Gas Development Project for the
Unitization of the Jambaran-Tiung Biru
Field
PROJECT EXECUTION PLAN
Doc No.
A
Rev
28 Dec 15
Rev Date
Issued For Bid
Description
DTS
JY
SS
SS
Prepared By
Checked By
Endorsed By
Approved By
JIMBARAN
TIUNG BIRU
PROJECT
PROJECT EXECUTION PLAN
Rev A
Page 2 of 72
Document Information
Revision History
Revision
Section
A
All
Description
Issued for Bidding
Distribution List
Master Controlled copy
Honeywell Document Control
Controlled Copy
Customer
Controlled Copy
Honeywell Projects
Copyright Statement
This document contains information that is confidential and proprietary to Honeywell and may not be
reproduced or given to third parties without the express written permission of Honeywell.
Copyright 2022, Honeywell
Source
This document was developed and prepared by Honeywell.
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TABLE OF CONTENTS
1
REFERENCE DOCUMENTS.......................................................................................................8
1.1
1.2
2
Pertamina EP CEPU:...................................................................................................................... 8
Codes/Standards ............................................................................................................................. 8
ABBREVIATIONS, DEFINITIONS AND NOMENCLATURE ....................................9
2.1
2.2
3
Terms.............................................................................................................................................. 9
Abbreviations ................................................................................................................................. 9
INTRODUCTION ...............................................................................................................12
3.1
3.2
3.3
3.3.
3.4.
3.5.
3.7.
3.8.
4.
Purpose of the Document ............................................................................................................. 12
Project Overview .......................................................................................................................... 12
HONEYWELL as a MAC............................................................................................................ 12
HONEYWELL Value Proportion .............................................................................................. 13
Honeywell Mission Statement ................................................................................................. 14
Quality Statement ...................................................................................................................... 15
Honeywell Executive sponsor .................................................................................................. 15
Confidentiality ............................................................................................................................. 15
PROJECT OVERVIEW .............................................................................................................16
4.1.
4.2.
4.3.
4.4.
5.
Basis of the Execution Plan ..................................................................................................... 16
Key factors for Success of the Project ................................................................................... 16
MAC Scope of Work Overview ................................................................................................ 17
Project Locations and Sourcing............................................................................................... 19
PROJECT EXECUTION STRATEGY ..........................................................................................20
4.5.
Project Execution Work Flow ................................................................................................... 20
4.5.1.
4.5.2.
Manufacturing Process for ICSS - JTB MAC ............................................................ 20
Detailed Explanation on Implementation ................................................................... 23
4.6.
4.7.
4.8.
4.9.
Manufacturing & Software development Process for IECS - JTB MAC............................ 23
Detailed design phase .............................................................................................................. 24
Project Implementation phase ................................................................................................. 24
Commissioning Phase .............................................................................................................. 24
4.9.1.
Installation & Commissioning Support ....................................................................... 24
4.10.
4.11.
4.12.
Post Commissioning / Long term Support ............................................................................. 24
Project Milestones ..................................................................................................................... 25
Proposed Project Schedule ..................................................................................................... 25
6.
PROJECT ORGANIZATION ..............................................................................................26
4.13.
Project Organization.................................................................................................................. 26
Project Members and Their Roles and Responsibilities. ...................................................................... 26
6.1.
Honeywell Site Team ................................................................................................................ 31
6.2.
Responsibilities Matrix (Between MAC and CONTRACTOR/Company) .......................... 31
7.
PROJECT MANAGEMENT PLAN ...............................................................................33
6.3.
6.4.
Global Project Management Methodology ............................................................................ 33
Global Project Engineering Methodology .............................................................................. 33
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6.4.1.
Customer satisfaction survey ...................................................................................... 34
6.5.
Project Communication Plan ................................................................................................... 34
6.5.1.
6.5.2.
6.5.3.
6.5.4.
6.5.5.
6.5.6.
6.5.7.
6.5.8.
6.5.9.
Objectives ....................................................................................................................... 35
Project Correspondence .............................................................................................. 35
Communication links and channels ............................................................................ 35
Language ........................................................................................................................ 36
Contact Name(s) and Address of Client .................................................................... 36
Contact Name(s) and Address of Honeywell ............................................................ 37
Correspondence Identification .................................................................................... 37
Correspondence and Telephone/Facsimile Communication ................................. 37
Project authority............................................................................................................. 37
6.6.
Project Controls ......................................................................................................................... 37
6.6.1.
Project Cost Control ...................................................................................................... 38
6.6.1.1.
Purpose....................................................................................................................... 38
6.6.1.2.
Methodology............................................................................................................... 38
6.6.2.
Project Schedule Control ............................................................................................. 38
6.6.2.1.
Purpose....................................................................................................................... 39
6.6.2.2.
Areas of Responsibility ............................................................................................. 39
6.6.2.3.
Scheduling Criteria .................................................................................................... 39
6.6.2.4.
Scheduling Technique .............................................................................................. 39
6.6.2.5.
Progress Updating .................................................................................................... 39
6.6.2.6.
Internal Planning Meetings ...................................................................................... 39
6.6.3.
Reporting ........................................................................................................................ 39
6.7.
Project Change Control ............................................................................................................ 40
6.7.1.
6.7.2.
6.7.3.
6.7.4.
6.7.5.
6.7.6.
Change Management Plan .......................................................................................... 40
Change Management Flow Chart ............................................................................... 40
Change Management Plan Implementation ............................................................. 40
Change Verification and Approval .............................................................................. 41
Approval of PO amendment ........................................................................................ 41
Change Implementation ............................................................................................... 41
6.8.
Customer Progress Reporting / Meetings ............................................................................. 43
6.8.1.
6.8.2.
Progress Reports .......................................................................................................... 43
Customer Kick Off / Progress Meetings .................................................................... 43
6.9.
Document Control...................................................................................................................... 43
6.9.1.
6.9.2.
6.9.3.
6.9.4.
Document Handling Procedure ................................................................................... 43
Electronic Filing System ............................................................................................... 44
Electronic Data Exchange ........................................................................................... 44
Document Transmittals ................................................................................................ 44
8.
ENGINEERING PLAN ..............................................................................................................45
6.10.
6.11.
General........................................................................................................................................ 45
Detailed design phase .............................................................................................................. 45
6.11.1. FEED verification........................................................................................................... 45
6.11.2. Detailed design .............................................................................................................. 46
6.12.
Implementation Phase .............................................................................................................. 47
6.12.1. Engineering Work Packages ....................................................................................... 47
6.12.2. Use of Standard Builds (Toolkit) ................................................................................. 47
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6.12.3.
6.12.4.
6.12.5.
6.12.6.
6.12.7.
6.12.8.
6.12.9.
PCS Hardware ............................................................................................................... 48
PCS Applications........................................................................................................... 48
ESD/FGS Hardware...................................................................................................... 48
ESD/FGS Applications ................................................................................................. 48
HMI .................................................................................................................................. 48
Third Party Interfaces ................................................................................................... 49
Network & High Level System Design ....................................................................... 49
6.13.
Testing......................................................................................................................................... 49
6.13.1. Design Validation Tests ............................................................................................... 49
6.13.1.1. Software Prototype (Typical) test ........................................................................... 49
6.13.1.2. Hardware Prototype (Typical) Test......................................................................... 50
6.13.2. Communication Interface / Handshaking Test ......................................................... 50
6.13.3. Internal Testing .............................................................................................................. 50
6.13.4. System Readiness Review .......................................................................................... 50
6.13.5. Factory Acceptance Test ............................................................................................. 51
6.13.6. Third party interface testing ......................................................................................... 51
6.13.7. Integrated Factory Acceptance Test .......................................................................... 51
6.13.8. Certificate of Acceptance ............................................................................................. 51
6.13.9. Site Acceptance Test .................................................................................................... 52
6.13.10. Pre-Commissioning / Commissioning .................................................................... 52
6.14.
Documentation ........................................................................................................................... 52
6.14.1.
6.14.2.
6.14.3.
6.14.4.
6.14.5.
6.14.6.
INtools Instrument Database ....................................................................................... 52
Loop Schematics ........................................................................................................... 53
Bill Of Materials.............................................................................................................. 53
System Self Documentation ........................................................................................ 53
Technical Query Forms ................................................................................................ 53
Standard System Manuals........................................................................................... 53
6.15.
Packing and Shipping ............................................................................................................... 53
6.15.1. Packing and Preparation for Shipment ...................................................................... 54
9.
INTERFACE MANAGEMENT METHODOLOGY .....................................................56
9.2.
9.3.
9.4.
9.5.
9.6.
9.7.
9.8.
Interface Management Plan .......................................................................................................... 56
Project Responsibilities for Interfaces .......................................................................................... 56
Client Responsibilities ................................................................................................................. 56
MAC Responsibilities .................................................................................................................. 56
CONTRACTOR or Third Party Responsibilities ......................................................................... 57
Potential Interfaces Issues ............................................................................................................ 57
Interface Procedures ..................................................................................................................... 58
9.8.1.
9.8.2.
9.8.3.
9.8.4.
9.8.5.
9.8.6.
Defining ICSS Interfaces ................................................................................................. 58
MAC ICSS 3rd Party Interface ......................................................................................... 58
ICSS Interface Coordination ............................................................................................ 59
Interface Coordination Meetings ..................................................................................... 59
Interface Work Packages ................................................................................................. 59
Interface miles tones within Project Schedule ................................................................. 60
10.
10.2.
QUALITY PLAN ...................................................................................................................61
Quality Plan.................................................................................................................................. 61
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PROCUREMENT PLAN......................................................................................................64
11.2.
11.3.
General ......................................................................................................................................... 64
Breakdown of Work activities...................................................................................................... 64
11.3.1.
11.3.2.
11.3.3.
11.3.4.
11.3.5.
6.15.2.
11.3.6.
Engineering Phase ............................................................................................................ 64
System Integration Phase ................................................................................................. 64
Installation Phase ............................................................................................................. 64
Organisation and Staffing ................................................................................................ 65
Procurement Management ............................................................................................... 65
Subcontract Management ............................................................................................ 71
Materials Coordination .................................................................................................... 73
12.
HEALTH SAFETY ENVIRONMENT (HSE) PLAN ...................................................................74
13.
SITE EXECUTION PLAN .................................................................................................75
13.2.
13.3.
13.4.
13.5.
13.6.
13.7.
13.8.
13.9.
13.10.
13.11.
13.11.1.
13.12.
13.12.1.
14.
14.2.
14.3.
14.4.
Site Scope ..................................................................................................................................... 75
Site Organization and Responsibilities ........................................................................................ 75
Pre-Commissioning Plan .............................................................................................................. 75
Pre-Commissioning Strategy........................................................................................................ 75
Pre-Commissioning Scope ........................................................................................................... 76
Permit to Work (PTW) ................................................................................................................. 76
Pre-Commissioning Responsibilities ........................................................................................... 77
Pre-Commissioning Activities ..................................................................................................... 77
HSE and QA................................................................................................................................. 78
Deficiency List Completion ......................................................................................................... 78
Site Changes and Control............................................................................................. 78
COMMISSIONING AND START-UP PLAN ............................................................................ 78
Commissioning and Start-up Scope ............................................................................. 78
PROJECT COMPLETION PLAN ................................................................................................79
General ......................................................................................................................................... 79
Knowledge Transfer to Customer ................................................................................................ 79
Project Closeout Package ............................................................................................................. 79
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1 REFERENCE DOCUMENTS
1.1 Pertamina EP CEPU:
Document number
JTB-SF-T-SPE-900-00006
JTB-SF-T-SPE-900-0005
JTB-SF-Z-DBS-900-0001
1.2
Document Description
Main Automation Contractor Technical Proposal
MAIN AUTOMATION CONTRACTOR (MAC) REQUIREMENT AND
SCOPE OF WORK
Project Design Basis
Codes/Standards
Term Name
Acronym
American National Standards Institute
ANSI
American Petroleum Institute
API
Institute of Electrical and Electronic Engineers
IEEE
International Electrotechnical Commission
IEC
The Instrument, Systems and Automation Society
ISA
International Standards Organisation
ISO
Technische Uberwachungs Verein
TUV
Underwriters Laboratories, Inc.
UL
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2 ABBREVIATIONS, DEFINITIONS AND NOMENCLATURE
2.1 Terms
Context
COMPANY
CONTRACTOR
SUB CONTRACTOR
Project
MAC
VENDOR
Meaning
Pertamina EP CEPU
Appointed by Company who shall be responsible for detail engineering
design, material and equipment procurements and construction.
Appointed by Contractor to provide services to Contractor
Gas Development Project for Jambaran – Tiung Biru Field (JTB Project)
Main Automation Contractor- Honeywell.
