and
time-consuming demarcation issues.
In these environments, you will have enough internal demarcation issues between
various trades within Commissioning to not want to deal with Hook-up I Commissioning
demarcation issues as well.
100
Contractual Considerations and Implications
There are different methods of contractually organizing commissioning responsibilities
on a project. In pursue of the most cost effective contractual concept, some companies
have left all commissioning to the fabricators and in some recent cases to the integration
contractor.
On a multi module project, it does not take much imagination to see that such a
concept is disastrous. Even the though of leaving the commissioning to the fabrication
contractor on a single module job is scary enough.
Why?
A fabrication or hook-up contractor's core competency is just that: to fabricate and hook-
up, nothing else. Of course most of these contractors recognize their limitations in this
respect, so they team up with a company or persons that have the right competencies,
thinking they have got it made. Sadly, history tells us that the contractor attempts to build
an alliance with an engineering company thinking that, because they are designers of
systems, they must also be able to commission the systems as well.
How wrong can one be?
Commissioning is a very specialized type of work that requires a very specific skill
set, normally only retained within operating companies and specialized commissioning
companies. These days with lack of recruitment and downsizing in the industry, even
the operating companies do not have a lot of people in-house with this skill set. To then
trust that a fabrication / hook-up contractor can do the job is lack ofsound management
judgment at best and gross negligence at worst.
If there is no way around it, because the management team has decided that is the way it
shall be, there are two things you absolutely must do in the very early stage of the game:
1) Put a detailed audit-or gap analysis program in place
2) Make sure you infiltrate the contractor's organization to a maximum extent with
competent commissioning people.
The latter you will have to negotiate with the contractor, but the audit-or gap analysis you
are free to carry out as a client activity when and as required. (See auditing in this chapter).
101
Alliances
Ifyoufind yourselfworkingonaprojectthatis setup as analliance,whereall thealliance
partnersarecontractuallyresponsiblefor theirownengineeringand deliverables,you will
mostlikelybe struggling.
It isourinformedopinionand bitterexperiencewithalliancesthatthey simply do not work
well enough. Worldwideofficial benchmarkingstudiessupportthisview. Thatis also the
reasonwhy mostbigcompaniesnowsteerclearofalliancesand movebackto themore
traditional model, althoughenhancedwithwhatis recognizedas"preferredcontractorsand
suppliers-concept".
However, itis usuallynotyourdecisionhowtheoverall projectis organized. You areonly
hiredto makesureeverythingworksand thattheownersgetwhatthey havepaid for.
So again, ifyou areworking inside anallianceastheCommissioningManager,youwill
mostlikelyhaveto deal with issues suchas, takingonboardcommissioningpersonnelfrom
the variousalliancepartnersthatyoudon'treally wantorneed,workingwithdifferent
specificationsforthevariousalliancepartners,deliveries, overcominghugeinterface
issues, goingthroughendlessdiscussionswiththepartnersaboutengineeringdeliverables,
designfreeze timing, softwaredevelopmentand interfaceswithotherdeliverers,etc.
Effectively,youwill becomethe project'smaininterfacecoordinator.
Themostimportantthingyou will haveto do early is to makesurethere is amaximum
degree ofconsistency in terms ofthe commissioning processes. Dothisby performing
analliancewideaudit, orgapanalysisoncommissioningusingtheelementsspecified
in the nextchapter. Basically,do anauditasyouwouldaudityourownorganization
orany contractor'sorganization. Makesureyou infiltratethe variousalliancepartner's
organizationsas muchaspossible.
Theonlyrecognizedadvantagewithanalliancemodelis theconceptofmakingiteasy to
ensureall partnersarealignedandfocused ontheendgoal, becauseoffinancial incentives,
the"gainand painshare"scheme. It hashowever,proved to be extremelydifficultto make
thisconceptworkefficientlyonrelativelyshort-termoil and gasprojects.
The illustration on the next page, "alliances, the spider web challenge" looks very busy
and confusing. That's the whole point. The illustration is only meant to drive home the
very point that it is a confusing and difficult concept.
102
Alliances- The Spider's Web challen2e
The illustration belolv Sh01VS an example ofa true alliance concept where each alliance partner is Dtlly resQollsible
for Itis OWIl work Gild tlte delivery ofa fully "illtegrated" functiollillg IIllit. and some ofthe major challenges seenfrom
a commissiollillg perspective.
Note: this is a real life example, concepts and challenges may vary depellding on alliance set-lip and contact philosophy
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103
Traditional Contracts
Traditional client/contractor relationships are sometimes refened to as, "hard money
contracts". This is not wholly true. The term "hard money contracts" should only be used
in the context of fixed price contracts with only pain-share elements built in. If gain-share
elements are built into a fixed price contract, it is not a "hard money contract". If you have
built in reimbursable elements, or the whole contract is reimbursable, then it is obviously
also not a "hard money contract". "Hard money contracts" has not a lot of advantages seen
from a commissioning point of view. If the contract includes commissioning, you are into
the scenario discussed earlier about contractor's lack of commissioning expertise, a very
difficult change environment and a big potential for re-work, resulting in schedule delay.
On a more traditional client/contractor relationship, with a "preferred contractor scheme",
normally meaning that incentives in terms of pain and gain-share are built in, your chances
of success viewed from a commissioning standpoint is much greater. Traditional contracts,
for the time being are the prefened way and gives you more leeway in terms of influencing
the way commissioning is being planned and executed, simply because the traditional
financial elements allow for it.
You are more likely to have clearer responsibilities defined, simpler interfaces, more "hard
control" over the contractor, easier access to sub-contractors and less discussions when
changes are required (as opposed to in an alliance).
There are obviously various advantages and disadvantages with both alliances and
traditional contracts, but from a commissioning viewpoint, a traditional contract is the
prefened option.
104
PREPARATIONS
Auditing/Gapreview
105
Auditin2/Gap Review
The intentionofthis sectionofthebook is nottodevise acompleteauditconceptlike
approach, team staffing, reportingand follow upbecausethereareplentyofbooksoutthere
coveringauditingas asubject. Itis simply theintentionto outlinethetypicalprocessand in
particularthequestionsthatyou will needto ask whenperforminganaudit-orgapreview
onCOnUTIlSSlOnmg.
KeepIt SimpleStupid-KISS!
Thequestions in suchanaudit/gapreviewarevery standard,selfevident,anddo notvary
muchfrom projectto project.
Thetrick is, however, to structurethese questionsso that by theend oftheaudit/gapreview
youcansee,"thetotalpicture"
You should structurethequestionsinsectionsas shownintheexampleonthe nextpages.
Thisshouldgiveyouaneasyandorganizedway to deal withtheactionsyouputin placeto
closethegaps.
Thenextpagesareexamplesofhowthe audit/gap reviewcanbeorganized.
The illustration belowdepictstheaudit/gapprocessinaContinuousImprovementperspective
FolJow'-op
Actions'
,;Ask
.'
. . ...
:".'

:Gaps
Actioil
... ,..... G,aps
Prior.itize
.
106
Auditinl: the contractor or self - auditinl: your team (Gap review)
In auditing or gap review of the construction/commissioning contractor, or auditing
yourself, you need to make sure that all the details are covered. Such an audit/gap program
should at least include the elements shown in the table below.
Note: What you audit/review will obviously vary with the project phase (timing), so the
elements covered in the below table may not be relevant for all phases.
Check what general
procedures and
manuals exist to
support the project
execution phase
* Commissioning Manual
* Project Commissioning Philosophy
* Commissioning strategy
* Mechanical Completion Manual
* Planning philosophy/procedure
* Punch List procedure
* Progress reporting structure
* Commissioning ( Design) Query system
* Perm it To Work system
* Livening Up Notice
* Electrical isolation
* Mechanical isolation
* Commissioning Jumper/by-pass log system
* Blinding list log
* Hand Over to Operations procedure
* Software Change control system/procedure
* Vendor coordination procedure
* Preservation philosophy/procedure
* CertifYing authority requirements
- witness points
- hold points
- specific requirements
107

' 'iii,; kirl'(f
. ..... ..' ..i!"'N . ...........:... ..
2 Organization * Is theorganization chartfully developed?
* Doesjobdescriptions/roledescriptionsexist?
* Is the manpowerrightfor thejob?
* Is the discipline make up right?
* Is numberofOperations personnel in theComm.Team sufficient?
* Is the responsibilitysplit/Iines ofresponsibilitiesclear?
* Are the interfaceswith MC/Construction Engineeringand
Operationsclearlydefined?
* Is the assistance manpower pool availableand are call offroutines
in place?
* In aunion environment, aretradedemarcationsclearly identified
and understood by everyone?
* Has astructured commissioningmeetingschedule been
established?
* Are detailed plans in placefor the variousstages?
* How is/has inputto the plan been processed?
* Who has had/have inputto the plan?
* Who has checked/verified the plan?
* How have prioritiesbeen established?
* Have commissioning identified work priorities?
* How has the planning logic been formatted and who has had
input?
* Who has established duration's?
* What has been used toestablish duration's- standard testsheets?
etc
*Are hours included for dynamiccommissioning?
* Are Vendorhours included?
* Are Vendorassistance hours included?
* Areassistanceto Operationshours included?
* Are hours includedfor re-commissioningactivities?
* Are hours included for re-alignmentwork?
* Are hours included for document handoverpreparations?
* Are hours included for commissioning!de-commissioningof
temporaries?
* What is the method ofreporting?
* Howarethe reportsto be presented?
*Are routines in placeforschedulechangecontrol?
Checkto ensurethat
the organizationalset-
up is complete,the
group make up right
,responsibilitiesclear
and interfaceswith
otherprojectteams
and Operationsare
clearlydefined.
3 Plannin2
Checkto ensurethat
all aspectsofplanning
and reportingto
supportthe project
execution are in place
and thatall the right
personnel has given
input intothe plan
108
4
5
6
~ ~ - - - = : ; ; _ _ = = = = ~ = ~ ~ - = = - - --- -
Commissioning *What proceduresare availablecoveringall commissioning
procedures
Checkto ensurethat
all the proceduresare
identified/developed
and thatthey are
suitablefor the
jobto coveroffall
requirements in a
qualityfashion
Commissioning
Budget
Checkto ensurethat
all requirementsare
coveredto supportan
efficientexecution.
Commissioning
system
Checkdatabases,
allocationsetc to
ensureconsistency,
userfriendliness and
traceabiIity
activities?
*Is thereacommissioningprocedure index?
*Is thereacommissioningprocedurecompletionplan with clear
responsibilities identified?
*How is progresson the procedurecompletion plan reported?
*Is there aprojectapproved revision control system in place?
*Is the procedure layoutincludingspaceforsignoffupon
completionand/orfor regulatory witness sign off?
*Do they include P&ID'scommissioning boundary limitmark-ups?
*Who has reviewed the proceduresand how is it controlled?
*Do the procedure includeaprerequisite list?
*Do the procedures includeasafety section?
*How wasthe variousdiscipline inputcovered by responsible
engineer?
*Where is the mastercontrolled copy kept?
*Check budgetprovisionsforthe fol1owing and ensuresufficient
funds allocated orcovered by separatecontracts:
- Man-hours including;supervisors,engineers,technicians,
vendors, vendorassistancetrades, commissioning
assistance.
- Temporaries
- Spareparts
- Consumables
- Lubes
- Firstfilis
-Testequipment
- Radios
*Utilities includingwater/diesel/power
*Nitrogen leak testing
*Load bank(s)
*Hydraulicflushing
*Check P&ID and Single Line Diagram,Comm. Boundary
drawingmark ups;
- Areall packs identified
- Areall packsuniquely numbered
- Are boundarysplitsatnatural break-points
*StatusofCommissioningCheckSheetsallocation
*CheckstatusoflinkingofMCpacksto Comm. Packs
*Checkfields ofCommissioning Database
*Checkprerequisites listforcompleteness
109
*CheckstatusofMC testsheetallocation in theMCdatabase
*CheckMC packallocation persystem/partsystem to ensureall
CheckMCdatabases equipmentis covered
and system to ensure *CheckMC reportingprocedures, updatefrequencies etc
consistency, user *HasCommissioningchecked and confirmed MCtestsheet
friendlinessand allocation
traceability. *Confirm howvendorpackequipmenthas been covered for MC
completion
*Confirm how punch listsfrom FAT's arebeingcoveredand cleared
*CheckthatHand-Oversto commissioningare planned on a
system/part-system basisand thattheMCcompletionsheets
refl ectthis
*Checkthatregulatory issues-PL'sarecovered in theMCdatabase
Preservation 8 *Who is responsiblefor preservationduringcommissioning
*Is therean overall preservation program in placeforall phasesof
Checkto ensure the project
thatan adequate *Whomaintainsthecomposite listofpreservation requirementsfor
preservation program/ vendorpackages
system and resources *How is otherthan vendorpackagescovered
are in place *Dorecordsexistforthe preservationofequipment/packagessince
leavingvendorworks
*Is preservation deficiency recorded in theComm/MCdatabases
*How is preservation recordsgoingto behandedovertoOperations
FactoryAcceptance 9 *DoesCommissioninghavea copyofthe FAT's conducted by the
Testing(FAT) project
*Who participated in the FAT's(did Commissioningparticipate)
CheckFAT records, *Doany punch lists existas partofthe FAT- documentation( MC
participationetc to and Commissioning)
ensurequality data *Listany packagesthatwasnotpartofFAT's
and information *Listany packagesthatcompleted FATbut was not witnessed by an
engineeringorcommissioningrepresentative
110

