Saep 329 PDF

Engineering Procedure
SAEP-329 11 December 2014

Project Closeout Reports
Document Responsibility: Project Management Office Department
Saudi Aramco DeskTop Standards

Table of Contents
1 Scope.................................................................. 2
2 Applicable Documents........................................ 3
3 Instructions…...................................................... 4
4 Responsibilities................................................. 14
Exhibit I - Project Closeout Reports - Format…….. 16

Exhibit II - Project Closeout Reports - Checklist…. 18
Exhibit III - Design Deficiencies - Matrix………….. 23
Exhibit IV - Quantity Metrics…………………...…... 24
Previous Issue: 2 July 2014 Next Planned Update: 2 July 2019

Revised paragraphs are indicated in the right margin
Primary contact: Doiron, Shannon Earl (doironse) on +966-13-8809161
Copyright©Saudi Aramco 2014. All rights reserved.

Document Responsibility: Project Management Office Department SAEP-329
Issue Date: 11 December 2014
Next Planned Update: 2 July 2019 Project Closeout Reports
1 Scope
This procedure provides detailed guidelines and establishes responsibilities for project
information collection, preparation and submittal of Project Closeout Reports.
1.1 Purpose
The main purpose of Project Closeout Reports is to provide comprehensive,

consistent and reliable historical project information addressing all project
phases, and to benefit the Construction Agency and other associated entities in
planning, appraising and executing future projects.
1.2 Application
1.2.1 Abbreviated Project Closeout Reports (phase-wise) are mandatory for all
BIs (A, B, C and C1-type projects) with an ER value of $10 million or
greater and less than $50 million. These reports, as a minimum, shall
contain the deliverables covered under Section 3.2.1 and the completed
checklist in Exhibit II.
1.2.2 Full Project Closeout Reports (phase-wise) are mandatory for all BIs
with an ER value of $50 million or greater. These reports shall contain
all deliverables covered under Section 3.2.
1.2.3 Projects with an ER value of $100 million or greater shall conduct After
Action Review (AAR) meetings in conjunction with Lessons Learned
Collection sessions in accordance with Section 3.2.6 and to be held at:
1) Project Proposal completion
2) Mechanical Completion
Exception:
Project closeout reports are waived for Maintain Potential and Third-party projects.
1.3 Timing
Project Closeout Reports shall be assembled and submitted in five progressive

phases during project planning and execution. Each report shall address the
requirements of specific milestones in accordance with the checklist in Exhibit II.
Project Closeout Reports shall be submitted per the below schedule:
1) Within one month of Design Basis Scoping Paper completion,
2) Within two months of Project Proposal approval,
Page 2 of 24
3) Within one month of Detailed Design completion,

4) Within one month of Final Mechanical Completion, and
5) Within one month of On-stream attainment
1.4 Important Terms

1) Front End Loading (FEL) is a process that organizes the project life cycle
into phases, each with defined activities, deliverables and specific
objectives. FEL is applicable for all projects that apply Capital Management
System (CMS). For more details, refer to Front End Loading Manual.
2) Project Types A, B, C & C1 are assigned to the projects by the FPD based
on size (CAPEX) and complexity. For reference, see Exhibit I of SAEP-12.
3) Construction Agency is the organization assigned to execute the project.
4) Project Management is the Saudi Aramco Project Management
administrative area organization that is the default Construction Agency for
Type A, B and C projects.
5) Proponent is the Saudi Aramco organization that owns, operates, and
maintains the completed facility. The Proponent is responsible for signing
the Mechanical Completion Certificate as owner of the facility.
6) Integrated Project Team (IPT) is a team composed of appointed members
from different organizations who work in an integrated manner and have
clear roles and accountabilities toward project planning and execution.
7) Saudi Aramco Project Management Team (SAPMT) is the Construction
Agency team assigned to the project during project planning and execution.
8) Project Sponsor (PS) is an Executive or a member of Management,
appointed by the Proponent organization, who is accountable for meeting
project objectives and steering the IPT towards maximizing investment
value. For more details, refer to the PS Manual.
9) Project Leader is a representative from the Facilities Planning Department
(FPD) that leads the IPT during FEL1 and FEL2 phases.
10) Project Manager is a division-head-level representative from the
Construction Agency, who provides inputs to the Project Leader during
FEL2 and leads the IPT during FEL3 and the project’s execution phases.
11) Senior Operations Representative is the Proponent Business Line
representative involved in all phases of the project, to ensure the short- and
long-term objectives of the Business Line are incorporated during the
project development process.
Page 3 of 24
2 Applicable Documents
The requirements contained in the following documents and forms apply, to the extent
specified in this procedure.
 Saudi Aramco References
Saudi Aramco Engineering Procedures