Supplier of services, equipment fabrication or materials
2.2 Abbreviations
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Acronyms
Descriptions
AMS
Asset Management System
AS
Alarm System
BMS
Bypass Management System
BOM
Bill of Material
C&E
Cause and Effect
CCR
Central Control Room
CCTV
Closed Circuit Television
CER
Central Equipment Room
CPF
Central Processing Facilities
DCC
Document Control Centre
DCS
Distributed Control System
DDS
Detailed Design Specification
ESD
Emergency Shutdown System
EPKS
Experion PKS System
FAT
Factory Acceptance Test
FDS
Functional Design Specification
FEED
Front End Engineering Design
FGS
Fire and Gas System
FTA
Field Termination Assembly
FSO
Floating, Storage and Offloading vessel
GPE
Global Project Engineering (Honeywell)
GPM
Global Project Management (Honeywell)
GPS
HART
Global Positioning System
Highway-Addressable Remote Transmitter Communication
Protocol
HMI
Human Machine Interface
HSE
Health, Safety and Environment
HVAC
Heating, Ventilation and Air Conditioning
IAMS
Instrument Asset Management System
ICSS
Integrated Control and Safety System
IFAT
Integrated Factory Acceptance Test
IMS
Information Management System
ISA
The Instrumentation, Systems and Automation Society
LAN
Local area Network
LER
Local Equipment Room
LSS
Load Shedding System
MCC
Motor Control Centers
OLE
Object Linking and Embedding
OPC
OLE for Process Control
OTS
Operator Training Simulator
PAEAS
Public Address / Emergency Alarm System
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PCS
Process Control System
PDCS
Power Distribution Control System
P&ID
Piping and Instrumentation Drawings
PEP
Project Execution Plan
PFD
Process Flow Diagram
PLC
Programmable Control System
PMS
Power Management System
PPF
Production Processing Facilities
QA/QC
Quality Control/Quality Assurance
QMS
Quality Management System
RIETIS
Remote Instrument Enclosure
SAT
Site Acceptance Test
SIL
Safety Integrity Level
SIT
Site Integration Test
SM
Safety Manager
SUDS
SPI
Shared User Database Structure (data exchange)
Smart Plant Implementation by Intools (instrument
database)
UCP
Unit Control Panel
TAT
Typical Acceptance Test
UPS
Un-interruptible Power Supplier
WBS
Work Breakdown Structure
WP
Project Work Package
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3 INTRODUCTION
3.1
Purpose of the Document
The MAC Project Execution Plan document describes the Honeywell processes, activities and
contractual arrangements associated with delivery of the JTB Project to achieve the project objectives.
This document defines the plan, minimum administration requirements, project organization, project
progress, roles and responsibilities. In addition, this document will define the execution of each phase
of the project and each work package including engineering, assembly, sub-contracting, interface
management, system integration, testing, construction, commissioning and start-up support and safety
management.
3.2 Project Overview
The JTB project is expected to produce 178 MMSCFD (169.1 MMSCFD annual average) of pipeline
quality sales gas for export. Solid sulphur removed from the gas sweetening process is produced at
rate of 60 to 120 metric tons/day for export. Condensate is recovered and pumped to ExxonMobil Cepu
limited Banyu Urip Central Processing Facilities (EMCL BU CPF) at a rate of 3,750 bbls/day. Produced
water is recovered and pumped to EMCL BU CPF at a rate of 8,253 bbls/day.
3.3 HONEYWELL as a MAC
The MAC scope of work shall be consistent with the requirements described in COMPANY’s Instruction
to Tenderness and Scope of Work for Main Automation Contractor (MAC) Technical Proposal,
document no: JTB-SF-T-SPE-900-00006, Rev.1 date 14th July 2015.
Honeywell as the MAC will work closely and directly with the CONTRACTOR and the COMPANY
throughout the project from inception to commissioning. MAC will also provide the required interface to
enable COMPANY/CONTRACTOR to liaise with other EPC’s (if Any), the EPC sub-contractors as
needed and to ensure standardization objectives and overall ICSS integration objectives of the
COMPANY are met with.
As MAC, Honeywell will be required to design, engineer, supply, assemble, test and implement the
Integrated Control and Safety System (ICSS) and Integrated Enterprise Control System (IECS) which
includes supply of hardware and software for selected Manufacturing Operation Management
System(MOMS). More detailed scope of work has been included in the Honeywell proposal document.
The MAC concept will help in consistency and standardization of the hardware, software, integration,
training and spare parts. The concept also ensure single point ownership for all ICSS & IECS related
systems under MAC scope and ensure smooth integration and commissioning at site.
The MAC anticipates and proposes the following phases during the project execution to meet the scope
and objectives of this project:
3.2.1. Phase-1:
Detailed Design Phase
During this phase key team members of the MAC shall be mobilized and located in CONTRACTOR’s office
in Jakarta or any other places. The team will be led by Project manager and engineering team which consist
of lead engineer, and lead discipline engineers: ICSS and IECS system. During this phase MAC vendor
will verify the FEED documents already developed by the COMPANY as part of a separate FEED contract.
The MAC vendor shall also work with the CONTRACTOR to establish design basis and project
fundamentals and agreed upon as possible. Those include compliance to scope,
conformance/options/exceptions, Minimize customization/use of vendor standards, Document Deliverable
List, functional design specifications (FDS), Graphic sketches basis, standard report format, data base
format finalization (InTools) – if any, System Architecture review with L4/L5 interface requirements/security,
project timeline, design freeze and project milestones, customer input design data, prototyping as
applicable, package vendor schedule, project specifications, PEP approval etc. If any changes are required
to the FEED documents the same will be discussed and agreed to ensure it is in line with the final ICSS &
IECS system selected. Review and agree on the Project Execution Plan shall also be carried out during
the FEED verification phase. Project manager shall be available in CONTRACTOR’s office as required
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during the FEED verification phase and ensure it is executed as per plan. Project manager shall be mostly
located at Honeywell office in Jakarta driving the project activities and interfacing with the CONTRACTOR
and Company. An Overall lead engineer and other key engineers will be located at CONTRACTOR office
full time during the detailed design phase will also provide necessary interface support to CONTRACTOR
and Honeywell engineering team.
3.2.2. Phase-2:
Implementation Phase
Detailed engineering bulk drawings, Prototype (Typical) testing, Design Freeze, Approval, bulk building
and generation, procurement, hardware manufacturing, CITs at vendor location, testing (FAT/IFAT). MAC
will provide the office space, for COMPANY and CONTRACTOR personnel during FAT, IFAT and Review
Sessions. This activity shall be done in Honeywell Jakarta office.
MAC will deliver the cabinets to site after IFAT done and accepted by CONTRACTOR And COMPANY
with receiving FAT/IFAT Acceptance report and Inspection Release Note, soon once Test completed.
MAC will supervise the Cabinet Installation at COMPANY’s site if agreed by CONTRACTOR.
3.2.3. Phase-3:
Commissioning Phase
During this phase the system delivered to customer site will be verified and inspected upon receipt and
stored at ware house of customer, installation by customer’s contractor, SAT, pre-commissioning and
commissioning & start-up assistance.
The following block diagram illustrates the various phases of the project.
Phase-1
Detailed
Design
MAC
Selectio
n
Phase-2
Phase-3
Implementation
Procure, Build,
Test
Commissioning
Install, SAT, Precommission
& Commissioning
- MAC Purchase Order issued
End of
Project
Commencement of Life
time support phase
3.3.
HONEYWELL Value Proportion
As experiences of MAC package, Honeywell has the following value proportion that will give advantages and
meet the requirements of Contractor and COMPANY requirements:
3.3.1.
Technology
Proven-in-use ICSS Platform
Universal I/O Technology to reduce field cabling, marshalling and accommodate late design
inputs.
Virtualisation Technology & Wireless for hardware platform optimisation.
VEP engineering for accelerating schedule.
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3.3.2.
3.3.3.
3.3.4.
3.4.
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Seamless Integration with existing Banyu Urip ICSS system.
Experiences/Capability
Leverage on MAC project capabilities in Indonesia (BU MICC, Jangkrik FPU ICSS)
Familiarity with Banyu Fields (EPF, MICC)
Experienced resources in global and SEA for support
Large staging area available in Jakarta
Extensive ICSS and 3rd Party system Integration/non-DCS scope
Vast Upstream Installed Base Worldwide
Proven methodology, tools and global Lesson Learn
Values
Experience from Banyu Urip ICSS design(typical/HMI)for optimizing repeat functions for JTB
MAC Project
Single window integrated MAC approach
Backup by Regional and Global MAC experience and resources
GPM 2012 Best Practices, Standard Builds and Integrated Tools
Global Quality and HSE policies enforced
Financially Strong & Sound
Minimize Risk
Regional & Global Management commitment – Executive sposorship
Proven track record in meeting delivery schedule
Experienced Project Management & engineering team members
Familiar with multiple EPCs engagement and MAC delivery
Honeywell Mission Statement
To achieve recognition as the best Automation Systems Integrator that pro-actively attains the project
goals for the Customer through:
On-schedule and on-budget delivery of the project within scope and Quality requirements.
Implementation to ensure standardization throughout the project, as possible.
An Integrated Control and Safety System (ICSS) which is engineered, manufactured and tested
to the highest standards and fully meeting the functional requirements of the project
Trouble free and safe start up by seamless provision of skilled resources for each location and
phase of the project
The Vision is to provide an integrated Control and Safety System (ICSS) that is best in class for:
SAFETY:
Confident operators guided by the best system, to recognize, understand and
respond to process upsets in a safe manner.
OPERABILITY:
Design strategies shall achieve for the operators, the best integration of
process safety, marine and package systems to a single Human-Machine
Interface.
MAINTAINABILITY:
Maintenance technicians shall regard the system’s engineering tools, its
access, its redundancy and its commonality as an asset for reliable and safe
facilities.
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3.5.
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All systems and equipment designed, manufactured, supplied and
commissioned under Honeywell scope will perform to the highest level of
system availability and reliability throughout the life of the project.
Quality Statement
It is the intention of Honeywell to deliver defect-free competitive products and services, on time, to both
internal and external customers by performing exactly to requirements. Our name must represent
excellence to our customers, our vendors and ourselves.
It is the policy of Honeywell to achieve continual improvement by:
3.6.
Identifying improvement possibilities
Setting appropriate objectives and targets
Implementing programs to meet the objectives and targets
Supplying appropriate QMS training and guidance
Seeking ways to improve the Quality Management System
Quality management shall be consistent with requirements of Project Quality Plan of
CONTRACTOR and COMPANY.
Health Safety & Environment Statement
Honeywell policies, commitments and responsibilities to Health Safety and the Environment are stated in
Doc Health Safety Environment (HSE) Plan.
3.7.
Honeywell Executive sponsor
In recognition of the importance of the JTB project to both CONTRACTOR and COMPANY, Honeywell
will nominate an Executive Sponsors for the project. The Executive Sponsors will act as Champion within
Honeywell for this critical project, and facilitate resolution of issues that might require their attention.
3.8.
Confidentiality
Honeywell will ensure that all project team members are familiar with the Confidentiality requirements
contained within the contract and that all project team members comply with the procedure as detailed in
document Honeywell Project Quality Plan.
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4. PROJECT OVERVIEW
This section specifies the Project Execution Model that will be adopted for the Integrated Control and Safety
System (ICSS) and Integrated Enterprise Control System (IECS) for Jambaran Tiung Biru Project,
Indonesia. Honeywell believes that the proposed execution model will be most suited to this project scope
and location as well as to deliver the best commitment to our customer.
The Project Execution Plan (PEP) describes project methodologies, project organization, roles and
responsibilities, change management, resource loading, locations of manufacturing, communication
channel, procurement management, system integration and site commissioning activities in order to
achieve on-time delivery of the project.
The PEP also provides an overview of the quality controls and administration planned for the project
including engineering and design audits, manufacturing audits, etc. The PEP is a live document and will
be updated as required during project execution to reflect any changes in implementation methodology
and philosophy as mutually agreed between MAC,CONTRACTOR and COMPANY.
4.1.
Basis of the Execution Plan
The Project Execution Plan is developed based on the Jambaran Tiung Biru project specification
documents listing out the requirements and furnishing basis for developing applications and hardware
engineering for ICSS and IECS system.
4.2.
Key factors for Success of the Project
Experienced Project Manager providing single window contact to CONTRACTOR for managing
all the contractual requirements of scope, schedule, resources and quality
Program management approach to guide close coordination with COMPANY, CONTRACTOR,
EPCs, Project team and other Stake holders.
Ensure standardization amongst all systems supplied by different parties.
Dedicated EPKS and SIS engineers from local affiliate to be full time with CONTRACTOR to
verify FEED and involvement of MAC lead engineer to ensure proper coordination amongst all
EPC’s and COMPANY.
Continuity of Key personnel from start to finish.
Engaging experienced consultant with domain knowledge during key phases of the project.
Effective management of all interfaces achieved through key personnel engagement
Honeywell will adopt a Program management approach to ensure close coordination between Honeywell
and other stakeholders of the project for achieving standardization of all systems integrated in the ICSS
and IECS. This approach provides strength to the Honeywell project team and comes as a benefit to the
COMPANY. A Project Director will be driving the approach and provide the necessary guidance to the
MAC Project manager, and the team, taking the overall stewardship of the project. He will be based at the
Singapore project centre and be available for all key meetings during the project life cycle. He will also
coordinate with the Honeywell Global Program Management team as necessary to cover the overall
expectations on the Jambaran Tiung Biru Project.