10 Vendors *Does Commissioning have a full list off all vendors required for
commissioning
Check system for *Has an estimate been completed on the durations required for
vendor management vendor commissioning activities for all phase of the project (
to ensure an efficient onshore, atshore, inshore, offshore)
support during the * Have contracts been arranged with vendors for commissioning
various stages of the assistance
project *Has an estimate been completed for the vendor assistance budget
and what was the basis for the estimate
*How does Commissioning plan to track vendor hours and is
there a method of allocating hours to work activities other than
commissioning eg;
- engineering work/updates
- clearing of punch lists
- hours used clearing vendors own problems/faults
- stand-by time
* For the relevant packages, has a rotation for vendors been
established
11 Safety *Does a safety procedure exist and does it identitY areas of
responsibility
Check "safety * Is a Permit to Work system in place and ready to implement
system" to ensure * Is a Livening Up procedure in place
a safe execution of *Does a procedure exist covering electrical and mechanical
commissioning isolations
* Has the Construction work force been instructed on the workings
of the Penn it to Work system
* Is it clear who are the responsible parties on all types of permits
* How is Construction advised of Commissioning activities
* Do the Commissioning procedures cover a safety section relevant
to the commissioning activities that are due to take place
*Does the Contractor have a safety plan/procedure in place for the
fabrication phase
* Are the Commissioning Group fully aware of the procedures
*Is there a nominated commissioning representative to liaise with
the contractor safety personnel
* Has the Commissioning Group attended a site safety induction
course
* Is there a schedule for regular safety meetings
*Who keeps the minutes from the safety meetings
III
12
Check Hand-Over
system to ensure
a streamlined and
efficient process
13 Test eguipment
Check that test
equipment is
identified and that
adequate control of
this equipment is in
place
*How are hand-over of systems handled between Commissioning
and Operations
*Who is the nominated representative(s) for Operations
*Has Operations been involved in any of the commissioning
activities
*On what basis are the Hand-Overs accepted by Operations. Does a
Hand-Over certificate exist
'" Is there a procedure that describes the Hand-Over process and all
relevant documentation to be complete upon Hand-Over, covering
such as;
- punch lists
- material required to complete the work
- marked up boundary drawings
- as-build status
- jumper lists
- blindings registers
- safety check lists
- vendor reports
-signed commissioning Procedures
- commissioning Check lists
- outstanding Queries list
- preservation records
- vendor reports
etc
*How has the test equipment requirements been established
*Have the commissioning engineers been involved or reviewed the
requirements
*Does a composite Jist exist for all test equipment
*Is it proposed to hire or purchase the equipment
*Does any list differentiate between vendor test equipment that is
supplied as part of a vendor call out procedure
*How is relief valve testing being covered
*How is pressure cylinder re-fill covered
*How is the calibration of the equipment recorded. Is there a
composite list identifying the calibration validity
*How and where is the test equipment stored. Who has control on
issuing the equipment
*Does the list include commissioning. radios. If not, how are these
covered
*Is Commissioning involved in the stali up of the equipment for
permanent use
112
15
16
17
Check to ensure
that all first fill
requirements are
covered
Utilities
Check to ensure that
all required utilities
such as water and
diesel are adequately
covered
Temporaries
Check to ensure
that all required
temporaries are
covered
Spares
Check to ensure
that all spares and
spares management is
adequate
*Has a list been generated covering all utility support for
commissioning
*How have the estimates been established
*Do separate contracts exist for the supply of utilities such as
diesel, water, steam etc
*How and where are they to be stored
*How has the budget been established and is it sufficient
*How have the temporary requirements been established for
commissioning
*Who has the responsibility for supplying and install ing
*If Commissioning is responsible, how are the contracts for the
major items to be covered
*How and who has established the duration's for the equipment
*Who is responsible for the running and maintenance of the
equipment
*Does a composite list covering all the commissioning spares
required to cover the commissioning activities exist?
*If a list exists, who completed the exercise?
*Have the commissioning engineers reviewed the list
*Who is responsible for purchasing the spares?
*Are the spares to be purchased through the project nominated
supplier of the equipment?
*Who is responsible for the top up orders?
*Where are the spares to be stored?
*Who is responsible for the issue of spares and how is it controlled?
*How has the budget been established and is it sufficient?
*Is there an agreement with Operations regarding use of Operations'
spares if required?
113
18
19
... ... .... <,::'::.
Commissioning
Assistance
Manpower
adequate arrangement
exist for the supply
and usage of
assistance manpower
Regulatorv/
Certifying bodies
all regulatory and
certifying authorities'
requirements are
covered and that
relationship with
these bodies are
managed in an
effective way
*Who will Commissioning use as assistance for trades such as
scaffolding, rigging, electricians, millwrights etc
*How have the numbers been established for assistance
*Who had established the budget and what is it based on
*How are the numbers to be controlled on a daily basis
*Who is responsible for controlling the personnel and logging man-
hours against each of the activities
*Does a scheduIe of rates exist for each type of trade and how much
notice is required for the assistance
*Does Commissioning have complete control of the labor when it is
allocated
*If in a un ion environment, have demarcation Iines been clearly
identified and understood by all
* Has a regulatory/certification issues database been established
*Who is responsible for maintaining the database
*If the database is linked to the PCS database, Ifnot, how is closure
of items controlled
*Have all procedures been supplied to the regulating bodies/
ceJiifying bodies for their identification of witness points etc
*Is there a nominated project person responsible for formal liaison
with the regulating/certifying bodies
*How is the daily interface with certifying bodies handled
J14
Audit/Gap Review Follow-up
Once you have identified, prioritized and actioned the various findings, you need to make
sure that you have a thorough follow-up system in place.
Again: apply the KISS principle!
The only thing you need is a simple spreadsheet with action, actionee, deadline and close
out date registered on it. However, the spreadsheet alone does nothing for yOLL It is your
persistentfollow-up that will drive closure ofthe items. Use your weekly meetings for
follow-up. Make it clear that you will not accept delays unless these are accompanied by
some really good excuses. If deadlines are not met, and the excuses are valid, set new
aggressive deadlines and follow-up in the next meeting.
If action deadlines fall between meetings, follow-up directly with the actionee on actual
dates.
Italways helps to remind the actionee in advance that you will be asking for status on such
and such dates!
Remember the old management saying:
Actions that are not aegressivelv followed-up will not be done
115
1]6
PREPARATIONS
RiskAnalysis
117
Risk Analysis
Risk analysis is basically twofold.
First there is the high level management schedule risk analysis where big ticket items such
as module transport/module lifting, marine operations, sail-away considerations etc, are
being assessed for high level schedule risks, and the PI O/P50/P90 scenarios are developed.
The other part of risk analysis is the very important, practical analysis of "what can go
wrong" and how to mitigate these risks. From a Commissioning manager's viewpoint, this
is where you need to direct your team's energy.
Performing regular practical risk analysis during commissioning is a prudent and effective
management tool to identify issues that can be a threat to the schedule. These risk analysis
are usually performed well into the execution phase.
What is not so useful however, but can be highly effective is to perform a thorough
practical risk analysis exercise very early, before module integration, when you've had
some experience backfrom the module yards, and to continue performing these at
various stages ofthe game.
We will be discussing some typical risks based on experience, but before we do that it is
useful to look at Risk Analysis in a Continuous Improvement perspective, as this process
is a repetitive continuous Quality process. Itis also useful to view two different charts that
show the typical Engineering/Commissioning Queries distribution and the timing of these.
Please see the following pages.
118
Risk Analysis as a Continuous Improvement process
4
2
3
This Continuous Improvement Risk Process should be undertaken at least 4 times in a
major project's life:
I) Halfway through the module completion phase
2) Just prior to the module integration phase
3) Halfway through the module integration phase
4) Just prior to the offshore phase
119

I Design Queries I <:)
::::

::::
""
The diagram below is a compilation ofdata from mqjor offshore projects around the world and how the Design Queries relatively stack up.

( only the most "commissioning related" disciplines are shown)
::::
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Electr Instr Mech Piping Safety HVAC

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ofqueries
o

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tv
o
c

:!.

f"-
syst.
Disciplines
Design changes = schedule risks. I.E. you need to preparetomitigatetherisks.
The graph below shows the relative amountof Queries asa fllnction oftime(project phase)and
indicateswherethe riskanalysisshouldtakeplace.
Notethetwo "up-front"riskanalysis.
TakeOVtI' phase
time
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...........
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...,'
Mal/agll/g tllese
uesigIJ chalice:; is
key to dsk mitigaTion I
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Engineering cOIDlniss:lolling.
llfakesureyOll involvethccommissioning(cam in arisk sessionitlflit! middleoUltemodule yardphase
121
Generic Risk Table
The previous charts tell us two things:
I) Which discipline we can expect the most issues (read design changes) = RISKS
2) When in the life of the project the issues will hit us the most.
The following is a list of generic issues = RISKS, and should bring you straight to the
point in terms of some important areas where you should be looking for risks on your
project
Note:
It is obviously not possible to list all issues you may encounter on a project. The issues
on the list below are some ofthe important eeneric issues that you might come across,
and does not in any way provide a complete listing ofall possible risks. We have tried
to stay awayfrom too many pure design issues, and concentrated on the completion
(construction/commissioning) related issues.
(I.E. you've got a designed unit, and you work with what you have.). However it is
obviollsly impossible not to touch on any design issues in such a listing so some ofthe
llnavoidable ones in relation to the specific risk issues are listed on the following pages.
122
Data Highway capacity inadequate to accommodate large amounts of
design changes = design changes =schedule delay
Design not finalized to allow software to be completed thus saving
extensive software changes = re-commissioning = schedule delay
Lack of detailed control system description = software changes = schedule
delay
Lack of Operating & Maintenance Manuals prior to start of
commissioning = lack of system understanding = schedule delay
Lack of spares = schedule delay
Instruments
Lack of adequate test facilities in Local Instrument Rooms (UR) such as
&
Controls
All
portable OS station, data sockets, telephone outlets etc = extended comm
duration's = schedule delay
Lack of dedicated control system vendor participation in testing = slow
trouble shooting = schedule delay
Lack of common instrument index with all parties using the same format =
confusion = schedule delay.
Inadequate commissioning follow up of software testing at vendor works
= changes at site = schedule delay
Lack of operations personnel involved with commissioning = lack of
experience and system understanding = commissioning continuously
being brought in to show Operations how system work = reduced
efficiency and productivity = affecting schedule
Inadequate amount ofheat tracing. Typically on low point drains and
freeze exposed equipment. = equipment damage/design changes =
schedule delay
Heat tracing designed by circuit and not by system = schedule delay
Inadequate electrical load available for load testing = not fully tested
system, unknown performance = potential design changes= schedule delay
(use load bank!)
Electrical All Lack of spares = schedule delay
Inadequate preservation of equipment packages, and also especially
electrical heaters = repairs = schedule delay
123
Mechanical
Utility and
Process
Systems
Re-alignment of pumps/motors after module lift and draft changes=
extended comm issioning duration=schedule delay
Seizing of equipment due to inadequate preservation = equipment
damage = schedule delay
Inadequate spares on major equipment packages/critical equipment =
schedule delay
Piping/Process
Gas
Compression
Oil Separation
Lack of full N2/He test-run of compressors onshore ( in countries
where flaring is very restricted) = costly offshore troubleshooting =
schedule delay
Lack of clear and uniform bolt tensioning and torquing procedure =
rework = schedule delay
Lack of standardization on gaskets = confusion = rework = schedule
delay
Lack of understanding by construction for the importance of having
minimum stress on compressor nozzles = rework = schedule delay
Poor high pressure ring joints installation (lack of training for
construction pipefillers and foremen) = rework = schedule delay
Inadequate cleanliness of piping systems= equipment damage/
extended commissioning duration= schedule delay (boroscope all
critical areas! And/or make sure commissioning thoroughly follow
up on construction's pipe flushing activities.
Stroking of valves in contaminated piping systems= equipment
damage= schedule delay
Inadequate spare seal kits for valves= extended commissioning
duration = schedule delay
Not removing process isolation valves (or not remove balls) before
cleaning pipework = valve damage = schedule delay
Lack of spares (in particular lack of pressure ring joints) = schedule
delay
Hydraulics
Inadequate cleanliness/additional flushing = extended commissioning
duration = schedu Ie delay
Return line sizing to small/valve timing not adequate= design change
= schedule delay
Lack of realistic flushing estimates. Unless a "super", hands-on
person has done the estimate, double it! = schedule delay
124
Lackofcoverage= design changes= scheduledelay
Inadequatepreservation ofvalves in dry systems= equipmentdamage
(dried out seals)= scheduledelay
Delugetesting: 1. Delugedischargetesting is amajordisruptive
comm.Activitythat affects both constructionand commissioning. 2. It
is aregulatory requirementthatsuch testsareconducted and therefore,
any mitigatingmeasuresthatcan be taken in orderto minimizethe
risks ofhavingto re-perform orextend such testsshould be taken. 3.
Onesuch measure is to perform ajointengineering,construction and
commissioningpunch-out priorto pressuretestingand installation
ofthe nozzles. The second is to ensure thatall pipingsystemsare
thoroughlyflushed. 4. To leaveeitherofthese activities until deluge
Firewater/
dischargetestingcan and will result in nozzles having to be relocated,
Deluge
nozzlesbeing blocked by foreign matter, etc, the consequenceofwhich is
AllAreas
re-test= scheduledelay

Lackofspares= scheduledelay

Contaminationdue to inadequatetemporaries = system/equipment
damage= scheduledelay:Generallythe permanentfirewater pumps
are notavailable orcannot be utilized for the initial phaseofthe
commissioning ofthe firewater system and temporary units are usually
employed. In selectingtemporary firewater supplies, adequate provisions
must be in placeto preventcontaminationofthe permanentsystem