SAEP-12 Project Execution Plan
SAEP-26 Capital Project Benchmarking Guidelines
SAEP-122 Project Records
SAEP-302 Instructions for Obtaining a Waiver of a Mandatory

Saudi Aramco Engineering Requirement
SAEP-367 Value Improving Practices Requirements
General Instructions
GI-0002.710 Mechanical Completion and Performance
Acceptance of Facilities
GI-0020.520-1 Instructions for Preparing a Project Change Request
GI-0020.700 Post Project Appraisals
GI-0202.301 Definition of Property, Plant and Equipment
Accounts in the General Ledger
Other Documents
Cost & Scheduling Manual
AIM-201 Financial Close-Out of Capital/Non-Capital Projects
3 Instructions
3.1 Submittal Format and System
All Project Closeout Reports shall be prepared in an electronic format and

compiled per Exhibit I into one complete file using Adobe applications (PDF
format in OCR quality). This electronic file shall contain an index at the
beginning to facilitate retrieval of the relevant section.
The reports shall be submitted using the Project Closeout Reports Repository
(PClRR). However, in exceptional circumstances and with prior approval from
the Project Execution Optimization Division (PEOD), the reports can be
submitted on CD-ROM or USB flash drive to the General Supervisor, Project
Page 4 of 24
Execution Optimization Division of the Project Management Office Department

(PEOD/PMOD).
PMOD/PEOD’s Project Technology Integration Unit maintains and supports

PClRR. Contact PTIU for assistance, if required.
3.2 Report Preparation and Compilation of Submittals
Project Closeout Reports shall be prepared and submitted progressively as per

the timing indicated in Section 1.3 above.
Along with each report, a completed Project Closeout Report Checklist (Exhibit II),
signed by the Project Leader/Manager is required. Project Closeout Reports shall
contain deliverables prepared in accordance with the following guidelines which are
also referenced in Exhibit II:
3.2.1 Project Summary
3.2.1.1 Name and Login ID of the following:
(Include for all if changes took place during the respective

project phase)
a. Project Leader/Manager
b. Department Manager
c. BI’s primary contact/representative
3.2.1.2 Project Execution Plans (including revision log) that are

prepared and approved as per SAEP-12.
3.2.1.3 ATP Capital Efficiency’s implemented deliverables (for projects

following ATP Capital Management System requirements):
a. Opportunity Statement
b. Sponsor Nomination
c. Due Diligence Report (for A and B type projects)
d. List of the approved Deliverable Waiver Requests
e. Project Charter
f. Operational Readiness Plan
g. Target Setting (for A, B and C type projects)
h. Assurance Review Reports (including Peer Review Reports)
i. Gate Outcome Reports
Page 5 of 24
j. Description of project specific Final Execution KPIs

k. Benchmarking Reports (Internal and external, per SAEP-26
Capital Project Benchmarking Guidelines)
3.2.1.4 List of approved scope changes. For each item, this list shall
include a concise description of the scope change, the business
or technical justification for the change, and any cost and
schedule impact as a result of the change.
A scope change is defined as any deviation from the approved

DBSP. In addition, any design that exceeds the current Saudi
Aramco standards and specifications and is not already
specified as part of the DBSP shall be considered as a scope
change. For subsequent project phases, a scope change is
defined as a similar deviation from the approved Project
Proposal. Such changes shall be clearly identified and
documented during the various project phases until
construction completion. The following are examples of
typical scope changes:
1. Design exceeding the current Saudi Aramco standards and
specifications
2. Equipment capacity and sizing changes or addition/deletion
of equipment
3. Plot plan changes
4. Process control plan or system changes (changes in I/O
count, type of control system, etc.)
5. Other design changes as a result of the following:
a. Operations requested changes and additions to the scope
b. Safety Risk Assessment studies (including Building
Risk Assessment)
c. Value Improvements Practices (including Project Risk
Management) proposals (see SAEP-367)
d. Underground obstructions such as rock or utilities
interferences, etc.
e. Site investigations
3.2.1.5 For each contract and/or contractor location (IK/OOK), clearly

identify and document the design deficiencies occurring during
the various project phases. This shall be done using the Design
Page 6 of 24
Deficiency Matrix in Exhibit-III. The description of the