Honeywell understand that the success of the Jambaran Tiung Biru project depends very much on an
experienced team of Project Management, Engineering and Consultant resources to be deployed in the
project. Key resources are critical for the success factor of the project and Honeywell will assure the
availability of such resources from project start to commissioning and handover to COMPANY. Honeywell
also plans to ensure participation of resources from local affiliate service organization who will later be
involved in site commissioning and long term support to COMPANY. Even though Honeywell has a rich
history of project execution and engineering for such projects, we plan to engage an experienced
engineering consultant with rich background in upstream oil and gas facilities, during the key design phases
and preparation of functional design specification documents till freeze. Such consultant support is
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expected to pay rich dividends in the success of the project. Honeywell also plan to engage experts in
review and validation of network architecture and setup in line with Honeywell’s global best practices and
design guidelines which is another critical factor in the success of implementation.
4.3.
MAC Scope of Work Overview
Detailed Engineering Services: Review and finalization of preliminary controls engineering
specifications provided in Instructn to Bidder (ITB) package for all instrumentation, control and
safety systems on the Project. Design of Integrated Control and Safety System (ICSS) and its
interfaces.
Supply of Goods and Services: supply of goods for specified instrumentation and control systems
during Detailed Engineering design. Provide construction support, commissioning support, startup support and after market training and on-site assistance.
The MAC's responsibilities include the following and as per mutually agreed contract scope and
proposal/costing basis:
Resulting automation deliverables, participation in review meetings, and collaboration via
comments and/or input into the development of other automation CONTRACTOR deliverables.
Supply the hardware and software components for Integrated Control And Safety Systems
(ICSS) and all related services.
Supply the hardware and software component for selected Manufacturing Operation
Management System (MOMS) as part of IECS and all related services.
Provide the PROJECT management, procurement, cost and schedule control, engineering,
services as described in this document associated with the systems supplied by the MAC.
Provide services related to automation and resolve interface issues between MAC supplied
systems and other instrumentation and control systems, including package system supplied by
others. MAC will be acted as automation system interfaces leader.
Work closely with the CONTRACTOR, equipment package VENDORs, and COMPANY to
reduce duplicated activities and to compress schedule.
Produce as-built instrumentation and control systems documentation, drawings and data bases
for use by COMPANY.
Develop TAT, FAT and integrated FAT (IFAT) plan, stage equipment, and perform
prototype/typical test, FATs and IFAT
MAC will provide training to COMPANY personnel as defined in contract.
Provide spare parts for start up, commissioning and two-year (optional) operations.
Provide certain inspection, construction support, and commissioning services as defined in
Project Specifications.
The MAC scope of work shall be performed by Honeywell Process Solutions (HPS), Jakarta office and
includes Design, Implementation and Test of ICSS and IECS System Infrastructure facilities as spelt
out in our proposal.
MAC Scope of Work – By Honeywell
The following is brief description on ICSS/IECS system that will be provided by Honeywell as a MAC:
Process Control System (PCS)
: Experion PKS C‐300 Series ‐ Universal IO
SIS
: Safety Manager ‐ Remote Universal Safety IO
F&G
: Safety Manager ‐ Remote Universal Safety IO
RTU
: Safety Manager ‐ Remote Universal Safety IO
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OTS
: Honeywell Unisim or equal
Alarm Management
: Honeywell Dynamo Alarm Manager or equal
APMS
: Honeywell Asset Management or Equal
EPMS
: Honeywell Uniformance Process or Equal
CMMS
: Honeywell FMEA Tools or Equal
E‐LOG BOOK
: Honeywell E‐Log Book or Equal
IMS
: Honeywell Inspection Management
RTIS
: Honeywell PHD
Futuristic Operator Workstation
: TBA
ESD and F&G Matrix Console
: Local Made
Engineering Workstation
: Dell or Equal.
MAC Scope of Work – By NON- Honeywell
MMS
: Bruel Kjaer Vibro or Equal or Equal
Weather Monitoring System
: Climatronic or equal
EDMS
: Integraph or Equal
LIMS
: LabMate Enterprise or Equal
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Project Locations and Sourcing
Honeywell will control the execution of this project from the central location of MAC Front office (FO) in
Jakarta, Indonesia for the smoother implementation of the project and based on past experience. The
Project Manager, who is based in MAC Front Office (FO), is the single point of contact with responsibility
for the execution of the project. The core engineering team will be based at the MAC FO implementation
Centre.
During Detailed design phase a team of key team engineers (for ICSS and IECS) will be co-located with
CONTRACTOR in his office. In addition a team of project engineers will be located at Honeywell’s front
office (FO) to provide necessary FEED support. This in line with the MAC capacity and to leverage
expertise and ensure cost effectiveness. The Key engineers located at CONTRACTOR office will be led
by the Project Manager (PM) to establish a minimum team at CONTRACTOR office. The PM will provide
leadership and carry out interface responsibilities (with support by MAC lead Engineer as required). The
need for a dedicated interface Lead engineer will be determined with the COTRACTOR. Interface role
will be primarily acting as coordinator and interface with COMPANY, CONTRACTOR other EPC
contractors, vendors, 3rd party suppliers of EPC’s etc .required at CONTRACTOR office. This role along
with the MAC Lead Engineer will also attempt to achieve consistency in design across the plant systems
under MAC responsibility.
After detailed design phase the key engineers located at CONTRACTOR office will move to MAC FO for
implementation and testing phase. PCS/ESD/FGS hardware will be supplied through Honeywell’s Global
Customer Solution Centre (CSC). The factory allocated for this project shall be Tianjin Factory, China.
Network equipment/Components for ICSS and IECS shall be sourced as per Honeywell Factory
Approved manufacturers.
All 3rd party hardware, software, cabinets, consoles etc in MAC scope shall be sourced as per Honeywell
approved vendors per Honeywell global supply chain sourcing guidelines as well as meeting Customer
specifications and Approved Vendor List.
All marshalling, power distribution, auxiliary cabinets, console furniture will be assembled, wired and
tested in Jakarta. DCS/ESD/FGS systems shall be assembled and wired in Honeywell Factory and
shipped to Jakarta for integration and testing.
In the capacity of MAC and to leverage expertise and cost effectiveness, Honeywell plans to utilize
Honeywell Graphics Development Centre (GDC), Indonesia for the implementation of graphics
generation work packages. Design, Integration and testing of these packages will remain the
responsibility of MAC FO Engineering Team.
All project integration testing, staging and prototype/typical test, Factory Acceptance Tests (FAT/IFAT)
will be carried out at the Jakarta staging facilities.
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PROJECT EXECUTION STRATEGY
5.1.
Project Execution Work Flow
5.1.1. Manufacturing Process for ICSS - JTB MAC
The Honeywell factories are ISO 9001 certified and covers the complete range of HPS (Honeywell
Process Solutions) offerings, including the Series C standard build, integration of Experion® Process
Knowledge System (PKS), safety systems and Total Plant Solution systems.
Honeywell executes to a global policy where we only build Safety Manager SIS cabinets at certified
locations. These locations are certified by TUV and use the same processes and materials in all locations
to ensure global consistency. So, there would be no difference in the specification and certification of an
SM built in any of the certified locations including Honeywell’s Tianjin factory in China. We will provide
TUV certificate copies for the factory used to support IEC61508 and SIL compliance .
For successful strategy for MAC, the execution for ICSS and IECS-MOMs will:
1) Closely follow the EPC’s master schedule milestones for close alignment and establishing of
Common Objectives. As such the MAC project schedule milestones shall complement the
overall schedule the EPC is looking for starting from KOM, Design Freeze, Manufacturing,
Testing, delivery and post delivery site support up to start up and warranty period.
2) Design documentation schedule, format, numbering philosophy, review cycles etc will take
into account EPC and COMPANY requirements and aligned to milestones
3) Identification of testing philosophy, interface design strategy and prototype testing upfront to
avoid risks and delays
4) Strong scope change management to contain cost and productivity
5) Use of Robust Methodology, Lessons Learned, Proven Technology and Tools available (LEAP
concepts) to extend flexibility during execution. This is to accommodate late design inputs in
some cases and to perform system configuration where possible without target hardware being
available, quicker recovery for slippage etc
6) Staggered delivery of equipment to meet construction schedule as priority during execution
7) Proactive planning and mobilisation of resources throughout the project to ensure timely
support. Full time Resident Engineers at EPC office from KOM up to start of FAT will be
deployed as needed to enhance coordination and accelerate work
8) Regular reviews of Risks and opportunities and involve customer team members as needed to
identify and mitigate risks that will impact progress
9) Reporting accuracy and avoidance of gaps in progress measurement
10) Safety and Quality as top priority throughout the MAC life cycle
The following diagram illustrates the overall project execution work flow.
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ICSS/IECS
System
Hardware
Design Spec
MAC
Contract
Award
FEED
verification
Kickoff
Meeting
ICSS/IECS
System
Software
Design Spec
Detail Design
Freeze
ICSS/IECS
Define
System
Interfaces
IECS/MOMS/LDS
Procurement, Design, Manufacture
PCS System cabinet
assembly and factory quality
checks @ Tianjin, China
factory.
PCS System
cabinet Order Global Order
Process
SIS System
cabinet OrderGlobal Order
Process
Marshalling/Aux
Cabinet
Prototype mfg&
Approve
@Jakarta
Detailed
cabinet
drawings
Internal FAT
@ Jakarta
staging
@Jakarta
staging
Manufacturing
Marshall/Aux
Cabinets
@Jakarta
SW Prototype
Develop/Test
and approve
Perform
FAT/IFAT
@Jakarta
System
Staging for
FAT/IFAT
SIS System cabinet Assembly
and validation checks
(Waterford, Ireland for SM
boards & Tianjin factory,
China.
S/W Bulk
Generation
Receive the
System
at Site *
Packing &
Shipping
Site
Supervise
Installation *
As-Built Prep and submit
Detailed design Phase
Implementation Phase
Perform
SAT *
Project Execution Plan
Plant
Start-up *
Supervision
Project *
Close-out
After market
Service *
Commissioning Phase
* By Honeywell, Indonesia
# By Contractor
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Below are the steps involved in PCS/SIS/Marshalling cabinet manufacturing and testing processes and
the relevant locations where they will happen.
PCS System cabinets
1. Upon completion of approval of I/O list and BOM (Bill of Material) for construction, the factory order is
placed for system cabinets through global factory order process using TPC (Total Plant Configuration)
software tool for build quality and consistency.
2. Upon receipt of order, the order processing will review the order for correctness and look at the region
where supply to be delivered and allocate order to Honeywell factory.
3. Tianjin Factory, China will be receiving order and will determine delivery time as per order request and
confirm order receipt and delivery.
4. Tianjin Factory, China assembles the system inside the cabinet and carries out quality checks as per
mandatory internal factory procedure (Steps 1 to 4 belong to Honeywell internal process)
5. Tianjin Factory, China ships system to project execution location in Jakarta, Indonesia for staging and
IAT, FAT/IFAT.
SIS System cabinets
1. After having drawings approved for construction, the factory order is placed for system cabinets
through global factory order process using SM tool for build quality and consistency.
2. Upon receipt of order, the order processing will review the order for correctness and look at the region
where supply to be delivered and allocate order to Honeywell factory.
3. Tianjin Factory, China will be receiving order and will determine delivery time as requested and
confirm order receipt and delivery.
4. Tianjin factory, China will obtain the required critical SM boards/components of the order from
Honeywell’s Waterford, Ireland factory
5. Tianjin Factory, China assembles the system inside the cabinet and carries out quality checks as per
mandatory internal factory procedure.
6. Tianjin factory, China ships the assembled system to Singapore Factory for validation checks as per
Solution Binder.
7. Singapore Factory carries out the required validation checks as per Honeywell Solution Binder
procedure. (Customer will be informed of this test schedule but witness is not mandatory as, the
activities from steps 1 to 7 belongs to the Honeywell internal process).
8. Singapore Factory ships system to project execution location in Jakarta, Indonesia for staging and
IAT, FAT/IFAT.
Marshalling cabinets
1. After design freeze order is placed on Local Indonesian suppliers for marshalling cabinets, terminals,
other accessories that go into marshalling cabinets.
2. Upon receipt of materials the same is issued to qualified cabinet assembly vendor factory in Jakarta,
Indonesia selected as per supply chain procurement procedures.
3. Cabinets are assembled and wired with all components by qualified cabinet assembly vendor factory
in Jakarta, Indonesia.
4. Cabinets are tested by cabinet assembly vendor factory in Jakarta, Indonesia for continuity checks
and layout checks as per approved drawings.
5. Cabinets are checked for internal quality control by project team.
6. Cabinets are delivered to Honeywell staging area in Jakarta, Indonesia
7. Cabinets are hooked up to System cabinets using pre-fabricated cables and tested as per IAT,
FAT/IFAT.