Lackofoperations personnel involved withcommissioning= lackof
experienceand system understandingcommissioningcontinuously being
brought in to showOperations how system work= reduced efficiencyand
productivity= affectingschedule
Safety prototypeequipmentor systemst at ave no proven operatlOna I story
are beingutilized, then the commissioningschedulefor thesesystems
Systems
should becarefully plannedand contingenciesadded to duration's.
Inexperiencewith new types ofsystemsand devices= impacton the
commissioningschedule.
Lackofspares= scheduledelay
Lack ofconsumablessuch as calibrationgasetc = scheduledelay
Lack ofconsistent masterdocumentation: One mastersetofFire &
GasCause& Effectsheetsmust be maintained by the Lead F&G
commissioningengineer. Commissioningengineer, regulatory bodies,
certifyingauthoritiesetc, should use this master for witnessingsignatures.
Deficienciesofsuch = re-testing= scheduledelay (especially if
commissioningand witnessing is performed in shifts.
SinceFire&Gasdetection devicesand systemsrequireregular
maintenance, calibration etc, theTakeOverby Operationsofsuch
Fire& Gas
systemsshould preferably be on an areabasis.Take Overofthe total F&G
AllAreas
system afterthecompletionofall commissioningactivitieswill result
in commissioning having to perform acontinuous PM program on the
operationalsystem= expendingthe commissioningscopeand increasing
risk ofthe systemsbeing rejected atTakeOver= scheduledelay
LackofadequateamountofCCRscreensavailable for commissioning
ofF&G. (Thequantity required is function ofthe commissioning
schedule, the numberoffireareasand the numberofF&G commissioning
personnel).= scheduledelay
Lackofoperations personnel involved with commissioning= lackof
experienceand system understanding= commissioningcontinuously
beingbrought in to showOperations how system work= reduced
efficiencyand productivity= affectingschedule
InadequatePA coverage= designchanges= scheduledelay
125
Gaseous
Extingu ishing
Systems

Recharge facilities must be available locally. Pressurized cylinders cannot
be air-freighted and an accidental discharge = delays and possible impact
on one of the major commissioning mi lestones, e.g. Start-up of the main
power generators. Alternatively spare cylinders must be available.
Portable Fire
Extingu ishers
&

Failure to have the required certification at Take Over = schedule delay.
Portable fire extinguishers are delivered certified. However, extinguishers
require re-certification on an annual basis. It is unlikely that Take Over
of this equipment would be within the initial 12 months certification, and
re-certification would therefore be required prior to Take Over. Failure to
have this certification in place at the time of Take Over will cause delay.
Missing extinguishers at the time of inspection by authorities = schedu Ie
delay
Safety
Systems,
Miscellaneous
safety
equipment

Installation of portable fire extinguishers should be performed in a secure
manner so as to ensure that they are still installed at the time of inspection
by the authorities- one missing extinguisher can delay the Take Over, and
if the certifying/regulatory bodies want to be pedantic, which often is the
case, even major milestones like sail away can be delayed.
The above is also applicable to Miscellaneous Safety Equipment
Passive Fire
Fire doors are notorious for getting damaged during construction and
commissioning. Suitable measures must be in place to prevent such
Continued
Protection
damage. If not there will be an impact on the schedule = delay
and Fire All fire divisions, penetrations etc, should be inspected and witnessed
Divisions
by the certifying authority prior to the installation of any obscuring
finishings. Removal of false ceilings, wall panels etc to inspect fire
divisions, penetrations etc = schedule delay
Lifeboats and
Life-rafts

Each lifeboat should be defined as a separate commissioning package,
with a dedicated procedure so as to expedite Take Over. A minor
problem with one lifeboat could otherwise jeopardize the Take Over of the
remaining units = schedule delay
The drop testing or launching of newly installed lifeboats is a requirement
of most offshore certifying authorities. However, this can only be
performed at the correct operating draft and is weather dependant. The
commissioning plan should reflect this and include all associated tests
relative to auxiliary equipment. Re-scheduling or re-testing could quite
possibly delay schedule (sail away)
Some of the main equipment, loose equipment and provisions installed
inside the lifeboats and life rafts are date stamped and require replacing
or re-certification on a regular basis. Failure to have certified equipment
= Take over delay = schedule delay
126
Under-sizingofpressure reliefducting=re-design ofairflow=re-
commissioning= scheduledelay
Use ofdirectdrive fans on high capacityHVAC systems=non
adjustableair volumes= airflow below design = re-design = re-
commissioning=scheduledelay
Undersized heatingsystem to HVAC heatingcoils=freezing damage
=scheduledelay
Lackofspares=scheduledelay
Lack ofoperationspersonnel involved with commissioning=lack of
experienceand system understanding=commissioningcontinuously
HVAC All
beingbrought in to show Operations how system work =reduced
efficiency and productivity=affectingschedule
Unlesscommissionedsystemshave beenTaken Overby Operations,
they should not be made operational, otherwisecommissioningwill
be responsible for PM = increased commissioningscope= potential
scheduledelay.
Each HVAC system should be aseparatepartsystem/commissioning
packagewith adedicated procedure. This would enable the
commissioned system to beTaken Overin aprogressive manner
instead ofall at the last minute, as would be the case ifthe total
HVAC had to be 100%complete priorto Take Over. The latter=
scheduledelay
127

Interface responsibility sub sea and topside unclear = Poor
engineering = schedule delay
Installation of equipment that earlier failed and repaired without

determining root cause = Fails after installation sub sea = High
intervention costs = schedule delay

Lack of integration test of the ful I sub sea "stack up" onshore = late
discovery of issues = costly repairs = schedule delay.

Lack of qualification tests of equipment = late modifications =
operational limitations on installed equipment

Deliveries split between different contract responsibilities = unclear
responsibilities on clearing punch items = schedule delay

Small commissioning team = unable to uncover problems early =
high workload on team

Unsuitable commissioning support vessels = low contingency due to
weather = schedule delay

Lack of ROV support. both technical and equipment = high
Sub Sea
Topside and Sub
Sea part

downtime on ROV = schedule delay
Lack of alignment of control and safety systems philosophies or late
completion = Software modifications and commissioning re-testing
At-shore +Vendor documentation revisions = affecting schedule

Limited Gateway communications capacity = hardware and software
modifications and solution which are not ideal

Segregation of sub sea process and maintenance tags on separate
databases = higher complexity for operation and maintenance of
system.

Sub sea maintenance data not captured in Operation's online
Information System= problem with troubleshooting

Lack of capacity for future modification = Limited expansion for
new wells = New equipment needs to be installed

Lack of OnlAt-shore pre-testing = changes offshore = schedule
delay


128
Lackofclarityofregulatorsandcertifyingauthoritiesrequirements
for witnessingofactivities= wasteoftime= scheduledelay.
Commissioningproceduresshould be reviewed by theregulatory/
certifying bodies priorto commencingany plannedcommissioning
activitiesand witness points mustclearly beidentified in the
procedures
Inadequatecommunicationwith regulatorsand certifyingauthorities
= potential repeattests= wasteoftime=scheduledelay
Lackofa formal agreement between regulating bodiesasto their
involvement in commissioning/witnessingetc= wasteoftime=
scheduledelay
Lack ofa consistentmasterregisterforregulatory/CertifyingAuth.
Issues(putall in peS)= lackofclarity= wasteoftime= schedule
delay
Lackof (accessto)a regulatory/CertilyingAuthority advisor=
wasteoftime= scheduledelay
Lackofknowledgeon the part ofcommissioningengineerswrt
national and international mandatoryand regulatory requirements
= endlessdiscussions(especially with regulators)= wasteoftime=
delays

Site laboragreement notadequatelydefined = timeconsuming
process to obtain labor= scheduledelay
General

Inadequatescreeningprocessfordesign queries= u'nnecessary
changes= scheduledelay

Lack of adverse weatherprotection= equipmentdamage, poorwork
environment= scheduledelay

Inadequatetrainingofcommissioningengineers in the use ofproject
standard toolssuchas PCS, Queryregister, Punch List process, Work
Task System,etc= wasteoftime= scheduledelay

Inadequate QAcheck by Hook Upbefore hand-overto
commissioning(jointpunch outshouldonlyoccurafter Hook up's
initial QAcheck)= wasteoftime= scheduledelay

Lack ofcompletecommissioningprocedures priorto startof
commissioning= difficult to focus = scheduledelay

Lack ofownershipto overall scheduleamongcommissioning
engineers= lack offocus= confusion= scheduledelay

Lack ofpersistency in makingConstructioncompletedill..! work prior
to Hand Overto Comm= extra work= scheduledelay

Lack ofawell definedTakeOverprocedureatan early phaseofthe
project= endlessdiscussions(with Ops)astoTakeOveracceptance
criteria= scheduledelay

LackofCommissioning'sreview ofvendorrecommended spares=
lackof/wrongspares=scheduledelay