deficiencies should be brief and simple but must be specific
and easily understood. Documentation of design deficiencies
will help assess meaningful analysis of the problems, develop
lessons learned and recommendations, and formulate future
approaches to design.
The completed Design Deficiency Matrix shall be included in

the Project Closeout Report and also sent to Design Manager,
Southern Area Projects Department (SAPD).
The Design Manager will review/assess the observed

deficiencies with the SAPMTs, accumulate lessons learned,
formulate recommendations for design execution, and maintain
the Design Deficiencies Database. The Design Manager will
also prepare a consolidated report, including recommendations,
and distribute to Construction Agency Department Managers
on a quarterly basis.
Note: The focus shall be the engineering packages completed either
by IK GES+ or OOK design firms during the DBSP, Project
Proposal and Detailed Design phases as well as design
deficiencies caused by the IK-EPC or LSTK contractor(s).
This will help provide feedback to the contractors.
3.2.1.6 Log of approved Project Change Requests (PCR). The log

shall indicate the category of reason for the PCR, a concise
description of the change, justification for the change and any
cost and schedule impact for each PCR.
3.2.1.7 Log of approved Change Orders for each contract. The log
shall include a concise description of each change, the
standardized reason for the change (see change order
supplement, SAP transaction), and any cost and schedule
impact of the change order.
3.2.1.8 List achievements and successes experienced by the project.

Briefly describe the project’s accomplishments and compare to
the initial scope, baseline cost, schedule, and the original
premises for financial evaluation. In addition, address any
special project execution techniques, if applicable.
3.2.1.9 List of major issues with concise narratives encountered during

the phase, i.e., issues related to site access, constructability,
historical landmarks, obstructions during excavation, etc.
Page 7 of 24
3.2.1.10 List of recommended/required Value Improvement Practices

(VIPs) indicating those that were implemented in accordance
with SAEP-367. If the VIPs implemented are different from
the agreed VIP plan, provide justification for the difference.
Also, include consolidated reports for each of the following
VIPs: Value Engineering, Project Risk Management, Lesson
Learned, Constructability, Planning for Startup, and Schedule
Optimization.
3.2.1.11 End-of-phase Performance Evaluation Report for each

engineering contractor. In addition, include a narrative to
address each contractor's performance in schedule, cost,
quality, and safety.
Also, provide a copy of the performance evaluation report for

the engineering contractor(s) at the 90% construction stage
(submission at MC) as viewed from the Construction Agency's
perspective.
3.2.1.12 Average Project Quality Index from contract award to final

MCC and log of Non-Conformance Reports.
3.2.1.13 Average Project Safety Index from contract award to final MCC.
3.2.1.14 Copies of the following reports and certificates:

a. At Project Proposal approval: final Project Planning Update
Report (PPU), Proposal Budget Item Summary Report
(PBISR) and Proposal Engineering Statistics Report (PES)
b. At Detailed Design completion: current Monthly Project
Update Report (MPU), Budget Item Summary Report
(BISR), Project Completion Schedule (PCS), and Design
Engineering Statistics Report (DES)
c. At Mechanical Completion: final Monthly Project Update
Report (MPU), Budget Item Summary Report (BISR),
Project Completion Schedule (PCS) and Mechanical
Completion Certificate (MCC)
d. At On-stream (OS): Performance Acceptance Certificate
(PAC)
3.2.1.15 Confirm that as per SAEP-334:

o All unused drawing numbers, revision numbers and tag
numbers have been returned in iPlant.
Page 8 of 24
o Issue for Construction (IFC) and As-built drawings have

been submitted in iplant.
3.2.2 Cost and Man-hours
3.2.2.1 For each contract and/or contractor location (IK/OOK), phase-

wise total planned and actual costs and man-hours information
for the Construction Agency (including SMP, Project
Management Contract, etc.). The total cost should include
labor, vehicles, aircraft costs, business trips, consumable or
non-consumable office supplies or material and other
Construction Agency-associated charges for the project.
3.2.2.2 Planned and actual costs and man-hours information for each
Contractor (including engineering contractors) involved in the
project. All costs and man-hours associated with change orders,
manufacturer bid equalization, commissioning assistance,
surplus material, stand by time/delay costs, incidental services,
or any other payments incurred by the contractor toward the
execution of the contract should also be accounted for.
3.2.2.3 All other miscellaneous costs not identified above that may
include:
a. Saudi Aramco construction equipment, such as rented,
leased and chartered vehicles, aircraft, marine and
construction equipment.
b. Miscellaneous direct costs such as living and
transportation expenses IK and OOK, miscellaneous
invoiced costs, SAO inspection costs, start-up/
commissioning costs, vendor representatives, employee
business assignments outside SAO, SEC power, etc.
c. Prorates, miscellaneous reallocated costs and other indirect
costs such as engineering and construction overhead.
3.2.3 Schedule and Staffing Profile
3.2.3.1 Planned and actual key milestone dates for the following
phases, should they apply. Include reasons for variances where
planned and actual milestone dates differ:
a. FEL 1 (Business Case) and FEL 2 (Study and Design
Basis Scoping Paper) milestones:
i. Approved Business Case (except C1-type projects)
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ii. Approved Study (for A and B type projects)