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5.1.2. Detailed Explanation on Implementation
Honeywell would like to furnish further explanation on the Project Execution plan regarding manufacturing
and testing of SIS and DCS systems.
Honeywell complies with the TUV requirements on functional safety management for SIS system as
follows:
Engineering and design - Honeywell adopts engineering and design according to IEC61508/11
requirement and the work is performed by competent engineers (whom TUV FS certified perform the
work). Honeywell standard Safety Binder is used for SIS implementation which consists of all
documentations to support verifications and validation activities.
SIS system assembly - Honeywell approved factory is TUV approved for SM assembly. Technicians
assemble the system according to the approved engineering drawings provided by project team (using
standard drawings configuration). The system is then internally tested in Singapore against the approved
engineering drawings and configuration as part of the verification and validation process. This is to ensure
when the cabinets arrive in Jakarta for FAT/IFAT testing with customer, the SIS has passed the stringent
internal processes.
Below are the validation checks done in Singapore factory as part of validation process:
1. Layout & Mechanical Check
2. Tagging Checks
3. Wiring checks
4. Power distribution Checks
5. Earth connection checks
6. Dielectric & resistance test
7. Redundancy Checks
8. Simulation Input & Output Signal Test
Testing (FAT, IFAT) - This is performed by TUV certified engineers to verify the SIS system against the
customer approved design drawings, logic configuration, specifications for JTB MAC
project. Management of changes, checklists and testing records are managed by the project team
thorough out the whole FAT/IFAT process. If critical hardware rectifications are required during
FAT/IFAT, qualified SM technician from Singapore will be dispatched to Jakarta as required to perform
the required changes under the coordination Lead SM. This support is similar to critical rectifications
carried out for RIE and site location faults.
Staging Facilities- The staging facilities established in Jakarta follow Honeywell global staging
management system in goods receiving, HSE, tools, power distribution, HAVC, cable railings, facilities
maintenance, defects rectification, meeting rooms, rest rooms and shipment procedure. All testing tools
will be properly calibrated as per ISO requirement. The staging area provides space, basic utilities and
staging management support while the actual testing is handled by qualified and experienced project
team engineers.
5.2.
Manufacturing & Software development Process for IECS - JTB MAC
After kick off meeting, MAC will appoint one lead IECS/MOMS that will be acting as interface with
customer to define the requirements of IECS/MOMS together with CONTRACTOR and COMPANY.
The outcome of defining the requirements of MOMS are: selecting the hardware and software that will
be implemented as MOMS applications that defined on the project specification.
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IECS/MOMS hardware that will provide by MAC mostly are ONLY server/PC that already recommended
by HONEYWELL or other 3rd party vendors; So that hardware purchase will be part of vendor MOMS
software that NOT Honeywell’s supply.
Meanwhile for software side, once the FDS of IECS approved by CONTRACTOR/COMPANY; Lead
IECS/MAC will monitor the software implementation as per schedule agreed;
A detailed implementation plan for MOMS packages will be determined and reviewed for further
execution at this early stage when the right stake holders are established.
5.3.
Detailed design phase
During Detailed Engineering phase of the Project, the MAC will be required to work closely with the
Detailed Engineering Services Contractor(s). As such, the MAC’s objective will be to build upon the
specifications provided in the ITB package and refine the design of the Integrated Control and Safety
System (ICSS) and Integrated Enterprise Control System (IECS) which the MAC will in turn procure, build,
install and commission.
The MAC will provide input concerning the control, monitoring and safety systems for the basic facilities
design as well as the interfaces to all packaged equipment.
Some salient features of Implementation phase include (more details in section 6):
5.4.
Key team members from MAC are mobilized and collocated in CONTRACTOR office
Finalize project execution plan and schedule.
FEED verification and necessary updates.
Develop and finalize Functional design specifications.
Define and finalize interface issues with other EPC contractors
Define and finalize design basis for bulk drawing generations and detailed engineering drawings.
Project Implementation phase
Some salient features of Implementation phase include (more details in section 6):
5.5.
Key team members of MAC Jakarta office continue with the implementation and testing phase of
the project.
Develop detailed project drawings, cabinet layouts, wiring schedules, databases and other
detailed engineering drawings.
Use of appropriate methodologies, tools, standards (GPM) and ‘Honeywell standard build’ –
building blocks ready for use – for consistency, standardisation, maintainability and optimal
quality.
Honeywell will execute the project utilizing its local competences and global resource pools.
The use of Web-based Intranet Project Work spaces to support proper communications between
teams in various locations.
Commissioning Phase
5.5.1. Installation & Commissioning Support
Installation and commissioning support will be provided in accordance with the provisions in the
CONTRACTOR contract. This support will be generally provided on a time and material basis.
5.6.
Post Commissioning / Long term Support
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Long-term technical support will be provided in accordance with the provisions in the contract and will be
covered under a separate agreement with Honeywell local affiliate in Indonesia.
5.7.
Parts Management Program
Software Support Program
Optional Support Services including Training
Project Milestones
The following table highlights the project milestone assumed in the RFQ response.
MAC
Contract
Award
KOM with
selected
CONTRACTOR
FEED
Verification
&detail
design
Detail
Design
Freeze
Manufacturing /
Bulk generation
Internal
Test
FAT
IFAT
Shipment
SAT
Commissioning /
Project Closure
The tentative duration for the above milestone activities will be updated upon receiving the integrated
project schedule from CONTRACTOR.
5.8.
Proposed Project Schedule
Please refer to document Project schedule. The detail schedule will be prepared upon confirmation of
project milestone dates during Kick-Off meeting, Customer input design data, Hardware Design Freeze,
Prototyping, Software Design Freeze milestones, System Readiness Review, FAT/IFAT start, SAT and
Commissioning.
Honeywell will develop a Level 3 Project Schedule, then updated at the end of the KOM and thereafter
on a monthly basis. The progress updated schedule will be issued with the monthly report and discussed
during regular coordination meetings. The MAC schedule shall comply the overall project schedule of the
contractor for the timeline of overall installation.
The schedule will identify any deliverables required from Owner/CONTRACTOR for Honeywell to
complete the System design and configuration. In addition, any design interface required or provided by
Honeywell will be identified.
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6. PROJECT ORGANIZATION
6.1.
Project Organization
The key considerations in developing the organization structure for the Implementation phase of the
Jambaran Tiung Biru project include:
Program management approach to ensure close coordination and manage interfaces between
Honeywell and COMPANY, CONTRACTOR and other EPC’s, sub-system suppliers and other
stakeholders. The key objective is to ensure use of vendor standards and best practices and
minimize customization as applicable. This will drive consistency in design between different
honeywell systems supplied and interfaces with other 3rd party sub-systems supplied by others
so that operator has a standard view of all systems and displays, consistent implementation
method, consistency in documentation, ease of long term maintenance etc. A Project Director
located at the Singapore project centre will oversee and drive this approach and providing
necessary guidance to the MAC Project manager and Lead Engineer.
Main MAC execution centre located in Jakarta with core project team resources, engineering
execution and implementation in Jakarta.
Location of Key team members of the project at CONTRACTOR office for the detailed design
phase.
Involvement of Specialist consultant with extensive experience in upstream oil and gas facilities.
Involvement of local affiliate resources during project implementation phase to provide seamless
support during commissioning and post commissioning support.
Objective and efficient use of experienced pool of resources in Global Engineering Services
centre.
Honeywell’s prior experience in similar MAC projects
Mobilization of Subject Matter Experts within Honeywell and from relevant Third Party Systems/
Interface Vendors to support the design/detailed engineering
Interface management to ensure smooth information exchange and resolution of issues between
all parties and strict adherence to work processes so as to provide consistency and to avoid
delays due to re-work
Refer to document of project organization chart.
The Project Team will be responsible for the timely delivery of all project deliverables and for ensuring
customer satisfaction.
Technical design of the ICSS and IECS.
Implementation of control strategies as defined by the process unit designers
Implementation of Project and operations requirements (e.g. operator interface)
Consulting to CONTRACTOR on other design criteria as required
Execution of the Project, including focus on the following:
o
Schedule, cost, deliverables, documentation, Quality and Safety
o
Integration across the EPC’s and the other participants in the Project
o
Completion and stewarding of Project design standards
o
Procurement, work releases for ICSS equipment and services
Integration and interface management with the CONTRACTOR Teams which will:
o
be resident, or have sufficient assignment at CONTRACTOR office,
o
have tight integration with the CONTRACTOR workflow,
Project Members and Their Roles and Responsibilities.
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Function
Primary role
Support role
1. Project Director
Overall stewardship of the project
Interact with Honeywell Global
Program Management team
Based in Project centre in Singapore
Guidance and mentoring of Project
Manager.
Coordination with executive
sponsors as required
Attends all key meetings with
CONTRACTOR, COMPANY
As an escalation path for the project
team and customers alike.
2. MAC Project
Manager
Project Manager shall be responsible
for the entire project execution and
control. He holds overall project
management responsibilities
Assigned at Contractor’s office during
detailed design phase(FEED review)
Overall responsible for Project HSE
planning and management
Responsible for development, update
and adherence to the Project Execution
Plan
Responsible for overall project success
criteria (schedule, budget, quality,
customer satisfaction)
Focal point for interface to
CONTRACTOR and COMPANY.
Responsible for effective coordination
amongst multiple teams and EPC’s
located in different geographies.
Selection and staffing of the Project
team with quality resources
Guidance and mentoring of
Engineering Team.
Team Building activities
Arrange logistics
Arrange and lead regular internal
review meetings.
Procurement of hardware and
software
Internal/ external audits
Quality assurance to ensure all
deliverables are consistent.
Sets targets for project members
and ensure they are met.
Raising invoices, payments etc..
Setting up internal project cost
monitoring systems and tracking.
Issue resolution
Risk monitoring and mitigation
Based in Honeywell Project office in
Jakarta
Attend all meetings with customers.
Tracks progress and reports progress
on agreed time line to CONTRACTOR
and COMPANY.
Work closely with Project Director and
project team.
3. MAC Lead Engineer
MAC Lead engineer holds technical
responsibility for all ICSS scope
Reports to the Project Manager
Responsible for HSE
Development, maintenance and
adherence to project engineering
standards and procedures
Project Execution Plan
Supports the PM and Engineers in
Contractor’s office during Detailed
Design
Training and mentoring engineers.
Adopting new tools available with
Honeywell development centres.
Adopting best engineering
practices.
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Responsible for engineering
consistency across different contracts
Technical roles and responsibility
definition
Overall technical accountability and
control of design and implementation
activities
Technical risk identification,
assessment and control
Based in Honeywell Project office but
will be located in Contractor office
during key periods of detailed design
phase.
Develop and maintain check
sheets to be used during
implementation and testing phase
to ensure quality.
Technical audits.
Assist PM to track progress.
Assist PM in procurement
activities.
Set target to engineers and ensure
they are met with.
Arrange regular internal review
meetings between different engineering
teams and subcontractors.
Coordinates with CONTRACTOR and
other EPC’s on all technical issues.
Coordinates with Engineering
consultants and design specialists.
Coordinates with Technical assistance
centres.
Leads and Drives the Testing phase.
4. Specialist Consultant
Specialist consultant will support the
project team during key design phase
to develop and review functional design
specifications which will form the back
bone of design and development
Specialized background experience in
upstream oil and gas facilities
Design engineering support to MAC
Lead engineer and his team which
needs specific domain knowledge,
experience and background
Attend critical Design review meetings
with customer
5. Project Controls
Development of project schedule and
tracking of project tasks
Set up and manage costing system
Progress collection and reporting within
Honeywell
Help prepare monthly progress report
to customer
Handle scope changes and change
management.
Update and monitor regularly the
Deliverable Control Index tool
Update and monitor customer input
data
Project Execution Plan
Coordination with CONTRACTOR
and COMPANY during design
reviews.
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Schedule and flag delays immediately.
Reports to Project manager.
6. EPKS Engineers/
SIS Engineers
Other engineers
Assigned at Contractor’s office as
required during detailed design
phase(FEED review)
Attending training and obtaining
certification in EPKS and SIS
modules.
Report to MAC Lead engineer
Checking engineering inputs for quality.
Develop design documents and
drawings.
Follow and adopt engineering
standards developed for the project
and Honeywell best practices.
Check for standardization anomalies
and advise MAC Lead engineer.
Responsible for coming out with design
deliverables in assigned time in line
with overall schedule requirements.
Implementation using tools developed
by Honeywell.
7. Specialist Engineers
Responsible for providing specialist
support to the team in areas such as
network, IAMS, ALMS etc,, on as
required basis.
Consultation role to customers as
required.
Support MAC Lead engineer during
design, implementation and testing of
these specialist items.
Report on progress to MAC Lead
engineer. Ensure adherence to best
practices of honeywell design
processes
7.
Lead IECS
Responsible for interface with customer
for defining the requirements of IECS
Report to MAC Lead engineer and
Support the MAC Lead Engineer to
deliver the IECS items delivery
Coordinate with all vendors that part of
IECS supply
Checking engineering inputs for quality.