Lack ofcommissioningfollow up ofthe most importantand
costlyequipment packagesfrom "dayone" through to start of
commissioning.
129
Risk evaluation
Onceyouhave identified the variousrisks, you need to categorizethese intermsof
probabilityand severity.
Belowis astandard butvery useful set-up.
~ l.ow
Cancel/Irate 01/ the High-High '8 first! You willI/at have time and resources to cover everythillg.
Rememher the 20180 rute: 20 %ofthe issues causes 80% oUlte problems
130
PREPARATIONS
FactoryAcceptanceTesting, LoadBanks,
N2Testingof Compressorsonshore,
SubSeaissuesandFPSOspecifics.
131
Factory Acceptance Testing (FAT)
Make sure your system responsible commissioning engineers participate in FAT's
FactoryAcceptanceTestingisvery often lookeduponastheactivity wherethe design
engineerreceiveshisproofofwhathe specified has beenbuiltand actually works.
This is, ofcourse, verytrue and thereforean engineeringrepresentativeis usuallypresent
duringtheFAT's. However,itisjustas importantthatacommissioningrepresentative
takepartin FAT's, simply becauseit is acrucial partofunderstandinghowtheequipment
packagesworkin orderto integratethe packageand it'sassociatedcommissioning
procedurein thecommissioningactivities. Thecommissioningengineerhasto understand
first hand,whatdeficiencieswerediscoveredduringthetest, howthese weredocumented
(hopefullyonastandardizedpunchlist) andwhatthe statusofthepackagedocumentation
includingthe Operations& MaintenanceManual is.
Notall equipmentpackagesarealwayssubjectto FAT's. Whenthatis the case, makesure
thatCommissioningobtainsacompletelistofthesepackagesin orderfor yourengineers
to evaluateadditional requiredtestingduringcommissioning. Also, iffor somereason
engineeringorcommissioningdo notattend FAT's, makesurethatyouobtainafull listof
these,for the samereasonas above.
132
The Use of Load Banks for Power Management Testing
The use of load banks for commissioning of the main generators and the load testing
of these (Power Management System) under real life conditions, will under most
circumstances require the employment of load bank facilities.
The decision to use a load bank is driven by cost, schedule and the availability of necessary
actual load at the time you are supposed to commission the units. Load banks are
expensive, and looking solely at costs can prompt the wrong decision.
The schedule part of the decision will, in most cases, promote the rental of a load bank.
It is not practical to commission all of the process systems (that gives you available
load) at the same time or in the right sequence (to give you enough load for your power
management testing).
As the Main Power Generators always sit on the critical path, you will have to evaluate all
the impacts testing without load banks will have on other activities and again what impact
that will have on your critical path activities downstream. It is a cost I benefit analysis that
you will find very easy.
Let's just say it loud and clear before we lose track here: we strongly recommend,/or
schedule reasons, (and hence/or overall cost reasons) to utilize load banks/or Power
Management Testing. YES, the cost / benefit analysis will in the majority 0/cases
support this decision!
If however, you split the testing between the supplier's work, module site and the
integration site you will save money and time. You have resolved the bugs early with the
supplier's and lor module yard, and you require less testing at the integration site.
The testing at the supplier's should be covered by the original purchase order!
133
Nitro2en(N2) Test-RunofGasCompressorTrainsOnshore
In areasofthe world wherestrictflaring limitationsare imposed(nowin mostpartsofthe
industrializedworld), and/orwhereoffshorePersonnelOnboard(POB)is limited,the
benefitofperformingafull runtestofthegascompressorsonNitrogenisunquestionablya
hugebenefit. Thesavingsin offshorehoursaretremendousas all majortroubleshooting,
repairsand control settingsaredoneonshore. Typically,thesearetheareaswhereyousave
timeand money.
../ Itwill bethefirst timethecompression systemis operatingas an integral pal1 ofit's
designatedprocesssystemand has to interactwiththeprocesscontrolsystem.
../ Severalofthe processcontrol parametersandparameters in the unit'sowncontrol
systemcanbesetduringthesetests. Thatsavesa lot ofcompressorstm1-uptime
andprocesstuningoffshore.
../ Weaknessesand faults in equipmentand controlsystemsareoftendetectedthrough
thesetests, andthere is still timeto getreplacementpartsandmakenecessary
modificationswithouthavingan impactonthestart-updatefor oilproductionand
gas injection.
../ Itwill be the first timethe electricaldrivemotors(whereapplicable)orturbinesand
compressorauxiliariesarefully hooked upto theplatform(electrical)system.
../ Itwill bethefirst timethe unitsarerun onload (asFAT'sarenormally no-load
stringtests) .
../ Therotordynamicperformanceofthe compressorunits is verifiedonshoreunder
high load conditions. Itis usually highvibrationlevelsorbearingtemperaturesthat
areshowingup duringthesetestconditionsand these canobviously be moreeasily
handledonshorethanoffshore.
All thesefactors will contributeto the likelihoodofproblemssurfacing, beingresolved
and modifications being implemented,particularly in controlsystems. Severalvendor
representativeswill haveto be called in to helpresolvethe issues, whichis notagreat
concernonshore, butwouldhave beenoffshore relativeto POB and cost. Itshould be
notedthatthis testingscenariois agrowingtrendforall the reasons explainedabove.
Thegeneralexperienceis thattheorderof10-12weeksinoffshorestart-uptimeof
thegascompressionsystemis saved by performingtheruntestsduringtheonshore
phase,atthe moduleyard orat the integrationsite (dependingonsystemconfiguration
and lay-out). Normally thisalso has asignificanteffectonoilproductionduringthe initial
offshorephase,becauseoftheflaring restriction,productionwillhaveto be cutback
whentheassociated gas is beingflared ratherthan injected. Thecostimpactintermsof
additionaldirect costs is relatedto havingasignificantnumberofvendorpersonneland
commissioningpersonnelon rotationfor extendedperiods, as well as the additional logistic
costs for material andpersonnel.
134
Experience figures indicate that the cost of offshore hours is slightly more than 3 times
the cost of onshore hours.
So, ifyour project falls in the category ofstrict flaring limitations or very restricted
offshore POB, you shouldpreparefor running the gas compressors on N2 during the
onshore latshore phase.
135
TrondBendiksenandGeoff Young
Sub-Sea Related Issues
Indealingwithasub seaprojectwithtopsidesinterfaces, thereareseveralareasthat
require yourattention. Asexplained in the valuechaindiscussionspreviously, the biggest
value loss is always in the interfaces. Thisis particularly true for subsea/topsides
interfaces.Thesearesomevery importantinterfaceissuesto consider:
v' Ensure thatthe wholeProjectTeamandthe maincontractorsunderstand thesubsea
commissioningrequirements atanearlystageoftheproject.
v' Ensurethatthe workscopeofthecontractorsinterfacingwithsubseahasaclear
scopeofworkandclearinter-contractorinterfaces.
v' Alignthe Controland Safetyphilosophiesearlyand maintainconsistency, subsea
and topsides.
v' Alignsoftwaredevelopmentand delivery to matchthecommissioningscheduleto
avoid re-testingand re-commissioning. I
v' Checktopsides-to-sub-seagatewaycommunicationsasearlyaspossible,
simulations,to makesurethereare no problemsand potential scheduleimp,acts.
,
v' Integratesub-seadatainto topsidesdatabase,capturingsystemsand
formats, includingdatawarehousingand maintenancesystemsetc.
v' Ensuresub-seacontroland supportsystemsmountedtopsidesaredesigned for
expansionsto meetsub-seaneeds.
v' Carryoutfullcomprehensivetestingoftopsidessub-seaequipmentas early as
possibleonshore,to discloseissuesandminimizecostly offshoretesting.
v' Carry outfull comprehensiveFAT'sand SiteIntegrationTest(stack-uptest) ofsub-
seaequipmentonshore, withexperiencedclientpersonnel in attendance.
v' Ensurethatthere is aclearresponsibilitysplitbetweentopsidesand sub-seaandthat
all gapsareclosed.
v' Ensuredeliverablesfrom mUlti-suppliersandcontractorsareclearand checkfor
gaps in responsibilitiesand ownership.
136
FPSO Specific Considerations
Althoughthe majority ofthecontentsofthis bookisrelevantto any project, whetherit is
aGravity BaseStructure(GBS),aSteelJacket(SJ), aFloatingProductionUnit(FPU), a
FloatingProductionStorageand OffloadingUnit(FPSO) orothers,thereare somevery
specificconsiderationsthatshould begivento thecommissioningofan FPSO.
MostoftheFPSO specificsare basically"straightforward" systemcommissioning,like
ballastwater, stationkeeping systems,thrustersandassociatedsystems, winch systemsand
cargo-handlingsystems. Systemsnotnormallyfound on otheroffshoreinstallations.The
onlyreal issueyouhaveto lookforhere is makingsurethevessel systems,ifdesignedto
supplytheTopsidessystemshavesufficientcapacitytodo so. Makesureyou incorporate
activitiesfor re-commissioningoftheses systemsoncethey arehookedup to theTopsides
systems.
These systemsarenotmoredifficulttocommissionthan othersystems,butbecausethe
hull ofanFPSOis consideredaship,youhavetheadded complexityofinterfacingwith
and satisfyingtheclass responsibleentity(Lloyds,Veritas orothers)ofall activities
considered"class"and any changesyoumightmaketo "class"systems.
It is, however,onevery specificpieceofequipmentthatis truly uniquetb aFPSO- the
Turret and thatrequiresvery dedicated and professionalattention. TheTurretand
\,
mooringsystemsofaFPSOrepresentsomeuniquechallengesto commissioning. Whether
internal(mountedatopvessel moonpool)orexternal(mountedexternally\-o,vessel bow),
itfunctionsas theconnectionpointofthevessel to theseabed. All gas,water:p.rocess
and utilityfluid thatmusthavecommunicationto sub-seamustpassthroughthetun'et,
effectivelyconcentratingsomeaspectofnearlyeveryFPSOsystemonthetun"et. Aside
from diversity,theturretbecomesaspecialconsiderationdueto thenecessity ofhavingone
partstationary withtheearth,and onepartrotational withtheFPSO. Thisaddsa level of
complexityto eachsystempassingthroughtheturretand becomesfurther involvedifthe
turrethas mooringsystemdisconnectioncapability.
The following pagesdiscuss themostimportantissuesthatneed to befocused on in
theplanningandexecutionphaseon aFPSO/Turret-project. BecausetheTurretis
such auniquefeature, wehaveforclarityreasons,providedsomeadditional technical
descriptions.
137
The five most important areas to focus u r n ~ the plannin2 phase are:
./ Athoroughreviewofspecificationsand designdetailsofpackageditemsto ensure
therequirementsfor FactoryAcceptanceTestingarealignedwithandmeetthe
expectationsoftheoverallcommissioningprogram.
./ Acoordinatedapproachwiththeturretcontractorto definingthe system boundary
limitsanddetem1inationofwhen (i.e. onshoreI atshoreI offshore) intheassembly
programcomponentsand systemscanbecommissioned.
./ Athrough reviewoftheinterfaceareasbetweentopsides,turretand sub-seasystems
to ensurethecommissioningperfom1edoneachis complementary,meetsthe
expectationsoftheprojectcommissioningphilosophy,andwill result inaseamless
transitionto systemhandoveratprojectclose-out.
./ Analysisinvolvingtheturretcontractorto reviewstaticanddynamic
commissioningmanhoursto ensuresuchfactors as spaceconstraints,unique
components,lessonslearned,and details specificto thecurrentdesignaretaken into
consideration.
./ Preparationand reviewofcommissioningproceduresby personnelfrom the turret
contractorandtheclientto ensureuniquesystemsareproperlytestedatthecorrect
time, thatadequatepreservationroutinesarespecified,andthatcommissioning
sparesare identifiedandpurchased.Anaddedbenefitthatwill be eschewedfrom
thisapproachis thattheclient'sexpectationswill becomebetterdefined, well
understoodand met.
138
The five most important areas to focus durin2" the preparation (as well as
the execution phase) are:
./ QualityControl vigilanceon preservationfor turretinterfaceareas,tubingandpipe
workin particular,thatremainexposeduntilfinal modulehookup. Monitoring
bytheturretcontractorofhook-upactivitiesin the stationary-to-rotationalturret
interfaces.
./ Commissioningteamattendanceandacceptanceof FactoryAcceptanceTesting.
./ Inclusionofturretexpertiseonthe commissioningteam, in particularfor areasof
uniqueturretspecificsystemssuchas theswivelsordisconnectioncapability.
./ Identificationand mobilizationofkey vendorsfor specializedturretequipment.
./ Thateffectivecommunicationexistsamongtheturret,topsides, sub-sea; vessel
commissioningpersonneland thatadequateresourcesareappliedatthecorrecttime
forturretsystemtesting.
139
Swivels
Fluid swivels are a necessary component to allow the rotating pipework of the vessel to
connect with the stationary pipework of the turret. Swivels may vary in size, flow rate and
pressure rating capability but they share some common attributes and some unique ones as
well. A means of facilitating low friction rotation, normally through utilization of integral
roller bearings is common. Such a system requires lubrication from an external dedicated
source. The sealing system offluid swivels can be either passive or active. Passive seals
contain the process fluids within the swivel annulus without external influence. Anactive
sealing system utilizes a buffer fluid, which is externally applied via a dedicated hydraulic
power unit to the swivel. The buffer fluid is maintained in the outer sealed ring of the
swivel at a higher pressure than the inner process fluid. Used mainly for higher-pressure
applications or for compressible media (gas), this method effectively prevents escape of the
process fluid to atmosphere.
Additionally swivels normally will allow some passage offluid to move over the seals
either because of design (to aid in lubrication) or because of wear. In both cases, a leak
detection and recovery system is utilized to monitor, collect and dispose of the fluid.
Electrical and Instrumentation
Although not unique in the application to the turret, there are two aspects that deserve
attention. The swivel system to carry electrical power normally utilizes slip rings and is
in most cases not field serviceable. Attention must be made to performing comprehensive
factory acceptance testing so as to minimize and eliminate as much field commissioning
as possible. Control signals may be hardwired via slip rings as well, or they may be
transferred via an optical swivel. Again the emphasis on factory acceptance testing is
essential, but so is due care and diligence during installation at the vessel assembly yard.
The cost of swivel signal paths versus the sheer amount of data to be sent to the vessel
distributed control system most often results in marshalling part of this system on the
turret. Itis not uncommon for 25 to 40% of total vessel I/O to reside wholly on the turret
in an autonomous distributed control system with it's own logic and software to control
turret and sub-sea functions. This aspect of commissioning is not normally thought of with
respect to a turret and often accounts for significant commissioning man-hours. With the
concentration of space on a turret, care must be taken to ensure proper signal shielding and
adherence to code limitations as well. Often, the results of failure in this area only become
apparent during final dynamic commissioning.
140
Disconnectabilitv
The addition of disconnect capability will add to the complexity of nearly every system
on the turret. In simple terms, each connection to sub-sea will incorporate a means to
release itself either in tandem with all others, or in sequence. A dedicated control system
with dedicated mechanical field devices to effect release will be present. All process,
water, gas and utility systems will incorporate modified shutdown sequences to prepare
for disconnection. Additionally, the FPSO vessel control system will also carry additional
features to control vessel movement before, during and after disconnection.
Commissioning of these systems will be a multi-disciplined effort and will require the
services of a commissioning engineer inherently familiar with the design, manufacture and
operation of the disconnect components.
Construction and Assembly
Internal turrets are normally constructed in an upper and lower module, with the schedule
for the lower portion heavily driven by the vessel construction or refit critical path. This
will limit the time available for fabrication yard outfitting and commissioning of systems
resident in this portion of the module. External turrets are somewhat less sensitive to this
constraint. In general, the interface areas of the turret will be from turret to sub-sea, turret
to turret (i.e. upper to lower), turret to vessel (mainly structural) and turret to topsides.
Careful attention must be made to the preservation of cables, piping, tubing and other
components that are subjected to interruption at these interface points. The application
of hot oil flushing must be well though out, as the amount of interface interruptions may
negate the advantage of pre-hook-up cleaning of these items.
To some extent, the amount of interface points at the turret will affect the timing of
commissioning of the associated systems. In some instances it may not be possible to
commission systems piecemeal or it may be of limited benefit to undertake work prior to
hook-up completion.
Integration and communication among the topsides, turret, sub-sea commissioning
personnel is essential to ensure the program developed achieves the maximum benefit
in line with project goals. Attention by the turret contractor of hook-up activities in the
stationary-to-rotational turret interfaces is recommended. Clashes that will appear only
when the vessel rotates may not be apparent to the untrained eye. By the same token,
attention should be made to the placement of commissioning and construction temporaries,
including power sources and resulting cables or pipes.
141
SUMMARY-Key Success Factors in the Preparation phase
./ Makesureeverybody understandsthe valuechainconceptand the internal
customer/supplierrelationships inthe organization.
./ Do notblendConstructionand Commissioningdepartmentsinto oneentity.
./ Buildanorganizationwithcontinuityfrom moduleyardto integrationyard in mind.
./ Makesureyourleadpersonnelarerecruitedintheearlyengineeringphase.
./ Don'tbe impressedbyCY's.Checkcredentials.
./ InvolveOperationspersonnelearly. Recruitthem into responsiblepositions.
./ At integrationsite,initiateataskforce conceptwithall projectdepartments,
Operationsincludedinorderto drivetheTake-Overs.
./ MakesureCommissioninghasdedicated laborpoolsto drawfrom.
./ Regardless ofcontractualmodel,makesureyou auditthecommissioning
organization/processes.
./ Instigateriskanalysissessions.Atleastperformonein the moduleyardphase,one
beforeintegration,onemidwaythrough integrationand onepriorto startingthe
offshorephase.
./ Rigorouslyfollow upall prioritizedactionsfrom the riskanalysis sessions. Involve
theengineeringdepartmentearly.
./ Makesureathoroughsparesreviewhas beenperformed.
./ Make sureall contractsfor tools, equipmentandtemporariesareinplace.
./ Makesurecommissioningparticipatesinthefactory acceptancetestingofthemain
equipmentpackages.
./ Hire aload bankfor thepowermanagementtesting.
./ Prepareforafull test, thecompressortrainsonNitrogenonshore.
./ Prepareforafull onshoresimulationtestofthesubseasystemincludingall
interfaceswithtopsides.
./ Preparefor full onshoreintegrationtestofturretsystemswithtopsidessystems.
142
NOTES
143
NOTES
144
NOTES
145
NOTES
146
NOTES
147
148
3.0
EXECUTION
149
,-----------_._--_._-_... _.
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The crucial part ofany successful schedule is the actions you take after the plan is
create!
Inthischapterwe will be discussingkey elementsofthe executionphasesuchas " the
executioncircle",monitoringand improvingtheplanandcriticalpathanalysis. We will
alsodiscusslooptesting, systemcleanliness,hotoilflushing, sub-seasimulationtesting,
preservationissues,onshoreN2- testingofcompressors,timingoftheinstallationof
processcontrol valvesandpressurereliefvalves,subseasystemintegrationtesting,and
whatpotentialeffecttheseactivitieshaveontheoverallschedule.
150
The Execution Circle
If you have put enough quality time and effort into the planning and preparations phases, it
is our finn belief that the execution phase will run relatively smooth.
However, the execution phase has it's own particular challenges besides the obvious
technical ones that surely will surface as the work progresses.
Some of these challenges are crucial elements (processes) in terms of making sure that the
execution phase flows as effortless as possible. The most important of these are described
on the next pages through what we have named "The Execution Circle"
The circle describes these elements and intends to assist you in making sure you have
covered the necessary processes, agenda items, progress follow-up items, interfaces with
other groups, info distribution etc.
Itis intended to be a "reminder list", and will obviously not cover all project specific items
necessary for the execution of all projects.
How to read "the execution circle" on the next pages:
151
Prerequisite List
Planningtoolsand
Schedule
Organization
Tools& Equipment
QuerySystem
Procedure
Personnelmobilization
Procedure(MOB)
VendorCall Out
Reports& Database
Procedure
Commissioning
ProceduresDrawings
& CheckLists
VI
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-- Meeting Structure
-- Meeting Outcome
-- Planning
-- Commn. Queries
-- Manpower
-- Tools and
Equipment
-- Mngt. Decisions
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The Execution Circle Weekly status meeting.
Attendees
Agenda
Safety issues
Follow-up on actions
Bean Counts
Lead individual Charts
Seore Cards
Tracking Sheets
Progress Curves
Progress hold up issues
Procedures status
Outstanding Queries
Expectations & -Results
- [nformatiol1 Distribution
Daily Coordination
Meeting
- Attendees
- Agenda
Safety issues
Inter-Lead issues
Technical issues
Matcrials issues
* Personnel issues
Query screening
* Inter-projcct issues
- Information distribution
Other Regular Meetings
Construction/Comm. Interface meeting
Operations Take Over meetings
Engineering Intcrfal.:e meeting
Inter-project management meetings
lnfollllation Distribution
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Ameaningful meetingstructurecan be anexcellenttool to streamlinetheexecution
process. Itcanalso beanexcellentway ofwastingeverybody'stime.
Whenyoudesignthe meetingstructureandagendas,the followingare someuseful
guidelinesthatshouldassistyouin streamliningmeetings:
Weeklv t i n ~ s
Thismeetingis primarilyusedto discussoverallprogressandrelatedissues.
./ Inviteonlydirectreports(lineand staff),plusmaterialscontactperson(ifnotdirect
report). (Letthe leadsholdmeetingswiththeirdirectreportsas and whenrequired).
./ It isuseful to haveaseniorOperationsrepresentativein attendance.
./ Startall meetingswithsafety issues/information.
./ Focusonissues and solutions.
./ Focusonvariationto theplan-demandexplanationsand recoverymeasures.
./ Makesureyou focus on each Lead'saccountability beforeyoufocus onthetotal
picture. Thisfosters discipline.
./ Avoid workingtoo manyissuesin themeeting,initiate"off-lines"for that.
./ Makesureyourecord all actionswithactioneeanddeadlinesand follow up onthese
in the nextmeeting.
./ Don'tputactionsonpersonsnotin attendance.
./ Makesureyoucommunicateyourexpectationsand visualizeresults.
./ Keepthemeetingwithinatimeframeof1to 1.5 hours.
./ Distributeminutes to all participants.
154
Dailv Coordination Meetings
Thesemeetingsshould be usedonly to discuss practicalissuesthatareorcanimpedethe
progress.Attendeeswouldbebasicallythe sameasfortheweekly meeting.
../ Discussthedaysactivitiesand required inter-leadsorinter-projectcoordination
activities(personnel,materials,etc.).
../ Inadditionto the"standard"attendance, it is recommended to havetheCertifying
Authority(e.g. LloydsRegister)attendingto keepthemup to speed onissues,so as
to avoid hold ups based ondelayed information.
../ You shouldusethis meetingto screenCommissioningQueries(removethe"niceto
haves")to avoidoverloadingtheengineeringsystem.
../ Keepthemeetingto amaximumofone hour.
Other Re(lular t i n ~ s
Thesewill obviously vary withprojectsand projectphases. Initially,thesemeetingswill
be held separately, butastheprojectprogresses,it is advisableto combinethemeetings
(exceptthe inter-projectmanagementmeeting)ina"taskforce" meetingstructureas
described in theorganizationchapterherein.
155
VI
0\
-- MeetingStructure
MeetingOutcome
-- Planning
-- Commn. Queries
-- Manpower
-- Toolsand
Equipment
-- Mngt. Decisions
.. _ a t i n n ~
The ExecutionCircle
Circle
...
...
- Progressissues
- Resourcesissues
- Material DeliveriesIssues
- Vendorissues
- EquipmentFailure issues
- Preservation issues
- OutsideInfluenceissues
- NumberofCommn.
QueriesRaised.
- NumberofPunchlists
Raised.
- Temporary Facilities
issues
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Meetin2 Outcomes
Hereyou shouldspecifically lookfor systemicissuesthatrepeatedly comeoutofeach
meeting. Ifyoufind systemicissues,you cansuspectthatyourprocessesare notworking
satisfactorilyand/oryou havecommonequipment/material quality issuesthatneedto be
resolved.
Whenitcomesto meetingoutcomes,yourexpectationsshould be alongthelinesbelow:
./ Progressissuesthatneedto beprocessed,eitherin theform ofsimpleactionsorin
theform ofamoreformal process, suchas managementapproval and/orschedule
changeprocess.
./ Resourceissuescanbeanythingfrom laborcalloffprocessnotworkingsatisfactory
andto filling vacantengineerpositions,etc.
./ Material issuesthatneed to be actioned. Ifsystemic,checkprocess.
./ Equipmentfailuresthatneedrectification. Hereyoushouldbeaskingforcommon
symptomsorinherentequipmentissuesthatneedfurtherinvestigation.
./ Vendorattendanceissues. You should be lookingforvariations,orconfirmation
thatyoudo not have issuesherethatcanjeopardizetheschedule. Checkcall-off
processand contractsforgaps.
./ Arethereissuesoutsideofthecommissioningorganizationthatneed to be
resolved? Ifsystemic,call amanagementmeetingto discusswithrelevantparties.
./ CheckthetrendonQueriesfor systemic issuesand/orcheckifscreeningprocessis
workingadequately.
./ NumberofPunchListsitemsraised should giveyouagood indicationofquality
ofequipment,quality athand-overfrom Constructionand/orquality ofsystems
handed overto Operations. If trendshowsincreasednumberofPunchListitems,
checkConstructionqualityprocessand/oryourownquality checkspriorto take-
overby Operations.
./ Ifthereare issueswithtemporaryequipment,checksuppliersand contracts.
157
Circle
- Input Weekly Progress
- Produce Reports
*Bean Counts
*LeadCharts
*ScoreCards
*TrackingSheets
*ProgressCurves
*Look ahead Reports
*Specials
-InputWeeklyResults(from
the above)
*InputSchedule Revisions
*ScheduleAnalysis
- Information Distribution
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-- MeetingOUleome
-- Planning
-- Commn.Queries
-- Manpower
-- ToolsandEquipment
-- Mngt. Decisions
-- A ~ t ; ) n
Plannin2
Theweeklyprogressreporting is oneofthemostimportantpartsoftheprojectexecution
circle. Thetimingofand theamountoftime leadengineershaveto spend in completing
theprocessis critical. Havingshownthenumbersofdifferentreportsthatneed to be
producedto enableyouas amanagerto pinpointthe areasofconcern,itisoftheutmost
importancethatyourreportsare accurateandontime.
Withthisin mind,theplanningdepartmenthasto havetheprogress inputreportdistributed
to theleadengineersin sufficienttimeforaccurateprogressingandpriorto theagreed
progressshutoff.
Thisreportis precise,eachengineerknowswhatneedsto be reportedand whenthereport
is returnedto planning.
Rememberthetiminghereis criticalfor theturnaroundofthereports. Theprogresscurve
andthe leadscurveingeneralaretheoneseveryoneis lookingforearly! Theresultsofthe
weeksprogresswill be high-lighted in thefollowing reports:
./ BeanCount
./ LeadCharts
./ ScoreCards
./ TrackingSheets(includingVendors)
./ ProgressCurves
Thefull expectationswill not berealizeduntiltheprogressis inputintothenetwork,time
nowsetandthetotal networkanalyzedwithnewchangesincluded.This is whereyour
experiencedplanningengineercomesinto his own,maintainingthe schedulecompletion
date, keepingthecriticalpathonline,notimpactingthemanninglevelstoo significantly
and lookingfor improvements.
Itis vital, thatyou,as the managers, realizethisisnotaboutdatamanipulationto keepthe
datesyouwould liketo see,butthetruth!
159
0\
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-- MeetingStructure
-- MeetingOutcome
-- Planning
-- Commn.Queries
-- Manpower
-- Toolsand Equipment
-- Mngt. Decisions
-- Actions
,;
omplete the
...........
- QuantityIdentified
- QuantityImplemented
- Outstanding( Impacts)
- Quantitywith Engineering
- QUllI1lityon Hold
* Material Delivery
* Vendor[nput
* SpecialistRequired
Nil.SeeCommissioning
QuerieHandling.