iii Design Basis Scoping Paper (Approval of FEL2,
DBSP Gate 2)
iv. Approved Project Execution Plan
v. Approved Prior Approval Expenditure Request (PAER)
b. Project Proposal (FEL3) milestones:
i. Project Proposal start
ii. Approved PEP
iii. Project Proposal completion/approval
iv. ERA (planned date only)
c. Detailed Design milestones:
i. Issue detailed design bid package (LSPB)
ii. Detailed design contract(s)/ service order award (LSPB)
iii. Detailed engineering start
iv. 90% detailed design reviews (completed)
v. Engineering complete (all IFCs and other engineering
deliverables issued)
d. Procurement milestones:
i. Issue first purchase requisition
ii. Complete vendor bid evaluation for last purchase
requisition
iii. Release last purchase order
iv. Last major equipment delivered
v. Long lead equipment and associated durations (list all)
e. Construction milestones:
i. Issue bid packages
ii. Bid close
iii. Construction contract award
iv. Construction start
v. Mechanical completion, final MCC issued
Page 10 of 24
vi. On-stream
3.2.3.2 Critical Path Method (CPM) work schedules including

approved original schedule, approved revised baseline
schedules, and last updated schedule for the following:
a. Project Proposal
b. Detailed Design
c. Procurement
d. Construction and Pre-commissioning
e. Commissioning and Start-up
3.2.3.3 For each contract and/or contractor location, Construction

Agency (including SMP, PMC etc.) and contractor’s monthly
planned and actual man-hours and histogram/staffing profile
with table indicating discipline and the consolidated total man-
hours associated with the following phases:
a. Project Proposal
b. Detailed Design
c. Procurement
d. Construction and Pre-commissioning
e. Commissioning and Start-up
3.2.4 Materials
3.2.4.1 Total material costs as follows:

a. Total IK and OOK (listed separately) materials costs for
9COM (previously known as Direct Charge (DC))
materials booked to the project accounts for both expense
and capital items. For each equipment item with a unit
value greater than $250,000, attach selected vendor's final
purchase order pricing data and equipment spec sheets.
b. Total IK costs for 9CAT [previously known as Saudi
Aramco Materials System (SAMS)] materials booked to
the project accounts for both expense and capital items.
c. Total contractor supplied materials costs booked to the
project accounts for both expense and capital items.
Page 11 of 24
3.2.4.2 List of the purchase orders (PO) indicating if they were

procured by Saudi Aramco (segregated by DC or Novation),
approximate number and value. Describe if these PO’s were
delivered on time or not. Identify any advantages or problems
that arose due to Saudi Aramco procurement activities.
Also indicate if there were any significant changes to PO’s and
whether or not there was any cost or schedule impact.
3.2.4.3 Provide actual data related to the quantities of the main

equipment and bulk materials acquired, finally installed, and
used within the project. This shall be done using the Quantity
Metrics in Exhibit-IV.
3.2.5 General
3.2.5.1 Waivers log if applicable. The waivers log contains the approved
waivers (see SAEP-302) that allow non-compliance to the
Mandatory Saudi Aramco Engineering Requirements (MSAERs).
It also indicates when waivers are obtained (i.e., DBSP, Project
Proposal, Detailed Design, Construction, after the fact, etc.)
3.2.5.2 List of:

a. Permits (environmental, land use, or other critical safety or
regulatory compliance permits) required for the project.
b. Licensor agreement(s), if applicable, and deliverables list
of the agreement. Also provide recommendations about the
appropriate timing for the award of Licensor agreements
relative to the timing of the Project Proposal contract and
any best practice that could be useful to other projects.
3.2.5.3 Project Records archiving and disposal. Provide a directory of

where vital project data and documents produced during the
project cycle are stored or archived and the archival point of
contact (if applicable), per the requirement of SAEP-122.
3.2.5.4 Include ten to twenty (maximum) photos of the project,

especially for critical construction milestones, as it progressed
from initial stages to project completion. Please include the
date and the description of each photo.
3.2.6 After Action Review Meetings
All projects with an ER value of $100 million or greater shall conduct