Develop design documents and
drawings.
8.
Lead
Interface
Engineer
Responsible for interface with customer
for defining the requirements of
interface with 3rd party package
Attend/arrange the schedule testing
with 3rd party package
Responsible for
coordination/implementation of 3rd party
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package into the ICSS system and
IECS system
Checking engineering inputs for quality.
Develop design documents and
drawings.
8. Project Admin
A key role supporting Project Team
as a whole.
Provides logistic support, arranging
travel, visa, shipment etc..
Provide for stationery and other
office materials.
Provide logistic support to
customers as required.
Other support as needed to
customers and Honeywell team.
Arrange and book meeting rooms
etc..
Arranging team building activities.
Arranging support services such as
meals during meetings
Assist in order processing tasks
and raising purchase requisitions.
9. Supporting staff
Project Manager will be ably
supported by Supply chain and
Procurement staff, Logistics staff,
Health, Safety and Environment
staff, QA/QC staff.
All the project personnel identified
above, including the Core Team,
will be drawn mainly from
Honeywell’s vast engineering
resources in South East Asian
region.
To ensure smooth hand-over of
ICSS system to the Site support
team based in Indonesia, special
efforts will be made to get the
relevant personnel involved during
project detailed design and testing
phases.
Specialized engineering skills e.g.,
Networking will be provided from
Honeywell’s engineering resources
in the Asia Pacific region as
required and supported corporate
personnel from Phoenix as
required.
HSE representative based in SEA
will guide the Project manager and
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team to implement Honeywell’s
HSE policies and guidelines. He will
also do necessary audits of the site
for HSE adherence.
QA/QC representative will be
responsible for internal QC audits
and provide the team support and
help to develop and maintain
Project Quality Plan specific to the
project.
Procurement team will assist
Project Manager in selecting
vendors and ordering materials as
well as processing invoices etc..
Document control staff will help in
maintaining and tracking incoming
documents and deliverable
documents and report any delays to
Project manager. Storage of
documents in electronic format.
3.4 Honeywell Site Team
Honeywell will form a site team led by Site Manager/Leader to support Site Installation, Power-on Support
and Pre-commissioning. Engineers from Honeywell, Indonesia office shall be included in the project
implementation team to ensure project background and continuity of experience needed for smooth site
activities.
8.1.
Responsibilities Matrix (Between MAC and CONTRACTOR/Company)
This paragraph refers to the responsibilities of the Project Team versus the Customer in terms of simple
table showing different activities and the responsible party. A more detailed scope responsibility matrix
would be prepared and finalized during the detailed design phase in accordance with scope of work Post
Feed Responsibility Matrix
Activity
Company
CONTRACTOR
MAC
Input design data
-
Primary
-
Design freeze
Support
Primary
Primary
Implementation
-
Support
Primary
Standardization drive amongst
different EPC’s
Primary
Support
Support
Getting design detail inputs
from other EPC’s
Primary
Support
Support
Engineering Change Control
Support
Primary
Primary
Schedule control
Support
Support
Primary
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Testing
Support
Support
Primary
Interface Management
Support
Primary
Support
Project reporting to
COMPANY/CONTRACTOR
-
-
Primary
Site services
Support
Primary
Support
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7. PROJECT MANAGEMENT PLAN
Honeywell shall assign a single Project Manager (PM) responsible for all aspects of this project including,
engineering, design, procurement, integration, testing and installation. The PM shall be empowered to
marshal all necessary Honeywell resources for the successful completion of the project. The Honeywell
PM shall be the single point of contact for all formal communications, either verbal or written.
The execution of the project will be in compliance with Honeywell Jakarta quality processes and
procedures, which are fully aligned with Honeywell GPM (Global Project Management) and Honeywell
GPE (Global Project Engineering) methodologies.
8.2.
Global Project Management Methodology
The project will be executed in alignment with Honeywell’s Global Project Management (GPM)
methodology.
GPM provides the Honeywell Project Manager with a methodology to ensure consistency in project
execution regardless of the geographical location of the project offices. The methodology and tools are
accessed through the Honeywell intranet and provide guidelines, standard templates, checklists and other
tools for managing a global project.
GPM includes the best of Honeywell's established procedures from past project efforts and experiences,
combining them with advanced concepts and state-of-the-art practices that places Honeywell into the
domain of best-in-class companies in project management. The Gartner Group has consistently ranked
Honeywell as first among its peers in ability to execute automation projects. Strong project management
has long been an essential Honeywell strategy, to ensure on-time delivery and minimise project risk.
GPM is a worldwide program, based on the Project Management Institute standards, and includes the
provision of consistent training to all Honeywell project management personnel. This ensures consistent
standards on a worldwide basis, and allows deployment of project management and engineering
resources on a global basis. Further, Honeywell’s Six Sigma Plus programme and ISO9001 quality
standards ensure that consistent quality processes are employed in all phases of the project.
The GPM approach to project management addresses the following aspects of project management:
8.3.
Developing and assigning professional project managers
Establishing and using a consistent process and a common approach to project management for
all Honeywell project managers
Providing effective project management tools and techniques
Aligning Honeywell project management services to provide oversight and ongoing support for
Honeywell project managers and maintenance of the GPM methodology
Global Project Engineering Methodology
The Global Project Engineering (GPE) Methodology provides a framework for the successful execution
of Jambaran Tiung Biru Project engineering, including a well-defined process that delineates what the
required tasks are and how they are performed.
Within the scope for the Jambaran Tiung Biru Project, the GPE process definition includes all aspects of
project engineering disciplines including basic engineering, application development, detail systems
engineering and testing. GPE also defines interfaces to other essential processes such as packaged
systems interfaces, and communication systems.
Honeywell will deploy methods to satisfy industry standard quality conditions that correspond to the
required level of techniques specified in the PO.
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8.3.1. Customer satisfaction survey
During the course of the project, customer satisfaction survey will take place to obtain information about
the performance of the Honeywell project team. The survey will be conducted by a different Honeywell
team with the nominated CONTRACTOR representative and it is expected that their input will include the
views of the Company related to the project’s implementation by Honeywell.
The results of the survey and any necessary actions will be reviewed with the Honeywell project team for
corrective actions and closure with the customer.
8.4.
Project Communication Plan
This will define the information requirements of the key stakeholders. It will also address how changes in
communication requirements will be handled and authorized. The communication plan will be finalized
upon award of the contract, and agreed with CONTRACTOR and Company. The format will be as detailed
in the following sub-sections.
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8.4.1. Objectives
To define the types of project correspondence.
To identify the communication protocol.
To define the format of the correspondence identification codes.
8.4.2. Project Correspondence
All formal communication will be in one of the following written formats:
Letters
Transmittals
Facsimiles
Electronic Mail
Honeywell shall distribute all correspondence in accordance with a Communication Plan (see section 7.6)
to be finalised shortly after contract award. All formal transmitted documentation will be signed.
Every formal communication will have a unique document reference number for tracking and recording
purposes.
8.4.3. Communication links and channels
All official contacts with the CONTRACTOR will be via the MAC Project Manager for all matters. However,
for technical matters, the MAC Lead engineer will co-ordinate with CONTRACTOR counterpart as
required. Interface issues and coordination amongst different EPC’s will be handled by the Project
Manager and MAC Lead engineer. Project Director will guide and ensure smooth communications
amongst COMPANY, CONTRACTOR and Honeywell team takes place at all times. The communication
management will be consistent with Exhibit C Coordination procedure
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COMPANY
CONTRACTOR
Project Director
MAC
MAC Lead Engineer
MAC
Project Manager
Project Team
Sub-vendors
Site team
Legend
Technical
Commercial
Stewardship
8.4.4. Language
All correspondence and Project documents shall be in the English Language
8.4.5. Contact Name(s) and Address of Client
Technical correspondence to
Company
Name
Email
END USER (COMPANY)
TBA
TBA
EPC (CONTRACTOR)
TBA
TBA
Commercial correspondence to
Company
Name
Email
END USER (COMPANY)
TBA
TBA
EPC (CONTRACTOR)
TBA
TBA
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Formal correspondence to
Jambaran Tiung Biru Project office Address
PT. TBA
XXXX
8.4.6. Contact Name(s) and Address of Honeywell
Commercial and Technical correspondence to
Company: Honeywell
Name
Email
Commercial
Sofia Subur
Sofia.subur@Honeywell.com
Commercial & Technical
Dwi Trisno Susanto
Dwi.susanto@honeywell.com
Technical
Krisna Danurdono
krisna.darundono@hwl-pas.com
Document Control
Sri Wulansari
wulansari.sri@hwl-pas.com
Formal correspondence to
MAC Jambaran Tiung Biru Project office Address
PT. Honeywell Indonesia
Graha Muncul Mekar, 1st floor
Jl Panjang No 27 – Kelapa Dua Jakarta 11550
Indonesia
8.4.7. Correspondence Identification
For identification of correspondence, minutes of meetings, etc., the following is applicable and this shall
is maintained by the Document Controller:
Each correspondence shall be limited to one subject only.
All correspondences to CONTRACTOR whether by letter, facsimile or transmittal shall be dated and shall
have the reference defined by MAC Document Controller.
8.4.8. Correspondence and Telephone/Facsimile Communication
The Project Manager or his deputy will distribute incoming correspondence via the project document
controller to project team members as appropriate.
The Project Manager or his deputy will indicate who has to take action and which persons will receive the
documents for info.
All outgoing correspondence will be reviewed, approved and signed by the Project Manager or his deputy.
Telephone conversations and informal email correspondence with technical or commercial impact shall
be formally confirmed prior to any related action(s) being taken.
8.4.9. Project authority
The Honeywell Project Manager has the sole authority for all commercial matters related to the Jambaran
Tiung Biru project under his control. The MAC Lead engineer has authority on technical matters with no
commercial impact – those with commercial impact will additionally be referred to the Project Manager.
CONTRACTOR authority to be defined
8.5.
Project Controls
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Honeywell will implement cost control, planning, scheduling, and internal reporting mechanisms as
necessary to control the project scope and execution. Honeywell will develop a detailed Level 3 Project
Schedule, which will be agreed during the project “kick-off” meeting and then updated on a monthly basis.
The schedule will identify any deliverables required from others (CONTRACTOR or 3rd party) to allow
Honeywell to complete the system design and configuration. Where practical, and if required by the
CONTRACTOR, deliverable dates will be phased to allow issue of initial date to allow design /
manufacture to proceed, with a later final freeze date. Formal design review meetings will also be
identified on the schedule.
The updated schedule will be issued to the CONTRACTOR with the monthly report and reviewed during
the monthly progress meetings.
8.5.1. Project Cost Control
8.5.1.1.
Purpose
To ensure that timely and accurate cost information is provided to the project team in accordance with
their requirements.
8.5.1.2.
Methodology
The Honeywell cost management system is specifically designed as a source of control serving both
Honeywell and the CONTRACTOR. Best practices are employed in accordance with industry standards.
Earned value progress is based on engineering deliverables and milestones.
Fundamental goals are as follows:
Increase cost awareness of all members of the project team
Collect expenditures, progress, and productivity data
Report man-hour, cost, and progress information relative to budgets and forecasts to project
management.
Ensure that invoicing is accurate and in accordance with terms and conditions of the contract.
Implement a project variance system to pinpoint budget deviations and potential productivity
issues.
Final “close out” to ensure and agree that all invoices have been issued and payments received.
8.5.2. Project Schedule Control
Assessment of schedule performance will be made against plan to identify key activities or deliverables
that may need corrective action. The schedule will be in overall project schedule that issued by
CONTRACTOR.
The aim will be to prevent schedule delay by clearly identifying key input data that may affect the critical
path and to work with the CONTRACTOR to ensure that this data is provided complete and on time.
Honeywell will use tools such as MS Project planning package to monitor deviation from plan.
In order to prevent delays on the project, following methods will be used:
Regular progress reviews
Risk analysis,
Resource requirements
Baseline deviations reviews
Any deviations will be assessed to determine corrective action(s) required and whether the change control
procedure should be implemented. Ways to mitigate any schedule impact will be assessed and if
necessary a recovery plan will be produced. Under certain circumstances and upon approval the project
may need to be re-base lined.
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Purpose
This section describes Honeywell procedures and techniques to be used for project scheduling. The basis
for schedule control and for management status reporting is also presented.
8.5.2.2.
Areas of Responsibility
Honeywell will be responsible for developing and maintaining their project schedule for the agreed scope
of work. If required, this schedule will be identical at the upper level to the CONTRACTOR Master
Schedule, such that only one schedule is being used by the overall project team.
8.5.2.3.
Scheduling Criteria
Honeywell will base the schedule on the following criteria:
8.5.2.4.
Required milestone dates / site need dates
Honeywell manpower levelling
Cost effectiveness
CONTRACTOR required milestones and deliverables required from Honeywell.