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Commissioning Queries
Thegreatestgrowthcontributionon aprojectstemsfrom Queries. Itisextremely
impoliantthattheQueryprocessis soundandthat an adequatescreeningis in placewithin
commissioning. You don'twantto overloadthesystemwith"unnecessary"Queries.
Onceyouhave raised aQuery,all youwantto do isfollow-upontheprocesstoensure
thattheQuery isnotaffectingtheschedule. Itis sometimestooeasy toblameEngineering
forholdupswhenitcomesto Queries. Quiteoftenyouwillfind thatthe initiator,the
Commissioningengineer,hasnot readtheresponsefrom Engineeringto OKitornot,
henceCommissioningis holding it up.
So, checkthewholeprocess,notjustpartsofit!
Yourfollow up shouldinclude:
v" Quantity identified
v" QuantitywithEngineering
v" QuantityOutstanding- withEngineeringorinitiator
v" Quantityonholdandreasons
v" Scheduleriskevaluation
TheEngineeringQueryreportshouldgiveyouall theabovedata(withtheexceptionofthe
scheduleriskevaluation),however,areportisjustapieceofpaper. It is your persistent
follow-up that makes it come alive and become a useful tool for everyone.
161
--
QUERY NUMBER
TITLE :-
PREPARED BY:-
APPROVED BY :-
QUERY SENT TO :-
TypicalQueryFormat ;-3
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COMMISSIONING QUERY FORM
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DATEISSUED:-
Thepurposeofthisfonnisto dcscribeanytcchnical ::l
CQ - ._____.______________
~
querieswhichariseduringthePre-commissioning
~
REQUIRES YIN
~
and CommissioningworkoftheProject. '"
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Engineering .. ..
---
Spares .. ... -
Docum entation .:-___
m ~ Dale- ......
Thisfonnistobeused byall personnel involved I::l..
Vendor Supt. ... :-__
Name.. ................ D.ltt' . <:;J
M atl.Delivery
with anypartofthe Commissioningscopeand <;)
Other...
Name .. . .. ........ . Dal{' .
. ...
--- shouldcoverall technicalquestions/problems
~
DesuiplionofQuery:-
arisingduringtheCommissioningof systems. The
~
documentationofthesequeriesandtheirsolutions
~
will form animportantpartofthedatahistoryfor
~
thesystem.
All responsesmust be strictlyadhered to.
Theattachedflow chartshowsthe paththe query
will follow.
0\
IV
PROJECT RESPONSE:-
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PREPARED BY:-
N(tnlC .................. . ... , .... ,.- .. Dale ......
APPROVED BY :-
Name .. ................ ....., .. , .. Date ....................
DATE :-____ OPERATIONS REVIEW
-- ---------- -------_.- ----- ----- - - -
RESPONSIBLE ACCEPTED
- - -_..-.- - --
------ .................. DAlE:- ....
PROCESS for HANDLING of COMMISSIONING QUERIES
"Note I

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tPJ<Evaii:laUou,
163
EXECUTION
Circle
...
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-Mobilise Assistance POB
Manpowerrequestsheet
toContractorforsupply
(Include Direct& Indirect)
- Mobilise Vendors
VendorCo-ordinatorcontrol
VendorCall Outupdate
* VendorTrackingSheet
update
-- Meeting Outcome
-- Planning
-- Commn. Queries
-- Manpower
-- Tools and
Equipment
-- Mngt. Decisions
__ .6.r+innC!