After Action Review (AAR) meetings in conjunction with Lessons
Page 12 of 24
Learned Collection sessions (see SAEP-367) to be held at:

1) Project Proposal completion
2) Mechanical Completion
Meeting timing will support issuing the respective Project Closeout

Report at Project Proposal approval and Mechanical Completion
consistent with the requirements of Section 1.3.
The purpose of these meetings is to identify and record lessons learned that
could be used to improve the planning and execution of future projects.
Meetings shall be chaired by the responsible Construction Agency

Department Manager. Minutes of meetings shall be prepared and signed by
the Project Manager, countersigned by the relevant Department Manager,
and included into the respective progressive Project Closeout Report.
3.2.6.1 Meeting at Project Proposal (PP) Completion

a. Meeting’s participants will include:
i. Construction Agency Department Manager
ii. Project Manager and his selected integrated project
team (IPT) members
iii. Proponent Operations Manager
iv. Capital Program Efficiency Department (CPED)
representative, as applicable.
b. The meeting will address the following subjects as a
minimum:
i. If applicable, elements of ATP Capital Efficiency
requirements, e.g., new deliverables, Value Assurance
Reviews, benchmarking results, Gate Outcome
Reports, Final Execution KPIs, Operational Readiness
Plan (ORP), etc.
ii. Selection of engineering contractors
iii. Engineering contractor performance
iv. Engineering QA/QC compliance
v. Material procurement strategy
vi. Manning of the project (size of team, discipline mix,
etc.)
Page 13 of 24
vii. Interface with the Proponent and other organizations

viii. Use of Value Improving Practices
ix. Permits (environmental, land use, or other critical
safety or regulatory compliance permits required for
the project) and if applicable Licensor agreements
x Other items deemed useful for improving planning
and execution of future projects
3.2.6.2 Meeting at Final Mechanical Completion

a. Meeting participants will include:
i. Construction Agency Department Manager
ii. Project Manager and his selected IPT members
iii. Proponent Operations Manager
iv. Maintenance Superintendent
v. Commissioning Team Leader
vi. Post Project Appraisal Team representative (Finance)
vii. CPED representative, as applicable
b. The meeting will address the following subjects as a
minimum:
i. If applicable, elements of Capital Efficiency,
e.g., Operational Readiness Plan, Target Setting
(final results), Final Execution KPIs (outcome), etc.
ii. Contracting strategy
iii. Execution of contracting plan
iv. Selection of construction contractors
v. Contractor performance
vi. Material procurement strategy
vii. Manning of the project (size of team, discipline mix,
etc.)
viii. Interface with the Proponent
ix. Planning for Commissioning and Start-up
x. QA/QC compliance
xi. Use of Value Improving Practices
Page 14 of 24
xii. Other items deemed useful for improving planning

and execution of future projects
4 Responsibilities
Closeout-related activities during the project life cycle are addressed or performed by
several stakeholders from different organizations and the following are their
responsibilities:
4.1 Project Leader is responsible for submission of the Project Closeout Report
required at DBSP completion.
4.2 Project Manager is responsible for:

a. Submission of all Project Closeout Reports (excluding report required at
DBSP completion, see Section 4.1).
b. Coordination and execution of After Action Review (AAR) meetings and
preparation and issuance of the Minutes of Meeting.
4.3 Project Management Office Department (PMOD)/ Project Execution

Optimization Division (PEOD) is responsible for:
a. Explaining this procedure, SAEP-329
b. Assisting SAPMT in fulfilling the Value Improving Practices (VIP)
requirements stipulated in SAEP-367
c. Maintaining the Repository of Project Closeout Reports.
4.4 Design Manager, Southern Area Projects Department (SAPD) is responsible for
maintaining the Design Deficiencies Database and associated activities specified
in Section 3.2.1.5.
4.5 All key stakeholders and concerned departments that participated in the project
planning and execution and provided support to the integrated project team(s)
are required to:
a. Ensure that the invited participants attend the AAR meetings
b. Provide such data and information as may be required to fulfill the
requirements of this procedure and prepare the Project Closeout Reports
Revision Summary
2 July 2014 Major revision.
11 December 2014 Editorial revision to revise Project Sponsor definition and repair broken hyperlinks.
Page 15 of 24
Exhibit I – Project Closeout Reports - Format