Engineering contractors schedule of deliverables, including issues of preliminary and final data
where relevant
Construction requirements
Scheduling Technique
Critical path scheduling technique will be utilized on the project, utilizing MS Project software. The
schedule will be base-lined and progress will be measured against the target. The detailed schedule will
be developed using a Master Project / Sub-Project format such that only one schedule exists. Honeywell
will schedule, progress and analyze their sub-project schedule within the parameters spelled out by the
CONTRACTOR master project scheduler.
8.5.2.5.
Progress Updating
Progress updates will be done on a monthly basis. The scheduler will gather internal progress data from
both the Honeywell project engineers and any sub-contractors. The overall engineering progress by
earned value analysis will be included in project status reports. In addition, the status of each deliverable
will be indicated via the project deliverable control index. Both the updated schedule and deliverable
control index will form part of the monthly progress report issued to the CONTRACTOR.
While formal progress updating and reporting will be done on a monthly basis, any issues will be
communicated to relevant parties as and when they are identified. Issues will not be “held” until formal
reports are issued.
8.5.2.6.
Internal Planning Meetings
Internal Planning meetings will be held with the Honeywell engineering team(s) in weekly basis, schedule
in every Tuesday 15:00 PM during project course. Participants will include the Project Manager, the MAC
Lead engineer, the Project Engineer plus any other team member that is deemed necessary.
8.5.3. Reporting
Internal Monthly reports will be generated as part of the overall project status reporting.
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The weekly and monthly progress report issued to the COMPANY and CONTRACTOR will include
updated schedule and deliverable control index data.
Driven from contractually milestone basis to develop Non engineering milestone progress (60%) and
deliverable MH consumed as per MDR to develop Engineering progress Report (40%). Cumulative of
both progress reports resulting 100% of Progress.
8.6.
Project Change Control
8.6.1. Change Management Plan
Honeywell recognizes that there will be changes – both additions and deletions- to the agreed project
scope of supply. In anticipation of this, Honeywell GPM/GPC methodologies have developed a Change
Management Plan (CMP), shall be in accordance with change management procedure that issued by
CONTRACTOR.
Change management ensures that project performance remains within the project's specified scope,
schedule, and budget as documented in the contract and the project plan. If change is needed, it also
facilitates adjustments to that contract and plan or their elements in a decisive, methodical way. The
change management process is depicted in the next section.
In supporting this Plan, Honeywell uses the following documents for project progress reporting:
Project Schedule
Deliverable Control Index
Once the change has been approved, it provides the supporting record to ensure that project
documentation(s) and contracts are updated to reflect the changes and that the budget or schedule is
adjusted accordingly.
Honeywell will raise formal clarification sheet to CONTRACTOR as valid reference channel addressing
the impact due to its change
8.6.2. Change Management Flow Chart
8.6.3. Change Management Plan Implementation
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Relevant articles of Purchase Order’s Terms and Conditions shall be the guidelines for Change
Management Control
Honeywell project team will work pro-actively to identify potential changes to the project scope. These
changes will be submitted to the CONTRACTOR for review and approval to proceed with detail estimate
and/or change-in-scope work.
A Change Order database will be created as a depository for all the pertinent information.
8.6.4. Change Verification and Approval
Identification of potential changes can either come from the CONTRACTOR or the Honeywell project
team.
Once changes are identified, Honeywell project team member will complete a Design Change (DC) form.
The form will summarize the changes requested, identify the hardware and schedule impact.
The Honeywell team will then evaluate the following:
Schedule impact
Resource impact
Cost impact
Sub-contract impact
Shipping impact
Contractual/business compliance
8.6.5. Approval of PO amendment
Upon approval of the DC form and authorization to proceed with the detail estimate, the Core Team will
implement the changes.
A formal Purchase Order Amendment will be issued by the CONTRACTOR within an agreed timeframe
from approval of Design Change form.
8.6.6. Change Implementation
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Upon receiving the approved change order from the CONTRACTOR, the Honeywell Project Manager will
work with the MAC Lead Engineer to update the Project Workbook and schedule. The Project Manager
will then issue a “Notice to Proceed” to the Core Team.
The below is Honeywell Standard GPM change management flow chart.
Request for change
Either project team submit notice or
customer request change
Enter change into CO log
Status = "Active"
Status Indicators
Active
Change entered into log
Denied
Change denied
Estimate Detail estimate for Change Order
Submit
Change Order submit to customer
Approved Change Order approved and notice to proceed
PD/EM/CM/PLE review change
Change in scope?
NO
Change Type (CT)
Internal
Change is in scope
External
Change is out of scope
YES
Submit DC to Customer for
review/approval
Personnel
PD
CM
PLE
EM
NO
CT = "Internal"
PLE modify workbook/schedule
PD issue "Notice to Proceed"
YES
Customer Approval to
Proceed ?
NO
YES
Honeywell formal acceptance
Status = "Approved"
PLE update workbook and schedule
PD to issue project team
"Notice to Proceed"
Formal PO Amendment from
Customer
Project Execution Plan
Enter Status = "Denied"
Project Director
Contracts Manager
Project Lead Engineer
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Customer Progress Reporting / Meetings
8.7.1. Progress Reports
Progress reports will be issued on a weekly and monthly basis to COMPANY and CONTRACTOR. The
progress report format will be agreed and finalised at the CONTRACTOR project kick off meeting.
The progress report will contain, at a minimum, project schedule, milestone status, work completed, work
planned, procurement status, project S-curve, critical issues, change order status, and action items list.
8.7.2. Customer Kick Off / Progress Meetings
It is proposed that co-ordination / progress meetings will take place monthly, commencing with the Project
Kick-Off Meeting. The monthly Progress Report, Action Items List and Project Schedule will be reviewed
during this meeting. Requirements will be finalized in consultation with selected CONTRACTOR. It is
anticipated that Company will attend the monthly progress meetings, and that these meetings will be an
opportunity to identify and address concerns held by any party relating to the project execution.
Additional meetings shall be required to discuss design reviews, changes, technical issues, third party
interfaces etc and shall be identified and scheduled accordingly during the KOM. Wherever possible,
these will be scheduled to coincide with monthly progress meetings.
The venue and schedule of each planned meeting will be established during the kick-off meeting with the
CONTRACTOR and Company and clearly identified in Honeywell’s Project Schedule.
In case required, Honeywell will propose an unplanned meeting to addressing any technical issue raised
during project course.
Honeywell will prepare and issue meeting notes of each meeting. An Action Items List shall be prepared
and updated after the meetings. The ‘RAIL’ shall contain the item number, reference documents, action
by party, date on report, due date, remarks and current status.
8.8.
Document Control
Honeywell shall prepare and maintain a deliverable control index (DCI) and submittal schedule per
CONTRACTOR of all drawings and documents to be supplied. The deliverable control index will track
revision status, as well as issue and receipt dates.
Honeywell developed system documents and drawings shall be formally transmitted to CONTRACTOR
for review and approval so called MDR
Honeywell developed hardware drawings shall be issued for Review (one revision), Issued for
Construction and finally Issued as Built.
All technical design documentation shall be issued to/from CONTRACTOR as soft copies.
Customer inputs for design development will be listed in an Input document register and tracked
separately based on mutually agreed dates. Any delays to inputs will be flagged to customer for impacts
to schedule if any.
8.8.1. Document Handling Procedure
Document approval plan will involve submission of documents officially by Honeywell to CONTRACTOR
with necessary document transmittal. CONTRACTOR shall acknowledge receipt of the document
immediately upon receipt by signing and returning the transmittal to Honeywell.
Approval cycle shall be 10 calendar days for first review and 10 calendar days for subsequent reviews.
Documents in general shall be submitted for a min of 3 revisions. First revision shall be issued for review,
second for approval and if comments are minor second revision shall be issued for construction.
Subsequent revisions to first revision shall not include comment over comments. Subsequent revisions
shall be reviewed with respect to first round of comments only. Approval code shall be indicated on the
cover sheet of the document and signed by customer before returning the same with proper transmittal.
Comments shall be marked on the document itself or in a separate sheet attached to the document with
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proper signature/stamp by customer. Revision numbers shall start with A, B, etc until IFC which shall be
0 (zero).
All documents shall be approved for construction before FAT commencement. At the end of FAT as-built
will be submitted based on marked up drawings maintained as part of FAT master.
Customer input documents shall be accompanied by Transmittal with authorized signature and date.
Customer inputs in the form of handouts and e-mails will not be recognized as official inputs. This is to
avoid quality issues during implementation.
Inputs received with AFC (Approved for construction) stamp only shall be used for design and
implementation. All preliminary copies and IFD (Issued for design) inputs shall be considered only for
information. As discussed during KOM, accuracy of inputs shall be maintained by CONTRACTOR
contractors to minimize rework and changes.
8.8.2. Electronic Filing System
Honeywell will implement a web based filing system (project workspace) to allow access by all Honeywell
team members to project data. This is to ensure all the Honeywell team members have access to the
common project documents and standards and that team members of project team have access to all of
their project’s documentation.
The project workspace is accessible globally via the Honeywell Intranet. Honeywell staff can access the
Honeywell Intranet from anywhere with an Internet connection, giving ready access to all project data
from any location.
Access to the project workspaces will be controlled to allow only appropriate authorized users to have
access to project specific or confidential data. All such project data is held on Honeywell corporate
servers, and subject to regular backup and anti-virus measures.
8.8.3. Electronic Data Exchange
Wherever possible, data will be exchanged with the CONTRACTOR and Company electronically. This
will deliver productivity savings to all parties.
The mechanism adopted will be agreed with the selected CONTRACTOR at the start of the project.
Options range from email attachments (but this is often limited by email attachment size restrictions) to
the use of FTP servers. All options will be reviewed – with CONTRACTOR and Company – and the most
acceptable to all parties will be chosen at the time of project start.
8.8.4. Document Transmittals
Documents formally exchanged as design inputs or as part of the formal review cycle between Honeywell
and CONTRACTOR / Company in whatever format (hard / soft) or by whatever mechanism (email, file
transfer, mail) shall always be accompanied by a uniquely numbered transmittal.
As a minimum, the transmittal should list all transmitted document numbers, their revision status, and the
purpose for transmittal.
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8. ENGINEERING PLAN
8.9.
General
In compliance with Honeywell’s Global Project Engineering Methodology, the scope is sub-divided into
Engineering Work Packages for each area, as summarized below in section 6.5.
In order to ensure that the project will be executed smoothly, Honeywell requires detailed information, in
the form of documents, databases, drawings, etc., from the CONTRACTOR in the time frame indicated
in the schedule.
8.10. Detailed design phase
Detailed design would be carried out at CONTRACTOR office at Jakarta. Two Key members of the project
team will be located at CONTRACTOR office at Jakarta during this phase and will be led by MAC Project
manager.
The detailed design phase will comprise of clearly defined objectives, Kick-off meeting with
CONTRACTOR/COMPANY representative, review meetings as required in CONTRACTOR office and a
wrap-up meeting with CONTRACTOR/COMPANY representative/Honeywell MAC key team, where
conclusions are documented and signed-off in line with meeting objectives set.
During this Phase the MAC vendor will work with CONTRACTOR and COMPANY to achieve the following:
FEED Verification: During this phase MAC vendor will verify the FEED documents already
developed by the COMPANY as part of a separate FEED contract.
Detailed design: Establish design basis and project fundamentals and agreed upon as possible.
If any changes are required to the FEED documents the same will be discussed and agreed to ensure it
is in line with the final ICSS system selected. Review and agree on the Project Execution Plan shall also
be carried out during the FEED verification phase.
8.10.1. FEED verification
During this phase MAC vendor will verify the FEED documents already developed by the COMPANY as
part of a separate FEED contract. The following documents, specification and layouts are to be provided
by the selected CONTRACTOR for the execution phase for Honeywell to check and verify compliance.
Facilities design basis
Process and Instrument Diagrams
Instrumentation Controls and Safety System Philosophy
Instrumentation Controls and Safety System Specifications
Safeguarding philosophy
Loss prevention Philosophy.
Specification for Instrument cabinets
System architecture diagram
Specification for Process Control System (PCS)
Specification for Process Shutdown System (PSD)
Specification for Emergency Shutdown System (ESD)
Specification for Fire and Gas System (FGS)
Specification for Asset Management System (AMS)
Specification for Alarm Management System (AS)
Specification for Integrated Operator Consoles
Specification for MOMS
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If any changes are required to the FEED documents the same will be discussed and agreed to ensure it
is in line with the final ICSS system selected. Review and agree on the Project Execution Plan shall also
be carried out during the FEED verification phase.
At the end of FEED verification, MAC will come out with a list of system specific changes needed on the
specifications to make it match with the proposed ICSS and IECS system. Any additional scope would be
discussed based on change control management process and agreed mutually. Based on mutual
agreement MAC will proceed to next phase which is Implementation.