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Manpower Requirements
To enabletheLeadEngineersto produceaccuratemanpowerrequirementlevels,the
weekly labordemandsheetis created. Theplanningteamfirst producesthe6-week
lookahead schedulefrom the networkand nextprintsouttheLeadEngineersmanpower
histogram. Themanningnumbersareinturntransferredto the weekly labordemand
sheets. EachLeadthenassesses ifthe requirementsarecorrectanddecidesifmoreorless
manpoweris advised.
Oncethisexerciseis complete,the required assistance numbersaretransmittedto the
Contractorfor implementation. Undernormal executionconditions,thesenumbers would
be discussedonceaweekatajointConstruction/Commissioningmeeting. Theactual
suppliedmanpowerfigures givenatthemeetingwill then beaddedeach weekto the
Labordemandsheetcompletingthecircle. Ifshortfalls areencountered,areportwill be
transmitted to theContractorrequestingadditional manpowersuppliesfor commissioning.
TheVendormobilizationis controlledbymeansofthevendorcall-outscheduleand
coordinatedatasinglefocal point, namely theVendorCoordinator. Makesureyour
processis inorderto avoidvendorcall-outsfrom "whoever"feelslike it. Thiswill save
youmoney and frustrations.
165
MANPOWER REQUIREMENTS
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PROJECT - Weekly Labour Demand IOate:-07/04/01 I
Directs
Week Ending. Cu(tent Week Ending. Week Ending. Week Ending. Weel< Ending. Week Ending. Good
April 7. 200 April 14. 200' April 2'. 2001 April 26. 200' Mav 19. 2001 Mav 12.200' Sal Mav 5. 200'
Process Load Actu91 Actual Reod Reod Reod Actual Actu.!1 Acluaf Actual Actusl Reod Reod ReOd Reod Reod
PIping 6 0 6 6 6 6 6 6 6
MitlwrlghlS 6 5 6 6 S 6 6 6 6
Boiler Makers
';'1 TOTALS 12 12 12 12 12 12 12 12
Reqd Electrical Lead Actusl Reqa ActUBI Reod Ac/uat Reqd Actual Reqd Actual Actual Reod Actual Reod Reod
Electricians 19 ~ 19 19 19 19 19 19 '9
Insulators 1 1 1 1 1 1 1 1
TOTALS 20 ~ 20 20 20 20 20 20 20
Instrument Lead Actual Reqd Reod Actual Reqd Actual Reqd Actual Reqd Actual Reqd Actual Reqd Reqd Actual
Inst PiplnQ (Inst.Teen ) S 6 6 6 6 6 6 6 6
Electricians (lnst Tech) 8 6 b 6 6 6 6 8 6
'l,} TOTALS 14 14 14 14 14 14 14 14
ActuS} IVessel Lead Reqd Actual Reqd Actual Reqd Actual Reqd Actual Reod Actuat Reod Actual Reqd Rood
1M illwrighlS ;; 2 2 2 2 2 2 2 2
TOTALS 2 2 2 2 2 2 2 2 2
Preservation Actual Raqd Actual Reqd Actual Actual Reqd Actual Reqd Reqd Reqd Reqd Reod Actua' Actua'
Piping 4 3 3 3 3 3 3 3 3
, ,
SheetMetal 1 1 1 1 1 I 1
~ ~ Millwrights S 6 S 6 6 6 6 6
TOTALS 10 10 10 10 10 '!'l 10 10 10
(typical ~
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TOTALS I , 2 I
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- Interface withMaterials
Group.
- Frequency.(dailybasis)
- LocalCall-Off
Contractors.
- DamageReport
CriticalItemdelivery
Expectations.
- BulkMaterialControl
- Spares
- Informationdistribution
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Tools and Equipment
The timely availability of tools and equipment is obviously of utmost importance for the
progress of the work. Once the contracts for the supply of tools and equipment are in
place, you need to monitor the performance of these contracts during the execution phase.
Not only do you need to check the contracts for supply of standard tools and equipment,
but you also need to monitor deficiencies relative to critical items delivery.
Yes, the Materials group will do this for you, but nonetheless, you need to check the on site
delivery dates relative to the commissioning schedule. Itis your input that makes up the
Materials group's critical items delivery list and form the basis for the expediting of these
items.
Itis considered sound practice to have one single point of contact with respect to materials
working closely with the Commissioning Team. Preferable this contact should participate
in all regular commissioning meetings (as explained under "meeting structure"), thereby
you have a daily interface with Materials Control.
Make sure you use the materials contact person for ALL material issues, whether it is
materials via the hook-up contractor, local suppliers, remote suppliers, bulk material
controls at site, vendor package spares or others.
Also make sure your engineers forward damage reports to the Materials contact person for
distribution and follow-up with suppliers.
169
-..J
o
- ManagementAppraisal
on MajorSchcdule
Changes.
- ManagementApproval
on BudgetChanges.
- Management Approval
on High Cost Items.
NB. MinorChangeslhal do
not impact Schedule
Completion Dateare
processedwithin the
Commissioninggroup
changesys tern.
(SeeSeparateChapter)
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-- Planning
-- Commn. Queries
-- Manpower
-- Tools and Equipment
-- Mngt. Decisions
-- Actions
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Mana2ement Decisions
Make sure you push decision-making as far down the line as practical. You, as the
manager, do not want to be a bottleneck in the system. There is, for example, no sense
in you approving every Purchase Order issued by Commissioning. Design a simple
authorization matrix that defines levels of approval and distribute to all team members.
Remember to distribute this also to other project members such as Materials Control,
Engineering, Construction, etc.
In this way you save time and avoid a lot of frustrated people trying to find you to sign a
minor purchase order.
This authorization matrix should at least cover items such as:
./ Spending levels
./ Budget changes
./ Schedule changes-minor/major
./ Query approvals (commissioning screening of Queries)
./ Contracts accountabilities
./ Mobilization of manpower, etc
171
-.J
tv
- Accountables
- Deadlines
- Milestones
- Expectations & Results
- Information Distribution
-- Meeting Outcome
-- Planning
-- Commn. Queries
-- Manpower
-- Toolsand Equipment
-- Mngt. Decisions
-- Actions

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Actions
An action is not an action if not accompanied by an accountable and a deadline!
Makesureyoucommunicateyourexpectationsto theteamwhen it comesto actions.
You shouldmakeit clearanddemonstratethatall actionswill be followed up rigorously.
Unlessvalidexcusesareproduced, you will notacceptoverdueactions.
Also,makesurethatall actionitemsaccountable,deadlineand resultsarecommunicated
to relevantpersonnel. Quiteoften,oneperson'sactionshavebearingsonanotherperson's
abilityto performhis/hersjob.Forexample, ifyoudon'tmakesurethatactionsare
liquidated,you willfind acascadingeffectthathasgreaterimpactthanthesingleaction
itself. Thisis where youstartrunning into problems.
Therefore, the timely execution of actions is a must on tlte project.
Remember,notonly is it importantthatyourpersonnel liquidateactionsin atimelyfashion,
butalsothatYOUdo the same. Yourwholeteammightbe held upawaitingyouractions!
LEADBYEXAMPLE!
173
EXECUTION
MonitoringandImprovingthePlan
Note: Thissubjectcould havebeenpresentedin thePlanningsectionofthebook.
However,as themonitoringandimprovingoftheplanis akey activityduring
execution,we havechosento presentithere.
175
Monitorin2 and Improvin2 the Plan
Aspecific projectin this businessis unique,aonetimeendeavorwithastart, afinish and
generallyastrictbudget. Selectedpeoplewillexecutethe project,who may havenever
workedtogetherbeforeinateamofsuchmagnitudeandatdifferentlocations. Atthe
initial concept,theProjectManagerhastothinkwhatdo Ineedto accomplish, whatsteps
areneeded,who doIneedto carryoutthe stepsand howto keep theSPIRlTSUP?
"SPIRITS UP"
~ e l e t e feople Included Really Inspire The ~ u e s s
Upon frojects
Successfulprojectmanagementrequiresdedicationandconstantvigilancein termsofwhat
actually happened,whatwasactuallyaccomplished,whatremainsto becompletedand
whatresourcesdo you haveavailabletodo it. What'srequired is contingencyplansthat
handleday to day problemswhichoccurwhilerunningtheproject. Someofwhichare
covered in thisbook.
ProjectManagerswill haveagood understandingoftheprocesses involvedto reach
thegoalsofthe project, however,theyshouldalso recognizethestepsforupdating,
incorporatingchangeoradjustingexistingmethodology, Forexample- improvements!
Theaimis alwaysto improvethescheduleinacontinuousimprovementcycle. Thekey
elementsthatshouldbeconsideredwhenmakingimprovementdecisionsare:
../ Planning
../ Measuring & Controlling
../ Improvement and Administration
Thesearedescribedonthenextpage.
176
Commissioning of Offihore Oil and Gas Projects
The key Improvement Cycle and Decision Points
a) Louk/ur amlwurkQfUunJs
b) Evaluate
cJ What luIS happ4Jned. what Y(JU 4'IJ1JJlOf chlJnXt iJluf hlhat J!tJu willllow dQ/lboUI iI.
d) Motivate your teum, find the M'"k links and ;'npro,'e.
e) Commulfit:utl.' )t'it" the dltnt flf J1fanugtmc>nt leaht
J) PU.rt!lrl 'he ;Il!ormulwn at the /0 Iltt til(ltl pel'Jplt'. fwd INa};!'. Jute. (hal it is AaurQu.
aj progre..tt and
b) In/orm your ft:um about progress and performallce.
C') EVflluaf" dfllia!iolls
._----
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.
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aJ Defint Q(1iy;tie.s
b) Prepare work 1"c:h,dulr5 ( Plan the Ploll )
C') Alhu:af, & assig" 'f!..
d) Develop a budg.f.
&
Critical Path Analysis
Plan the work, and work the plan
There is not much point in spending months and months on planning the work, just to find
out that when it comes to executing the work, the plan is forgotten and the work is all over
the place.
You as the manager need to make sure that the plan is being used as the main tool to steer
and monitor the work. You have to make sure that all your lead personnel understand that
working on the critical stuff is the key to success. The only way to make sure this happens
is to constantly monitor the critical path of the plan and to visualize this in every status /
progress meeting you have with your Leads.
Every time the plan is adjusted or revised, you must keep the critical path highlighted in all
dealings with your leads and engineers to make sure you stay on it.
Review tILe critical path with your planner, review the actual work progressed so far and
find out if there are deviations. Highlight the deviations, demand explanations from
your leads and get back 011 track, or revise the plan.
Review the critical path in every regular status meetings and TALK ABOUT IT!
This is a simple and effective way to monitor the critical path activities on a frequent basis
and to make sure your organization stays focused.
EXECUTION
Loop Testing, Preservation, Piping cleanliness, N2 Testing
ofCompressors, Oil Flushing, SubSea simulation testing,
SITtesting ofsubsea equipmentandtiming ofinstallation
of mainControlValves and PressureRelief Valves
179
Loop s t i n ~
The loop testing generally falls into two distinct phases within commissioning, the "Loop
Function Test" and the "Final Loop Function Test."
The loop function test is to be considered the Pre-Commissioning part where the objective
IS:
./' Verify suppliers / manufactures calibration.
./' Expose any defective loop components.
./' Verify loop functions and continuity.
./' Reveal any hidden outstanding Mechanical Completion Scope.
./' Uncover deviations with respect to calibrations (instruments shall be re-calibrated,
repaired or replaced if defective).
The final loop function test and any consequent calibration will be can'ied out prior to
final commissioning when the loops are complete. Before the loop testing starts ensure
that all necessary documentation is available. The following list is a guide to the minimum
documentation required:
./' Loop drawings.
./' Instrument Data sheets -matched with P & ID's.
./' Instrument index.
./' System configuration index.
Loop test timing should coincide with the final installation of Control Valves.
The following attachments are a guide as to the Loop Testing scope and break points
between Mechanical Completion and the Commissioning Scope.
180
Process
Computer
Loop Testinl:
Loop Function Test Nomenclature
Loop from instrument junction box. "Field-limited Loop Function Test"
When there is no multi-core between junction box and cross wiring cabinet, the loop may
be powered in the junction box and tested to this. The purpose of performing a preliminary
loop function test will be to identify instruments requiring recalibration and to check field
cable continuity.
THIS WORK SHOULD BE CARRIED OUT IN MECHANICAL COMPLETION
Typical Field-limited Loop Function Test Lay Out
F_ie_ld - Node ,. m .... 1 Wheel House / CCR