(Cover Page & Index)
Cover Page
Project Closeout Report

Type: Abbreviated or Full
Milestone: DBSP or Project Proposal or Detailed Design
or Mechanical Completion or On-stream
BI No. ------------------------------
BI Title -----------------------------
Department--------------------------
Page 16 of 24
Index
I. Deliverables Checklist (duly filled-in and signed)
II. Summary
1. BI and Department Representatives
2. Project Execution Plan(s)
3. ATP- Capital Efficiency Requirements (if applicable)
4. Scope Change(s)
5. Design Deficiencies
6. Project Change Request(s)
7. Change Order(s) Log
8. Achievements and Successes
9. Major Issues
10. Value Improvements Practices
11. Performance Evaluation Report(s)
12. Project Quality Index and Log of NCRs
13. Project Safety Index
14. Final Reports
III. Cost and Manhours
1. Construction Agency
2. Contractor(s)
3. Miscellaneous Costs
IV. Schedule and Staffing Profile
1. Milestone Dates
2. Schedules
3. Histograms
V. Material
1. Material Costs
2. Purchase Orders
3. Quantities
VI. General
1. Waivers
2. Permits and License Agreements
3. Project Records
4. Project Photos
VII. After Action Review Meetings Minutes
Note: Progressive project closeout reports are to be assembled as per above index and each report shall only
address the requirements of specific milestones indicated in the Project Closeout Reports’ Checklist
(Exhibit-I). Please indicate NA for above item(s) that are not applicable to the respective project closeout
report.
Page 17 of 24
Exhibit II – Project Closeout Reports - Checklist

(Click here to download editable file)
BI Title: BI No.
Please write N.A. to indicate Not Applicable or an Completely Legend:
100%
integer number (with no decimals) from 0 to 100 in Submitted Design Basis Scoping
each % complete cell with fill color representing the Partially 0% < X Paper: DBSP
actual status of each section. Additionally, in the Submitted <100% Project Proposal: PP
Remarks column cite the reasons for Partially/Not Not Submitted 0% Detailed Design: DD
submitted submittals and provide target dates for re- Mech Completion: MC
Not Applicable N.A.
submittals. On-stream: OS
Required at:
D %
Ref.
Description B P D M O Complet Remarks
Section
S P D C S e
P
3.2 - Report Preparation and Compilation of Submittals
Prepare, compile, and submit
a x x x x x
progressive Project Closeout Report.
Include this completed checklist
b (signed by the Project x x x x x
Leader/Manager)
3.2.1 – Project Summary
3.2.1.1 Provide the Name and Login ID of the following:
a Project Leader/Manager x x x x x
b Department Manager x x x x x
c BI Primary Contact/Representative x x x x x
Provide approved Project Execution
3.2.1.2 x x x
Plans (including Rev Log).
3.2.1.3 Provide the following ATP Capital Efficiency-required deliverables:
a Opportunity Statement x
b Sponsor Nomination x
Due Diligence Report (for A & B type
c
projects)
x
List of approved Deliverable Waiver
d
Requests
x x
e Project Charter x x
f Operational Readiness Plan x x x
g Target Setting (except C1-type projects) x
Assurance Reviews Reports including
h
Peer Review Reports, as applicable
x x
i Gate Outcome Report x x
j Description of Final Execution KPIs x
Benchmarking Reports (Internal and/or
k
External)
x x
Page 18 of 24
3.2.1.4 Provide a list of approved Scope Changes:

a from approved DBSP x
from approved Project Proposal to
b
completion of Detailed Design
x
from completion of Detailed Design to
c
Construction completion
x
3.2.1.5 Provide completed Design Deficiencies Matrix for the following:

a from approved DBSP x
b from approved Project Proposal x
from approved Detailed Design (for
c
LSPB contract)
x
from approved Detailed Design (for
d
LSTK contract)
x
3.2.1.6 Provide log of approved Project Change Requests (PCRs) for:
a Detailed Design Phase x
Construction & Pre-commissioning
b x
Phases
Provide log of approved Change
3.2.1.7 x x
Orders each contract.
Describe the achievements and successes or special project
3.2.1.8
execution techniques implemented during:
a Project Proposal x
b Detailed Engineering x
c Procurement x
d Construction & Pre-commissioning x
Provide list of major issues
3.2.1.9 x
encountered.
For respective phase, provide a list
of the VIPs that were recommended,
3.2.1.10 concurred and implemented. Include x x x x
consolidated reports for those
implemented.
Provide end-of-phase Performance Evaluation Report and narrative
3.2.1.11
addressing final performance in schedule, cost, quality, and safety:
Detailed Engineering (at DD
b
completion)
x
c Engineering at 90% of Construction x
Procurement, Construction & Pre-
d
commissioning
x
Page 19 of 24
Provide average PQI and log of