8.10.2. Detailed design
During this phase the MAC vendor shall also work with the CONTRACTOR to establish design basis and
project fundamentals and agreed upon as possible. Those include compliance to scope,
conformance/options/exceptions, Minimize customization/use of vendor standards, Document
Deliverable List, Graphic sketches basis, standard report format, data base format finalization (In Tools),
System Architecture review with L4/L5 interface requirements/security, project timeline, design freeze and
project milestones, customer input design data, prototyping as applicable, package vendor schedule,
project specifications etc. Some of the below work would be carried out in Honeywell Jakarta office by
project team and later reviewed with CONTRACTOR through the key member stationed at
CONTRACTOR office. Similarly design inputs collected by key member stationed at CONTRACTOR
office would be fed back to the project team in Honeywell office.
During detailed design the following documents, specification and layouts are to be provided by the
selected CONTRACTOR for the implementation phase for Honeywell to check and verify compliance.
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Finalize and update PEP
Review and finalize responsibility matrix
Finalize Document Deliverable List.
Update sizing basis and schedule for ICSS, OTS & IECS
Finalize room layouts for CCR, LER etc.
Develop and finalize Functional Design Specifications for ICSS, OTS & IECS
Develop and finalize typical cabinet layouts and design.
Minimize customization/use of vendor standards
Coordinate ICSS, OTS & IECS design approach amongst various EPC contractors so
that overall design and integration is consistent and standardized.
Interface design finalization for instrumentation and control systems supplied or
engineered by others
Manage & resolve all interface issues between the MAC-supplied systems and other
instrumentation and control systems
Graphic sketches basis and typical
Standard report format
Define Shared User Database Structure (SUDS) data exchange matrix
Data base format finalization (IN Tools) with SUDS process.
System Architecture review with L4/L5 interface requirements/security,
Project timeline, design freeze and project milestones,
Customer input design data and schedule
Prototyping as applicable
Package vendor schedule
Participate in Loss prevention study with CONTRACTOR
Participate in HAZOP and SIL study with CONTRACTOR
Hardware and Software freeze for procurement.
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At the end of detailed design, any additional scope would be discussed based on change control
philosophy and agreed mutually. Based on mutual agreement MAC will proceed to next phase which is
detailed design and manufacturing.
8.11. Implementation Phase
The basis for detailed engineering drawings will be the specifications and typical developed during
detailed design phase of the project, and the design inputs received from the CONTRACTOR as indicated
in the schedule. Deviations from standards agreed in the specifications will only be permitted if reviewed
and approved by the CONTRACTOR/Company. The magnitude of the deviation will determine the
manner by which approval is obtained from CONTRACTOR/Company. This will be agreed at the Kick off
Meeting with CONTRACTOR/Company.
The “key team” of project will be involved in all reviews of detailed engineering documents, and a key part
of the review process will be a check for compliance with project specifications.
On completion of detail design drawings same will be submitted to CONTRACTOR/Company for review
and comments. Honeywell will incorporate the comments into the specifications and then issue for final
approval.
On receipt of final approval Honeywell will then proceed with implementation and manufacturing.
8.11.1. Engineering Work Packages
During preparation of detailed engineering drawings the deliverables will be broken down to the following
various packages:
PCS Hardware Design
PCS Applications Design
ESD/FGS Hardware Design
ESD/FGS Applications Design
HMI Design
Network / High Level System Design
Third Party Sub-systems Design
Third Party Interface Design
MOMS application
All deliverables will be detailed in the Deliverable Control Index to be developed at the start of the project.
8.11.2. Use of Standard Builds (Toolkit)
Engineering will be based on Honeywell’s design standards, guidelines and best practices in order to
provide a proven design, optimized engineering time and long term benefits to customer.
Honeywell seeks to maximize their application of Standard Builds, also known as “Toolkit”, during this
project. These are automation best practices that define standards for design, implementation and test.
Standard Builds consists of:
• Templates
• Guidelines
• Solution Libraries
• Checklists
• Tools
• Methodology
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This collection of standard builds allows work to be performed consistently every time to improve
productivity and global consistency. Additional benefits include reduction in project risk, improved
commercial scope management, and efficient flawless start-ups.
Customizations of design, if any shall be considered on mandatory situations as per mutual agreement
with customer and as allowed by design guidelines/standards/best practices for process control. The
same will be applicable for sub-systems design included in Honeywell’s scope.
8.11.3. PCS Hardware
The PCS hardware engineer will use the CONTRACTOR supplied design inputs as defined in the PCS
FDS to produce a package of hardware design documents. Typically these will include, but not be limited
to:
Cabinet / console GA drawings
Cabinet / console layout drawings
Cabinet / console wiring drawings
Marshalling cabinet wiring schedules
Power and Heat calculations
8.11.4. PCS Applications
The PCS applications engineer will use the CONTRACTOR supplied design inputs and functional design
specifications and loop typical prepared during detailed design phase to develop PCS applications.
Database update and bulk generation tools will be used greatly to improve the efficiency during this phase.
8.11.5. ESD/FGS Hardware
The ESD/FGS hardware engineer will use the CONTRACTOR supplied design inputs as defined in the
ESD/FGS FDS to produce a package of hardware design documents. Typically these will include, but not
be limited to:
Cabinet / console GA drawings
Cabinet / console layout drawings
Cabinet / console wiring drawings
Marshalling cabinet wiring schedules
Power and Heat calculations
8.11.6. ESD/FGS Applications
The ESD/FGS applications engineer will use the CONTRACTOR supplied design inputs and functional
design specifications and loop typical prepared during detailed design phase to develop
ESD/FGSapplications. Database update and bulk generation tools will be used greatly to improve the
efficiency during this phase.
8.11.7. HMI
The HMI Engineer will work with CONTRACTOR and Company to assist in defining a list of process
graphics. Typical displays and HMI developed and demonstrated as well as functional design
specifications developed during the detailed design phase will form the basis for this package.
After an initial review of the overall philosophy and standards defined in the FDS and the HMI object
library, Honeywell, with the CONTRACTOR/Company, will identify approximately 10% of the graphics to
be developed first. The graphics will be developed in accordance with the standards defined in the HMI
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FDS. Once developed, Honeywell will issue these 10% graphics to Customer for review and approval. A
meeting will be held to review the comments. Honeywell will then incorporate the comments and continue
the development for the rest of the graphics. Another batch of graphics will be issued to Customer for final
approval following completion of all graphics.
8.11.8. Third Party Interfaces
The PCS applications engineer will use the final CONTRACTOR supplied design inputs and functional
design specifications prepared during detailed design phase to develop the 3rd party interface database
and graphic applications. Database update and bulk generation tools will be used greatly to improve the
efficiency during this phase.
8.11.9. Network & High Level System Design
The high-level system design will be based on the definitions in the FDS. Additional design inputs from
CONTRACTOR and Company will be used to develop a detailed design package.
MAC will work with Company on the L4 and L5 system integration for Company to access data from ICSS
to the corporate LAN. Scope of work and level of responsibility shall be as defined in Honeywell proposal.
8.12. Testing
8.12.1. Design Validation Tests
All testing philosophies, procedures templates, prototyping, 3rd party testing, LERs etc as applicable
shall be reviewed during FEED for determining detailed scope of work against contractual requirements.
8.12.1.1. Software Prototype (Typical) test
As a proactive measure of project implementation, the entire I/O loop typical that require compliance to
project specification, shall be developed as part of the basic engineering activity, tested for design
validation and signed-off by the customer ahead of mass production. This approach shall ensure a
smoother implementation of HMI and process graphics at a later stage for each portion of plant.
This typical testing shall include:
Graphics sub-picture library
Graphics testing for given typical
Typical testing for all PCS, Safety system and FGS systems
Upon completion of typical testing a sample PCS graphics shall be built using a combination of typical
I/Os, with the HMI concept of overview and a few navigational displays. This test will be carried out based
on the graphic specification document, witnessed by the customer and signed-off.
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8.12.1.2. Hardware Prototype (Typical) Test
A typical cabinet of each type shall be fabricated as per approved design specification and witnessed for
concurrence before being mass produced. The objective is to identify gaps between actual fabrication
and the design drawings, and correct them before the impact is huge.
The schedule for the above activity shall be mutually agreed upon but completed before mass production
of design starts.
8.12.2. Communication Interface / Handshaking Test
The intent of the test is to verify communication between the PCS and each of the sub-systems interfaced
with the PCS. The IFAT shall also cover the interface testing of the UCPs package systems, that are free
issued to the testing location in HON. UCPs for package systems that cannot be delivered to HON shall
be tested for interface functionality using either of the following method.
For interface via OPC, where it is possible, to establish a VPN link, the test can be conducted
remotely by setting up a VPN between PCS vendor and UCP package supplier where the UCP
system cannot be delivered to a central place of testing with the target PCS. A Video-IP camera
can be setup at the PCS vendor site to capture EPKS screen for communication verification.
In case if the VPN is not feasible or possible, a Mini PCS that shall be dispatched by Honeywell
to the UCP sub-system manufacturer’s location for interface test.
For interface via Modbus Ethernet (ModbusTCP), similar method may be applied
For interface via Modbus Serial, a serial to Ethernet converter (terminal server) can be dispatched
to supplier location. Once serial and Ethernet setting is setup by the supplier, PCS vendor will be
able to interface with the remote equipment.
Use of Modbus simulator to establish link and complete other parts of the tests.
The schedule for the above activities shall be mutually agreed upon but completed before IFAT starts..
8.12.3. Internal Testing
Internal Factory Acceptance Test (FAT) shall be conducted at Honeywell, Jakarta. The following items
shall be tested by Honeywell prior to FAT start with CONTRACTOR / Company representatives
Cabinet internal layouts per the approved drawings
I/O loop test
Hardware verification
Graphics
Application configuration, logic and software verification against the approved application
engineering documents
Third Party Interfaces
Subsystem Integration
Internal FAT shall be conducting using the same procedure that will be used for Factory Acceptance Test
(FAT) and a log of all the hardware/software corrections shall be maintained.
8.12.4. System Readiness Review
This is a key milestone before the Factory acceptance test can start. During this CONTRACTOR and
COMPANY will jointly review the test records of MAC carried out during internal tests, input design
document revisions used to ensure latest inputs have been used for implementation, FAT procedure and
check sheets, actual staging readiness of hardware, facilities for testing, test organization from MAC,
test equipment calibration reports etc.. Upon completion of the review CONTRACTOR/COMPANY will
decide to proceed with FAT and IFAT.
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8.12.5. Factory Acceptance Test
There will be separate Factory Acceptance Tests (FATs), conducted for the PCS and ESD/FGS systems
as well as other sub-systems to carry out independent 100% I/O and functionality tests, as per approved
design documentation and mutually agreed upon FAT procedures. The FAT’s for PCS, ESD/FGS, AMS
and AS systems are carried out independently first in order to test full functionality in full and to resolve
issues if any, before connecting to form the PCS for integrated FAT.
All tests shall be based on mutually agreed and approved test procedures and check sheets. All test
results shall be recorded on check sheets. Any punch list items or wish list items shall be recorded in
separate punch/wish list forms. Proper numbering and tracking of punch/wish list will be maintained during
entire testing and post testing and will be part of documentation submitted to customer. Outstanding punch
items will be tracked and mutually agreed to be carried forward to site or to be corrected before shipment.
All corrections shall be retested and approved by customer and signed off.
8.12.6. Third party interface testing
All the third party devices shall be tested prior to start of the integrated FAT. This testing shall involve the
third party device (or a simulation of it with CONTRACTOR / Company approval) being physically
connected to the Experion system network at Honeywell staging area to prove that they successfully
communicate without any communication errors. For 3rd part systems that cannot be made available at
Honeywell staging location, Honeywell shall arrange the necessary equipment and resources to carry out
the interface test at the vendor’s shop in line with project specification requirement.
8.12.7. Integrated Factory Acceptance Test
An overall Integrated ICSS & IECS system IFAT will be organized as per a separate test procedure
prepared by Honeywell and approved by CONTRACTOR / Company to test some critical interfaces of
the whole ICSS & IECS. This test is expected to be performed to meet the intent of the full ICSS & IECS
IFAT and shall take place before the final shipment of the ICSS & IECS system.
Honeywell will provide supervision, specialist personnel, test equipment, test technicians and all
necessary materials to support customer witnessed testing. Honeywell will assign a test coordinator whom
will be the point of contact for all communications during the test. CONTRACTOR / Company will provide
personnel to witness the factory tests and to assist in the overall execution of the tests.
Honeywell will maintain a system log to report all deficiencies found during testing. The deficiency log will
be in punch list format; each deficiency will be uniquely numbers, signed off and will indicate the action
taken to clear the item.
Any change during FAT/IFAT shall be done following the approved change control procedure.
All documents and drawings shall be red lined as and when there will be any correction and the redlined
documents will be used for installation and commissioning.
8.12.8. Certificate of Acceptance
Upon completion of FAT and IFAT, Honeywell will prepare “Certificate of Acceptance”. Any noted
deficiencies / errors / action items identified during the FAT/IFAT which have not been cleared (and as
agreed by CONTRACTOR / Company) will be attached to the FAT dossier. Signing of Certificate of FAT
acceptance denotes the completion of FAT/IFAT.