i------------j
!
VDU Printer
-----11--1Cross

Mimic
Panel
Marshalling
Cabinet
.. --J _._. __ .l...- --J
Wiring
181
THIS WORK SHOULD BE CARRIED OUT IN PRE-COMMISSIONING.
vou Printer
Mimic
Panel
--+-+1 0 1--tM"--'"
182
.H-ILocal In51r. Room LIR - Node "._-_ \ Wheel House I CCR
i ,...1----------1
Typical Loop Function Test Lay Out
Field
When there is no connection between the cross wiring cabinet and the control room, the
loop is tested to the cross wiring cabinet. Loops are often powered in the cross wiring
cabinet, otherwise the loop has to be powered with external power supply in the cross
wiring cabinet. Care must be taken when performing this scope. If mechanical completion
is not totally complete, a full safety analysis should be performed.
Trand Bendiksen and Geoff Young
Loop from instrument to cross wiring cabinet - "Loop Function Test"
Local loop
This may be a loop from the instrument to a vendor skid. The loop test should be performed
when the skid is powered up. A local pneumatic loop may be fully tested when the
installation is complete.
* Loop from instrument to control room (CCR or Wheel house) "Final Loop Instrument
Function Test"
This is the full loop and may be tested close up to normal operation conditions. The loop is
powered and signals are received to and transmitted from the control room.
THIS WORK SHOULD BE CARRIED OUT IN COMMISSIONING.
Typical Final Loop Function Test Lay Out
____F_ie_ld --1r
uu
'Local Instr.Room LIR - Node r
! i .
Whee I House / CCR
183
Criticalexecutionactivitiesandassociatedscheduleimpact- "TheBIG7"
Thefollowingpagesdiscusssomeofthe maingenericexecutionactivitiesthatwesee timeand timeagainhavingatremendous
impactontheprojectschedule.
Obviouslytherearemanyotherexecutionactivities thatwill, unlessduecareis taken, havescheduleimpact, but theonesdescribed
hereinare inourexperiencethemain"bigticketitems", The "BIG 7."
The chart below shows the overall distribution ofthe schedule delay potential relative to the Big 7. The following pages describes
these in more detail.
Sub Sea System Integratio/r Testing
00 Preservation
.,..
8-10%
10-20%
Poor timing of itrstalhrtio/l of valves
5-8%
Hot oi/jluslting
5-8%
Sub Sell .5imulatioll testing
10-15%
Nitrogen (N2) testing of compressor trains
20-.10%
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Preservation
Lackofproperpreservationroutinescanbe extremelycostlyin termsoftimeandmoney.
Itis anareathat is notoriously overlookedand projectsarepayingdearlytimeand time
again.
Typicallyonamulti-moduleproject,theoverall scheduledelayscaused by lackofearly
preservationcanbeashighas8-12 weeksand thedollarvalue is typically in sixdigit
numbers.
You have to make sure you establish a preservation program that starts running at the
module yards and continues through integration and pre-start up.
Themostefficientway to makesureyouarecoveredin this importantareaisto recruita
PreservationEngineerontheprojectassoonasthemajorequipmentpackageshavebeen
installed. Don't fool yourself, he should report to no one, but you! You will have to live
with the wrong doings, so make sure you have maximum influence!
Makesurethe personyouemployis familiar withtheprojectrequirementsandhavethis
persondevelopthe preservationprogram.
Thisis anareawhere itwouldbevery beneficial to employapersonfrom theOperations
Department,who will feel ownershipto theequipment,ashewill haveto livewith it for
manyyearsto come.
Don't only base the preservation program on the package vendor recommendations!
The equipment outside the vendor packages comprises a very large portion ofthe
equipment needing attention.
Experiencealso tellsusthatlack ofpreservationin the warehousescanbequitedetrimental
to thejob. So make sureyourpreservationengineeraudits,and ifnecessary, educatesthe
warehousepersonnelwhen itcomesto correctstorageand handlingofsensitiveparts.
(machine parts, electronics, etc.)
185
Preservation - Schedule Impact
The illustration below shows the empirical data relative to schedule delay attributed to poor preservation.
The whole pie chart makes up the total schedule delay (100%) attributed to the various elements discussed in this chapter.
Note: There areobviouslyawholerange olotherareasthatcan causescheduledelaysonaproject.
Thegraphsin thischaptercoveronlythe elementsdiscussedherein.
Schedule delay attributed to
poor preservation:
10-20 %
On a typical multi-module
large project this can amount to
00
8-J.2 w ~ total schedule delay.
0\
The resultsofpoorpreservationare
mostcommonly, seizedanddamage
equipment.
This results in therepairand/or
purchasingofequipmentthatdrivesup
duration'sdue tore-installationandre-
commissioning.
Thisalsodrivesthe totalprojectcosts
up.
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Commissioning o/Offshore Oil and Gas Projects
p n ~ Cleanliness
Pipingcleanlinessis amajorissue in thecommissioningof any system, butnevermore
importantthanwhencommissioninggascompressionsystems.Thisis obviouslydueto the
extremelysensitiveandcostlyequipmentinvolved.
Traditionally pipingcleanlinessispartofthe Constructionorganization'sresponsibility,
howeverrepeatexperiencetells us this is anareawhere the value loss =scheduledelay, is
very high and henceneedsto betakenextremelyseriouslyby commissioningmanagement.
WhenConstructionhasfinished theirpipingassemblyjob,thepipestendto befull of"shit"
resultingfrom welding,sand blastingandthe like. Veryoftenyou will notfind piping
completionrecordsotherthanthehydro-testingrecords, andthesedo notprovethesystems
arecleanand free of debris. Sometimesyou willfind Constructionperformingwhat is
definedas "drop-flush",whichbasicallyconsistofdroppingofthepressureafterahydro-
test,viaalowpointdrain, and thereby assumingthesystemto beclean!
Theonlythingyou, as theCommissioningManagershouldthinkabouthere is: Never
expect to receive a clean system, and make sure you boroscope all critical systems before
you accept the Hand-Over from Construction!
Alternatively make sure Construction boroscope the systems before Hand-Over and that
you verify the results!
187
Piping Cleanliness - Schedule Impact
Theillustrationbelowshowstheempirical data relativeto scheduledelayattributedtopoorpipingcleanliness,especiallyoncritical
systems,suchas gascompressionandgashandlingsystems.
Thewholepiechartmakesupthetotalscheduledelay(100%)attributedto thevariouselementsdiscussedin thischapter.
Schedule delay attributed to
poor piping cleanliness
15-20 %
00
00
On a typical multi-module
large project this can amount
to
10-12 weeks total schedule
delay

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N2 Test-Run of Gas Compressor Trains Onshore
As explained in the "Preparation" chapter, under the same heading as above, the schedule
impact of not doing a test run of the gas compressors can be significant.
The general experience is that 10-12 weeks in offshore start-up time ofthe gas
compression system is saved by performing the run tests during the onshore phase, at the
module yard, or at the integration site (depending on system configuration and lay-out).
Normally, this also has a significant effect on oil production during the initial offshore
phase because of the flaring restriction, production will have to be cut back when
the associated gas is being flared rather than injected. The cost impact in terms of
additional direct costs is related to having a significant number of vendor personnel and
commissioning personnel on rotation for extended periods, as well as the additional logistic
costs for material and personnel.
Experiencejigures indicate that the cost ofoffshore hours is slightly more than 3 times
the cost ofonshore hours.
The graphs on the following pages illustrate these relationships.
189
N2 Test-runofGas CompressorTrainsOnshore- ScheduleImpact
Scheduledelayattributedto
lackoffullonshoretest-runof
gascompressors
Note: The full onshore testing o/gas
20-3() %
compressors on N21He and the
related discussions on schedule
impact is most valid in cOlllllries
where strict flaring limitations
On atypicalmulti-module
are imposed. and in situations
large project thiscan mountto
where offshore POB is limited.
10-12 weekstotalschedule
delay
\0
Scenario: Minimizinggas compressionworkonshoreandresultanteffectoffshore
(Relativerelationshipsonly)
<::>
Onshore Offshore
>;,<-<>
Alignmentworkonly
- Costlyoffshore hours
. Costlylogistics
- POBrestrictions= extendedduration
- Re-aligmnentwork
Commissioningonlivegas(HC)
. All initialtroubleshooting
- Calibrateandsetancontrols

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Sub-Sea Simulation Testing Onshore
To detect issues at an early stage, avoid costly offshore testing, last minute troubleshooting,
offshore modifications and delayed start-up. Itpays great dividends to set up and test all
sub sea communications systems onshore.
This testing should include all communications from the sub sea master control module
(normally in the Central Control Room topsides) to the sub-sea control interface cabinets
and from there to a simulator acting as the sub-sea control pod with feedback facilities to
topsides. This will give you a full test of the complete communication link for your sub-
sea controls and all interfaces between the various systems.
A typical large sub-sea development project has 20 +wells, umbilicals and flowlines
stretching 10 - 20 plus kilometers, has integral control systems controlling a specter of
wells via sub sea distribution using umbilical jumpers, etc. The value of testing all these
interfaces and general communications onshore is tremendous.
A typical test on a very large and complex sub sea development project will take 6-8 weeks
of solid testing.
The lack of such testing onshore will obviously shift the testing to offshore, with POB
limitations, first time testing, troubleshooting and modifications will easily bring the
offshore duration up 8-10 weeks.
Not a very good prospect when the owners scream for hydrocarbons!
For example, make sure you perform these tests onshore!
191
The illustrationbelowshowstheempiricaldatarelativetoscheduledelayattributedto lackoffull onshoresubseatesting.
Thisscheduledelaymanifestsitselfintheform oflengthyandcostlyoffshorehours.
Thewholepiechartmakes up thetotal scheduledelay(100%)attributedto the variouselementsdiscussedinthischapter.
Scheduledelayattributed
to lackoffullsubsea
'0
N
simulationtesting
onshore
10-15%
On atypicallurge
subseaproject
thiscan amountto
6-10weekstotal
scheduledelay

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Timing of the Installation of Main Control Valve and PSV's
In all projects there is always a considerable amount of time and monies allocated to
'control valves'. These are likely to be long delivery items. Why do we, after all the effort,
install these costly valves at the early part of construction and allow them to sit in the
pipework for years and, in most cases, forget to preserve them? Itis at the commissioning
stage that problems are encountered, such as damaged seats due to ingress of dirt/grit,
cleaning operations, damaged or scored balls due to turning and even damage during
preservation. This amounts to schedule delays on the project, due to lack of foresight on
your part.
Suggestion Time: When these expensive valves arrive onsite, keep them in the stores under
ideal conditions until you need them. Install "bobbin" pieces in the pipework. These can
be made with the same face-to-face dimension of the valve so as to eliminate any problems
when the correct valves are fitted. The use of these "Bobbins" will allow all the piping
activities to be completed without any disruption. There will be time required to complete
all the instrument tubing and cable activities when the control valve is fitted, however, this
can be timed just prior to the N2He leak testing activity and subsequent Commissioning of
the system.
Adopting this method also provides enough time to bench test the valve under ideal
conditions, prior to installation and thus eliminating overruns in the field when valves leak,
or do not give positive shut off and have to be repaired in situ.
This same principle should also be adopted in the timed installation ofPSV's. Under
normal conditions these valves will be installed very early with the pipework systems, and
left out in the field for a considerable amount of time. When the time comes to commission
the system, these PSV's now need to be removed, re-calibrated and reinstalled.
Instead: Install the 'dummy' piece or made up fitting of screwed connections and leave the
PSV's in the stores. Bench test the units prior to commissioning and give the operations
team a longer usage time with the fully tested and certified PSv. Doing this will prevent
the need to replace or rework valves due to corrosion or damage.
The following chart shows the benefits ofnot installing Control Valves early.
193
10 10 Task Name
Normal Conditions
...;.
Control Valve installed early with Pipework
SUbjected to Pipe Flushing Open/Closing
Come Commissioning Valve found damaged
5 Remove Valve from pipewor1<
6 Change seals and or ball
7 SUbject to spares available or delivery
8
9
10
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12

13
14
15

16
17
18
Control Valve Comparison Chart
Retest valve
Reio;tall and caoJes
Re-Leak test
ReAstart Commissioning
'SuggestedMethod 7days
.... ,
....
Bobbin piece installed early with Pipework 1day
Pipe Flushing ongoing 1 day

Bench Test Vahi6 prior to Installation 3 days
Install Control Valve, Tubing & Cables 3 days
Start Commissioning 1 day
hebasisofthiscomparisonisthe I-dayapplication. Theday
auld includeone largeoranumberofsmallervalves. The
Saving
6 Days per activity
-chartindicatesthenumberofactivitiesrequiredandis not
scopedregardingresourcesrequired.
B. Relative increasedependingonsystemsize.
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1 day
1 day
2 days
1day
1 day
I
Poor Timing of the Installation of Control Valves and Pressure Relief Valves - Schedule Impact
The illustrationbelowshowstheempirical data relativeto scheduledelayattributedtobadtimingofthe installationof
PCV/LeV/psv' s.
Thisscheduledelaymanifestsitselfinthefonnoflengthyand costlyhours.
Thewholepiechartmakesup thetotal scheduledelay(100%)attributedto thevariouselementsdiscussedinthischapter.
topoortimingoftheinstallation
\0 ofPCV'sILCV'sandPSV's
Vl
5-8 %
IOn atypicalmulti-module
largeprojectthiscan amountto
2-4weeksscheduledelay.
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Oil l u s i n ~ ofHydraulicSystems / Lube Oil Systems
Whetherthis activity is covered by ConstructionorCommissioning,undernormal
conditionsitcantakeup to threemonthsto haveatypical systemcleanedas pertheNAS
specification, becauseofall orsomeofthepointsgivenbelow. Dueto thecritical timingof
this operationfor practicalpurposes,it is advisableto parallelas manysystemsas possible
withthespecializednatureoftheprocedure.
Withinthespecificationtherearetwomethodsofmeasuringthecontaminationlimits, i.e.,
practice785 controlfiltergravinetricmethodand practice 598particlecountmethod, both
ofwhichwill maintainthe requirementsneeded.
Makethedecisionearly, checktheextentofthe system, materials, labourrequirements,
specializedequipmentneeded and ifnecessarybringina SpecialistVendor. You must
ensurethatwithinyourscheduleyouhavepreparedforthisscopeofwork, becauseon
numerousoccasionsthishas not beenplannedcorrectlyanddelaysandoverrunsare the
resultantoutcome.
Overthevariousprojectswehavefound itbeneficial to adoptaspecialistcontractorto
carry outthisscopeofthe work. Theywill providethepumps,hoses, specializedanalysis
measuringequipmentand recommendedcleaningfluids. Itis also advisableto makethe
vendorresponsiblefortheenvironmental conditionsanddisposal.
Definitions to consider:
1. Part: Onepiece,ortwoormorepiecesjoinedtogether,whichareNOTnormally
subjectto disassemblywithoutdestructionofdesigneduse.
2. Assembly: Anumberof partsorsubassembliesoranycombinationthereof joined
togetherto performaspecificfunction.
3. Line: Atube,pipeorhoseassemblywhichacts as aconductorofhydraulicfluid.
4. Fitting: Thosepiecesnormallyemployedin connectinglines and/orpartstogether.
Other points to consider are as follows:
a) Checkthatthe systemis completein respectto the circuitthatwill becleaned.
b) Checkthatthe systempipingdoesnotcontainany 'DeadLegs'
c) Checkthatall flangedjointshavethecorrectgasketfitted and all torquefigures are
right.
d) Checkthatall manual valvesareincludedand the correcttype.
e) Checkthatall NDTreportsare OK.
) Checkthatthe hydraulic calculationsare correctwithregardstoflowand returnline
sIzes.
g) Thefluid samplesizeusedto checkthecleanlinesswill beproportionalofthetotal
volumeoffluidcontained in thesystembeingchecked
Itis imperativethatoncethesystemis cleanedto thestandardrequired, itremainsthe
custodianofthe Commissioningdepartmentuntil handed overto Operations. The pie chart
011 the next page shows the potential delay scenario as related to Hot Oil flushing.
196
Oilflushing- ScheduleImpact
Theillustrationbelowshowsthe empiricaldatarelativeto scheduledelayattributedto lackoffull oil flushing.
Thisscheduledelaymanifests itselfintheform oflengthyandcostlyhours.
Thewholepiechartmakesupthe totalscheduledelay(100%)attributed to the variouselementsdiscussedinthis chapter.
Scheduledelayattributedtopoor
\D
orlackofoil flushingofhydraulic
-.)
andlubesystems
5-8 %
On atypicalmulti-module
largeprojectthiscanamountto
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Sub Sea System
Onshoretestingofexpensivesub seaequipmentpriorto installationontheseabedis an
enormousadvantagenowrecognizedby many Operatorsandhasbecomethestandardway
of"doingthings".
Inharshenvironmentswhererepairwork is dependenton weather,mobilizationand stand-
by timecostfor"repairvessels"can besignificantand productiondowntimecostscan
reachastronomicalproportions. Definitely notwhattheownersare lookingfor.
Asimplecostlbenefitanalysiswill convinceyou thatyou need to planforthis testto take
place.
TheobjectivesofperformingaSystemIntegrationTest(SIT)ofsub-seaequipmentpriorto
installationOffshoreis asfollows:
../ Verify theoperational proceduresand manuals.
../ Verify thephysical interfacebetweenthe subsystems.
../ Trainingofpersonnelfor the equipmentandoperations.
../ Documentthe equipmentandoperationswithphotoandvideo records.
../ Verify theROVaccessibilityandoperations.
../ Ensurethatall unique features are identifiedandtested.
../ Increasesub-seaperformance,optimizeoffshorescopeandreducecost.
../ Verificationandoperationofvarioustoolsandauxiliary equipment.
198
The illustration shows the vario/ls interfaces
involved in a Sub Sea System Integration Test
199
SubSeaSystemIntegrationTesting (SIT)- ScheduleImpact
The illustrationbelowshowstheempiricaldatarelativeto scheduledelayattributedto lackofSITtestingofsubseaequipment.
Thisscheduledelaymanifests itselfinthefonnoflengthyand costlyoffshorehours.
Thewholepiechartmakesupthetotalscheduledelay(100%)attributedto thevariouselementsdiscussed inthischapter.
tolackofSITtesting
ofsubseaequipment
o
to
8-10%
o
On atypical/argesubseaproject
thiscanamountto