3.2.1.12 x
NCRs
3.2.1.13 Provide average Project Safety Index x
3.2.1.14 Provide copies of:
a Final PPU, PBISR and PES x
b Current MPU, BISR, PCS and DES x
c Final MPU, BISR, PCS and MCC x
Final Performance Acceptance
d
Certificate
x
3.2.1.15 Return and submit in iPlant:
All unused drawing-, revision- and tag-
a
numbers.
x x
b Issue for Construction (IFC) drawings x
c As-built drawings x
3.2.2 - Cost and Man-hours
For each Contractor location (IK/OOK), provide total planned and
3.2.2.1 actual costs and man-hours info for Construction Agency (including
SMP, PMC etc.), associated with the following phases:
b Detailed Engineering x
c Procurement x
d Construction and Pre-commissioning x
e Commissioning x
Provide planned and actual costs and man-hours information for
3.2.2.2
every contractors involved in the project, as applicable:
a DBSP Phase x
b Project Proposal Phase x
c Detailed Engineering Phase x
d Procurement Phase x
Construction and Pre-commissioning
e
Phase
x
f Commissioning Phase x
Provide all other miscellaneous costs not identified above that may
3.2.2.3
include:
a Saudi Aramco construction equipment x
b Miscellaneous direct cost x
Miscellaneous reallocated costs and
c
other indirect costs
x
3.2.3 - Schedule and Staffing Profile
Provide planned and actual key milestone dates for the following
3.2.3.1
project phases, citing reasons for the variances:
Page 20 of 24
a FEL 1 and FEL 2 milestones:

Approved Business Case (except C1-type x
i.
projects)
ii. Approved Study (for A & B type projects) x
iii. Approved DBSP x
iv. Approved PEP x
v. Approved PAER x
b FEL 3 milestones:
i. Project Proposal Start x
ii. Approved PEP x
iii. Project Proposal Completion/Approval x
iv. ERA (Planned date only) x
c Detailed Design milestones:
Issue Detailed Design bid package (LSPB
i.
contracts only) x
Detailed Design Contract(s) / Service
ii.
Order Award (LSPB)
x
iii. Engineering start x
iv. 90% Detailed Design Reviews- completed x
v. Eng. complete (all IFC's issued) x
d Procurement milestones:
i. Issue first Purchase Requisition (PR) x
Complete Vendor Bid’s Evaluation for last
ii.
PR x
iii. Release last purchase order x
iv. Last major equipment delivered x
All long lead equipment and associated
v.
durations x
e Construction milestones:
i. Issue Bid Packages x
ii. Bid close x
iii. Construction Contract award x
iv. Construction start x
v. Mechanical Completion x
vi. On -stream x
Provide Critical Path Method Work Schedules indicating approved
3.2.3.2 original schedule(s), approved revised baseline schedule(s), and last
updated schedule(s).
b Detailed Design x
c Procurement x
e Commissioning & Start-up x
Page 21 of 24
For each contract/contractor location, provide the Construction

Agency (including SMP, PMC etc.) and contractor(s) monthly
3.2.3.3 planned and actual histogram/staffing profile(s) with the table
indicating discipline-wise and consolidated total man-hours
associated with the respective phase:
b Detailed Design x
c Procurement x
e Commissioning x
3.2.4 - Materials
3.2.4.1 Provide the total Material Costs as follows:
Total IK and OOK (kept separate) costs
for 9COM materials. For each item
a
valued greater than $250,000, attach
x
copy of PO.
b Total IK costs for 9CAT materials x
c Total contractor supplied material costs x
Provide a list of the Purchase Orders
(POs) indicating if they were
3.2.4.2 procured by Saudi Aramco x
(segregated by DC or Novation), and
info required in the referred section.
3.2.4.3 Provide completed Quantity Metrics. x
3.2.5 - General
For the respective phase of the
3.2.5.1 project, provide a copy of the x x x
waivers log.
3.2.5.2 Provide a list of:
a All permits required for the project x
All the project’s Licensor agreements, if
b applicable, and the respective x
deliverables list of the agreement(s).
Provide Project Records archiving and
3.2.5.3 x
disposal directory (see SAEP-122)
Include project photos (maximum
3.2.5.4 10-20), for critical construction x
milestone stages.
3.2.6 - After Action Review Meeting
3.2. 6.1 Provide minutes of the After Action Review (AAR) Meeting:
b Construction x
Page 22 of 24
Exhibit III – Design Deficiencies - Matrix

Page 23 of 24
Exhibit IV – Quantity Metrics

QUANTITY METRICS - ACTUAL

BI No.
Project Title
Project Type
Project Sub-Type
UNIT OF
DESCRIPTION QUANTITY
MEASURE
(*) Process Equipment (Compressors, pumps,
pressure vessels, heat exchangers, fire heaters & Each
boilers, cooling towers, tanks, turbines, etc.)
Piping Length Meters
Piping Weight Tons
Structural Steel Weight Tons
Plot Area Square Meters
Buildings Square Meters
Electrical Cable Length Meters
Instrumentation Cable Length Meters
Volume of Concrete Cubic Meters
Total I/O Points (DCS, VMS & ESD) Each
(*) Attach Equipment List
Page 24 of 24

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Engineering Procedure

SAEP-329 11 December 2014

Saudi Aramco DeskTop Standards

Exhibit I - Project Closeout Reports - Format…….. 16

Previous Issue: 2 July 2014 Next Planned Update: 2 July 2019

Copyright©Saudi Aramco 2014. All rights reserved.

The main purpose of Project Closeout Reports is to provide comprehensive,

Project Closeout Reports shall be assembled and submitted in five progressive

3) Within one month of Detailed Design completion,

1.4 Important Terms

 Saudi Aramco References

Saudi Aramco Engineering Procedures

SAEP-302 Instructions for Obtaining a Waiver of a Mandatory

3.1 Submittal Format and System

All Project Closeout Reports shall be prepared in an electronic format and

Execution Optimization Division of the Project Management Office Department

PMOD/PEOD’s Project Technology Integration Unit maintains and supports

3.2 Report Preparation and Compilation of Submittals

Project Closeout Reports shall be prepared and submitted progressively as per

3.2.1 Project Summary

3.2.1.1 Name and Login ID of the following:

(Include for all if changes took place during the respective

3.2.1.2 Project Execution Plans (including revision log) that are

3.2.1.3 ATP Capital Efficiency’s implemented deliverables (for projects

j. Description of project specific Final Execution KPIs

A scope change is defined as any deviation from the approved

3.2.1.5 For each contract and/or contractor location (IK/OOK), clearly

Deficiency Matrix in Exhibit-III. The description of the

The completed Design Deficiency Matrix shall be included in

The Design Manager will review/assess the observed

3.2.1.6 Log of approved Project Change Requests (PCR). The log

3.2.1.8 List achievements and successes experienced by the project.

3.2.1.9 List of major issues with concise narratives encountered during

3.2.1.10 List of recommended/required Value Improvement Practices

3.2.1.11 End-of-phase Performance Evaluation Report for each

Also, provide a copy of the performance evaluation report for

3.2.1.12 Average Project Quality Index from contract award to final

3.2.1.14 Copies of the following reports and certificates:

3.2.1.15 Confirm that as per SAEP-334:

o Issue for Construction (IFC) and As-built drawings have

3.2.2 Cost and Man-hours

3.2.2.1 For each contract and/or contractor location (IK/OOK), phase-

3.2.3 Schedule and Staffing Profile

ii. Approved Study (for A and B type projects)

3.2.3.2 Critical Path Method (CPM) work schedules including

3.2.3.3 For each contract and/or contractor location, Construction

3.2.4.1 Total material costs as follows:

3.2.4.2 List of the purchase orders (PO) indicating if they were

3.2.4.3 Provide actual data related to the quantities of the main

3.2.5.2 List of:

3.2.5.3 Project Records archiving and disposal. Provide a directory of

3.2.5.4 Include ten to twenty (maximum) photos of the project,

3.2.6 After Action Review Meetings

All projects with an ER value of $100 million or greater shall conduct

Learned Collection sessions (see SAEP-367) to be held at:

Meeting timing will support issuing the respective Project Closeout

Meetings shall be chaired by the responsible Construction Agency

3.2.6.1 Meeting at Project Proposal (PP) Completion

vii. Interface with the Proponent and other organizations

3.2.6.2 Meeting at Final Mechanical Completion

xii. Other items deemed useful for improving planning

4.2 Project Manager is responsible for:

4.3 Project Management Office Department (PMOD)/ Project Execution