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.....
:3
-

SUMMARY
Key Success Factors in the Execution Phase
./ Instigate a structured and focused meeting structure.
./ Focus on variations to plan and mitigation actions.
./ Always follow up actions with actionee on deadlines.
./ Make sure you have a dedicated materials person allocated to commissioning on a
daily basis to handle all materials and tools/equipment issues.
./ Make sure regulators and certifying authorities are kept informed of all current
activities.
./ Make sure all personnel work on the critical planned activities, if not demand
explanations.
./ Screen all Queries inside commissioning before submitted to engineering.
./ Make sure Commissioning has Query originators that exercise diligence in timely
reviewing of responses and closing of actions.
./ Involve Operations in reviewing Query responses.
./ Make sure that commissioning exercise due diligence in timely manpower (labor)
forecasting.
./ Develop an authorization matrix that specifies spending levels and all relevant
signatory approvals.
./ Put a process in place to regularly monitor and improve on the schedule.
./ Make sure your personnel stay on the critical path activities.
./ Put a preservation program and an accountable engineer in place early and dedicate
resources to preservation.
./ Make sure you boroscope all critical lines for cleanliness.
./ Make sure the onshore compressor testing is timed to suit the required utilities.
./ Make sure the use of the load banks is timed to suit the related activities.
./ Make sure that testing of sub sea systems are witnessed by Operations, and that all
equipment to be used offshore is included in the tests.
./ Make sure the regulators and Certifying authorities are in attendance on all critical
activities.
./ Don't install control valves or pressure relief valves before the systems have been
cleaned.
./ Make sure the hot oil flushing activities are carried out by a competent contractor
and follow up on resulting actions.
201
NOTES
202
NOTES
203
NOTES
204
NOTES
205
NOTES
206
4.0
DOCUMENTATION/HAND-OVER
207
___P_la_nlllJlfL ... _._.... _.._
................. _...._,
,_._ ................1
Execution
Keep your books in order!
LackofkeepingCommissioningandTakeOverdocumentationinorderis aconstantthreat
to theschedule,as yourultimateKeyPerformanceIndicator(KPI) demonstrateshowwell
youareperformingrelativetoTake Overs by the OperationsGroup.
To "scramble"all documentationafterthefact is aguaranteedrecipefordisaster. It will
makeyouraudittrail verydubious,and itwillhinderasmoothand streamlinedTakeOver
processjeopardizingtheprojectschedule.
It does nottakemuchto preventthesethreats. It is simple but requiresrigorousfollow up
from management !
Thatis whatthis chapteris all about.
This chapter deals with the Commissioning and Take Over Documentation only. It does not provide
any reference to other project documentation (except the mentioning ofHand Over Doc from
Construction to Commissioning), as that is outside the scope ofthis book.
208
Documentation
KISS- KeepIt SimpleStupid.
DocumentingCommissioningactivities is yourQAandaudittrail.
Basically,all Commissioningdocumentationbecomespartofwhatyouhand overto
Operationsattheendoftheday.
Example: Thecommissioningdossiersthatyoudevelopandmaintain will be"converted"
to aTakeOverDossierfor presentationto the OperationsGroupwhenyourjobis done.
Timeandtimeagain, weseethe failure to streamlinethedevelopmentand maintenanceof
theCommissioningDossiers. Thisalwaysleads to "lastminutescrambling"to updatethe
dossierspriorto presentationto Operations. "Lastminutescrambling"lastingweekes) not
minutes,henceadverselyaffectingtheschedule.
This is one ofthe most common schedule delay elements in the later phases ofa project.
Focus should be directed at early elimination ofthis delay potential.
Commissioningengineersare nonnallyverygood atcommissioning,and normally notso
goodat beingstructuredwhenitcomesto documentation. Experiencehastold us thatit
paysto employacoupleoftechnicalclerksto helpouthere. Theclerkscansetup all the
necessary Dossiers, makesureandhelpthecommissioningengineer(orLead)maintain
them as the workprogresses,andassistin readyingthem forTakeOverby theOperations
Group. KISS- Keepitsimplestupid!
Thekeyto successhere is simple: Setup thedossiersattheoutsetandmakesure they are
maintainedthroughout! Withthe standardCommissioningengineer;forget it! With alittle
helpfrom afriend, itiseasy!
You, as the Commissioning Manager, should demand a structured set-up from the start
and make sure resources are made available to maintain the dossiers as you go. In that
simple way you have eliminated a significant schedule threat
Andjustoneimportantpoint:
Make sure you "audit" the development ofthe dossiers. Make it a standard agenda item
in your weekly meetings. If YOU losefocus on it, your organization will also!
209
Hand Over/ Take Over
The illustration below shows the 2 main stages (2 and 3) of documentation Hand
Over on a project; Hand Over from Construction to Commissionine and Take Over bv
Operations from Commissionine. In addition it shows the internal QA process within
Construction indicating completion of disciplines within a Commissioning Package (part
system) prior to issuing the Hand Over certificate (1).
2
3
lTags
( or ch
!
Now the pali system is Cvmminltll 11K Dox.tier
ready for comnUssionins r"'-' .....-..... '.., .. _.....
Hu(;k 1If? dl)Cumelllflljl')lI
.men (1,,': Punch li.'i''':'!',
Marki:'u-up drtlwing,)'
(as ('ommiS5ioJ!ed),
QIILrie..t !OW/liS.
C.()ntmlli(OJI/'lg

/is,.
Once cotnmis:s:ioncd. the commissioning
package(s).pan systcm(s) can be handed over to &g!IJafury <:/I,,'t';';ii,\"u
Commissimj/ng pndlgr -S:y>f(?111 bnwulary .sy.um)
....... '." ..... .. ..... ',,'", .. _. ", "."_'H"" .... _.,._.,.. __ __'.". .._
Operations as ou. operable rutil1' (Toke Over packoge)
-lc,
210
Commissioning to Take Over Dossier Evolution
'n'lS isbasic:ul/y."ourf!'4lie:11 (0 Cvnsmu:/iOJI rltar}'Oll willbe
.......... - --....,.... a:;/<.ifJs!ora /-hmdOn:rC'alili<;ql.l. w/('SSOdOlCd/'undlLiS/5
( NOTtheBa.\'icPunc/ions)
17Iis ;:"IJrejid'dossier willi Comllli;:;sionilig
Proaf!ur('s.fltrT,'S! Rerords,tllemarkf'd"I'boundarydrawillg.1, t!J('.
velldorf'(!porl.(, IhehliJlding.'>lis!. Iheprt'servariolJr"!f:fJrd.s.
lug. ... ,'wre: hee/l c(Jllsltfledamiarein agreemenl,
Makesurelha/cadICOll/m. Lead(system rcspollsihh:)
hasaJetofbindaswirl, all (:UI11(!I1(diljdersere
up/rQI/JIhefart. Useu It'chlli<:uldel'/.'"help<JIlthae.
Makesure roll '(audit"tht'
ifryqopmtntoftilt'. dPMierA'
(In arC!gutarbgsls,[orexample
a.'fafixedpurloflheagenda

Make die('on(m. l.eadsmnirHl'il1 rluz uos.,jers
as'he worAprogre!i.'if!:itoiJWJida minute
U;e aIccJl/li<.a1 clakto assist,
[orlhtweeklyproGres... meetings,
lit 'Iris wayyouwill",Ilkt!
$urechatthedo.s:ders aft'bewg Whell (he work isctJmplele, makesltr,'llialall
JlS (he work
df)l'jm(enwtitJ!I isCurrenl whit"it,,.Jwuldhe if!nainruined
l.tJrreclfl', iJlldaddI!lf.! prilll/)W!roml/ieres
syslemliL etc(}$I'erI[,t procedw'es
forToJC(! O../('r.
Signandj(lstr(tht> raKe Ow!rCerri[mJff,and)'lift'I't'gol
------f-------__--___-_----.- -.-.-.. - ---- - --- - --..__..- _-..
atompJefe Take OverDo!;.!'ier10preSf!JllloOpenHiofls.
.
! :
""
wir" Opemlion,\'10 re\.'icwIhc
0\.\1r Do.t{ier.
v "
lVOte: youhaw!IlfIdappropriate
Oper4/;onspen"o"tlc! participation
inc:ommis,)'io/fing, The dossif'T::.'should
alrt:auyha"'eheen priorthe[ormal
Takf! .totlralIH/.mrpr;sesshouldarin!
211
n-ondBendiksenandGeoffYoung
Take Over Dossiers
As explainedonpreviouspages,theTake OverDossieris atransitioningofthe
CommissioningDossiers.
Based on an agreedTake Overprocedurewiththe OperationsGroup,you buildupthe
contentoftheTake OverDossier.
TherearedifferentwaysofsettinguptheTake OverDossier,and dependingon Operation's
requirements, theycan varyfrom projectto project.
However,therearesome"standard"elementsthatyoushouldmakesure are covered.
The illustration belowshowsa "standard" Take OverDossiercontent.
... .. ... .... Hand0"" Certificate(from Cons/nletioll)
............. MarkedUpBuulldaryDrawings
.............................. Asbuilldrawill!;,(redlinemarklipS)
l'wtthLists
.............. 11> SiglledCommissioningprocedures
"' , BlindillglistAa!w!,sla/IIS
Jumper/vg
.....M....... _... Qrwri<!s Ir"sling
.. Regulato/)'issuesI ijllOtallPunchlist)
lIP Preservatioll records
..... VelldorreptJl1s
212
Lessons Learned
Upon completion, all projects do lessons-learned sessions in one form or another. The most
prevalent scheme is to ask some of the key personnel to write a lengthy lessons learned
report that will be shelved the velY minute it is written.
There are two issues with such an approach that makes it a waste of time.
First, at the tail end of the project, the key personnel have already left to go to other
projects somewhere else.
Second, when you start up a new project, nobody has time to sit down and read lengthy
reports from another project. No matter how good the report is, and even if someone does
read it, it is far from an ideal way of transferring lessons learned.
Of course, there is no better lessons learned concept than to transfer all Project and
Operations personnel from one project to the next, but as we all know, in practice, this is
impossible.
How about the KISS approach?
During the project, you performed several risk sessions (risk analysis) that is if you adhered
to the advice given in this book. These risk analysis reports already exist in a very simple
and legible fOlmat, that is again, if you took our advise.
All these risk reports tell you what could have gone wrong and what you did to
mitigate the issues. Since the issues (risks) are already identified and the mitigation
actions too, you've got yourself the best and most useful lessons learned report you
can ever hope to get!
So, take these already existing reports, check the issues for relevance in work-sessions
with your key personnel on your next project and you should be well underway to avoid
repeating the same mistakes on your new project!
213
SUMMARY
Key Success Factors in the Documentation / Hand-over phase
./ Agreeonthe contentoftheTakeOverpackageswithOperationsearly.
./ Developthe CommissioningDossiers(TakeOverpackages)early.
./ Complementthe CommissioningDossiersas the workprogresses.
./ Hireafewtechnical clerksto assistwiththe CommissioningDossiers.
./ Followup onthe CommissioningDossiersdevelopmentin theregularmeetings.
./ Involveregulatorsand certifyingauthoritiesto ensurecomplianceandsignatory
acceptanceof activities.
./ Usethe riskanalysissessionsas basisfor the final lessonslearnedsessions.
214
NOTES
215
NOTES
216
NOTES
217
NOTES
218
NOTES
219

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Commissioningo/ D.

I Itom Descriptionof Result Whatpartofthe Projectdoesthis belongto?

Installation of equipment that earlier failed and repaired without

Lack of spares = schedule delay

Vessel Lead Reqd I Actua' I Reqd I Actual I Roqd I it l

Potrebbero piacerti anche

Commissioning of Offshore Oil & Gas Projects

Commissioning of Offshore Oil & Gas Projects