The system will then be turned over to Honeywell’s logistics group for packing and shipping
documentation preparation. All packing shipment shall be as per project specifications. The
CONTRACTOR will be notified when the equipment is ready for shipment to CONTRACTOR freight
forwarder. Once the equipment is turned over to the CONTRACTOR freight forwarder, it is then the
responsibility of the CONTRACTOR to ensure that the equipment arrives at the stated destination safely
and without any damage.
Honeywell will update any deliverable documentation to reflect accurately the as-built System. Final asbuilt documentation will be submitted after the shipment of the equipment.
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Honeywell will work out packing /shipment document requirements separately with CONTRACTOR during
detailed design phase.
8.12.9. Site Acceptance Test
Site Acceptance Test (SAT) shall be conducted at site by Honeywell and shall be witnessed by
CONTRACTOR and Company representatives.
The SAT will be carried out in line with the approved SAT procedure prepared by Honeywell. The SAT
shall prove the following
8.12.10.
All parts of the system are connected and interfaces working properly
Repeat full testing of the application software as a part of commissioning.
Operation of Asset Management and Alarm Management systems
Pre-Commissioning / Commissioning
The plant commissioning and start up support will be provided by Honeywell as per the purchase order.
Resource pool for this in general shall be drawn from Honeywell local affiliate (HON, Indonesia) as it will
enable them to provide long term support for the plant.
8.13. Documentation
All engineering documentation and databases will be developed in the English language and will be
prepared using proprietary packages such as Microsoft Office, IN tools, AutoCAD and Adobe Acrobat.
8.13.1. INtools Instrument Database
The PCS I/O databases will be generated from the CONTRACTOR instrument databases, which will be
built using Intergraph’s “INtools” package. CONTRACTOR IN tools project database will be the master
database for all associated instrument-related information. Honeywell and CONTRACTOR will be
responsible for maintaining their data fields, as identified during basic engineering phase. Honeywell will
be responsible for maintaining the databases for all PCS control systems. PCS database development
will be handled in accordance with Honeywell Quality Procedures, with particular emphasis on
management of change
A remote data entry system will be required to be set up so that Honeywell engineers can populate the
database from Honeywell, Jakarta in a secure and reliable manner. Please refer Appendix L for INtools
work flow process.
A critical component on any MAC project has to do with the exchange of project data. Therefore,
Honeywell utilizes a proven method of an electronic data transfer mechanism between all major project
participates using our Shared User Database Structure (SUDS) process by maximizing the single point
of entry concept.
This process seeks to establish the following objectives:
Minimize rework
Eliminate duplicate work
Identify areas of expertise
Create standard roles and responsibilities structure
Create tools around standard
Support virtual project team concepts
This concept allows the EPC to create the Project Instrument (INTools seed) database with an early
understanding of data requirements for MAC Projects. Honeywell will accept data directly from the EPC
via INTools export, therefore remove addition work associated with re-keying or converting data. The
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work package concept was also applied to the SUDS database work flow. This allows for work to be
executed in a sequential manner and tracked on the project schedule by activity. Database work
packages are timed as such to reduce the burden associate with Management of Change (MOC) for data
received out of sequence or too early.
8.13.2. Loop Schematics
Honeywell expects that the instrument loop schematics will be produced by CONTRACTOR as an output
from INtools.
8.13.3. Bill Of Materials
Honeywell shall submit a complete bill of materials (BOM) consisting of original quantity, revised quantity,
material description and model numbers. The bill of materials shall be maintained in electronic format.
The bill of materials shall be provided with as-built documentation.
Honeywell will issue the BOM two weeks after the completion of the procurement phase as “Issue for
Design”. Honeywell will re-issue the BOM at the start of the FAT activities as “Issue for Construction”.
8.13.4. System Self Documentation
The PCS uses the EPKS Control Builder software package to configure and monitor the applications
which reside in the PCS Controllers. Once the configuration is complete the package will be used as a
self-documentation tool to print out the Control Builder function block configuration charts.
The PSD, ESD and FGS use the Safety Manager Safety Builder software package for application
development and on-line maintenance. Once the configuration is complete the package will be used as a
self-documentation tool to print out the Functional Logic Diagrams.
8.13.5. Technical Query Forms
During the implementation of the project, Honeywell will inevitably require clarification and/or further
information from the CONTRACTOR on a number of technical issues. For each such case Honeywell
will complete a Technical Query form and submit this to CONTRACTOR.
Each form includes a log number, the name of the requestor, the requested information (including details
of any reference documentation), and the date by which the information is required. CONTRACTOR
completes the response box, and signs and dates before returning to Honeywell. Honeywell will track the
Technical Queries in a Register, which will record the Query date of issue, the date of response, and the
status (open/closed).
8.13.6. Standard System Manuals
Honeywell shall provide standard system manuals (operation and service manuals) as part of the
deliverables. The CONTRACTOR shall be supplied with all revisions to system manuals, as they are
released, until the standard manual update warranty period expires.
8.14. Packing and Shipping
The Honeywell, Integration centre shall perform all the packing and shipping in compliance with the project
requirements.
Honeywell will update any deliverable documentation to reflect accurately the as-built System. Final asbuilt documentation will be submitted after the shipment of the equipment.
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8.14.1. Packing and Preparation for Shipment
The System shall be cleaned and inspected prior to packing for shipment. The system shall be packed
as appropriate to avoid damage due to rough handling. Consoles shall be shipped individually.
Consumable equipment such as batteries, fuses, lamps, breakers, etc. shall be packed in separate boxes
and clearly labelled. Start-up spares, if applicable, shall also be packed in separate boxes.
Keys, disks, cartridges, tools, manuals and other small items shall be packaged in separate boxes and
clearly identified on the outside of the package. A set of keys shall be taped to the outside of each cabinet
door.
All lifting points shall be clearly marked. Lifting details shall be supplied to the engineering contractor for
review. Any special handling instructions shall be provided. Slings shall be colour coded to indicate proper
placement.
The outermost covering shall be clearly marked with complete identification. The CONTRACTOR supplied
equipment numbers shall be identified on the container.
Packing lists itemizing contents of each box shall be placed inside each shipping unit. A second copy,
together with any special shipping instructions, shall sealed in a water proof envelop and securely
fastened to the outside of each shipping unit. Packing lists shall state the purchase order, list of items and
full description of contents.
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9. INTERFACE MANAGEMENT METHODOLOGY
After project kick off and during basis design phase MAC will prepare an interface management
procedure for COMPANY/CONTRACTOR approval.
9.2.
Interface Management Plan
A typical process for management of Interfaces is outlined below. This procedure provides guidelines
and instructions in supporting project interfaces among the MAC Team, CONTRACTOR, vendors
and COMPANY. It provides a means to communicate across interfaces in the most effective and
coordinated manner without providing negative effects on the project cost or schedule.
This methodology will be applied to the project with the expectation that it will be followedwith all
interfaces which are required for the Project. It is expected that MAC, COMPANY and CONTRACTOR
involved with the project will bring their effective methodologies for discussion and possible
incorporation into an overall project integrated interface procedure.
9.3.
Project Responsibilities for Interfaces
MAC will nominate a dedicated Lead Interface Engineer with the COMPANY and CONTRACTOR.
This is to ensure the correct and timely flow of information between CONTRACTOR, COMPANY, MAC
supplier and other involved parties. The Lead Interface Engineer will report directly to the ICSS Lead
engineer.
Interfaces between MAC team and External Entities shall be further identified by the COMPANY,
CONTRACTOR and ICSS Lead Engineer during basic design activities. For the purposes of this
document, “External Entities” are those persons, companies and organizations that are not contractually
obligated to the MAC project team, so MAC does not have contractual authority to direct the entity as
needed to ensure the deliverable or task requiring the interface is achieved.
Examples of external entities are:
CONTRACTOR Team Members
CONTRACTOR vendors and sub-contractors
COMPANY Team Members
9.4.
Client Responsibilities
The COMPANY or CONTRACTOR will be responsible to:
Ensure that all parties approve the overall interface plan and activity (task) descriptions so
proper tie-ins can be made to the individual schedules.
Issue an initial Interface List with narrative description of the interfaces.
Assign the management of each interface to a single entity (COMPANY, CONTRACTOR, or
MAC/ICSS supplier).
9.5.
MAC Responsibilities
MAC will support and manage the Interfaces related to the ICSS scope of delivery by performing the
following:
Actively support the interface definition phase(s)
Once defined, manage all direct MAC interfaces related to the ICSS scope
Tracking of the interface and providing status and scheduled data
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Arrange formal communications and meetings as appropriate
Provide ICSS test kit.
CONTRACTOR or Third Party Responsibilities
The CONTRACTOR or third party vendors will be responsible to:
Support the interface definition phase
Cooperate with and assist with Interface Lead engineer
Provide status and scheduled data to the Interface Lead engineer
Supply the required data and facilities to the appropriate party in the format and within the time
frame requested by the Interface Lead engineer. This includes all interface data related to
CONTRACTOR’s vendors and CONTRACTOR’s 3rd party subcontractors.
When necessary, Interface Lead engineer shall be allowed direct communications with vendor’s
lead engineer to ensure specific data requirements are understood by the vendor. All such
communications however will be managed by the CONTRACTOR
Should formal meetings be necessary to discuss an interface and obtain the required data, all
parties to participate and respond to reasonable requests.
9.7.
Potential Interfaces Issues
Examples of interface problems include:
Not receiving required information in a timely manner to start or complete work on schedule
Not communicating to the ICSS team any changes within their scope that impacts ICSS
implementation
Ambiguity in the delineation or interpretation of responsibilities
Incompatible technical interfaces that may require changes to project scope, cost or schedule
Lack of corrective action by any party
Schedule not updated or communicated
Performance or technical issues within one party’s deliverables that impact the interface not being
communicated in a timely manner
Work links incorrectly applied to the interfaces
After project kick off, the following shall be identified:
Project deliverables that require an interface to an external entity
Project activities that require an interface to an external entity
Schedule for interface activities including milestones and critical dates
As soon as practical, all interface activities shall be scheduled and resourced. When problems
affecting the project occur that cannot be resolved by either party, the
COMPANY/CONTRACTOR shall provide the necessary assistance, resources and authority
to facilitate resolution.
Since interface issues could impact the cost and schedule dearly, all project team members are
encouraged to correct the situation once identified. MAC, CONTRACTOR and COMPANY Project
Managers
shall
be
responsible
for
ensuring
that
this
procedure
is
implemented, and for determining their proper design interface requirements with others. All interface
issues related to ICSS shall be worked through the ICSS Lead engineer, Interface Lead engineer, ICSS
Project Manager and CONTRCTOR as the case may be.
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Interface Procedures
9.8.1. Defining ICSS Interfaces
All organizations affecting the successful completion of the Project will define the interfaces required
from other organizations to deliver their own scope.
Interface tasks shall define all pertinent data, include but are not limited to: deliverables, work activities,
procured items and database packages.
As a minimum, the Interface List shall provide the task description, date required, ID, project package,
phase of the project (engineering, procurement or construction) and shall be sent to the
CONTRACTOR/COMPANY Project Manager or designee.
The CONTRACTOR/COMPANY will review each interface and reach an agreement with the originator
as to its validity. Once the interface is agreed to be valid, the interface will be sent to the receiving
organization
by
the
CONTRACTOR/COMPANY
for
review.
The receiving organization shall review the interface and provide comments to the
CONTRACTOR/COMPANY. If the receiving organization agrees with the interface, it is then added to
both the receiving and requesting organization’s schedules. This response shall be no longer than five
business days.
In case of a disagreement to validate an interface between CONTRACTOR/COMPANY and requesting
organization or between CONTRACTOR/COMPANY and receiving organization, the disagreement
shall be recorded formally by the CONTRACTOR/COMPANY and all parties notified.
For ICSS scope related interfaces, and once the Interface has been validated, the management
of the interface will be assigned by the CONTRACTOR/COMPANY, to MAC team and the other party
advised of this appointment.
Defined interfaces in the Interface List will not be deleted unless it is coordinated and agreed to by
CONTRACTOR/COMPANY and all affected parties.
9.8.2. MAC ICSS 3rd Party Interface
MAC shall be responsible for implementing ICSS external interfaces to the process, utility and Third
Party Packages. MAC will proactively interface with 3rd party package vendors for technical information
regarding ICSS design. However such information received from vendors will be facilitated and
validated by COMPANY/CONTRACTOR.
CONTACTOR/3rd party vendor shall be responsible to:
Arrange ICSS to Third Party Package interface and integration design meetings until Final version
Approved by COMPANY.
Supply the necessary interface design documentation (interface drawings, functional
specifications, full tag database with addresses and descriptors) needed by the MAC to develop
the ICSS side of the interface, and to properly identify the signal cabling and related devices
between these systems.
Facilitate MAC access to the suppliers' facilities as needed to perform ICSS interface test in their
facility.
Provide Third Party Package simulators in cases where the Third Party Package cannot be made
physically available for testing.
Assign a designated contact to be responsible for all communication and activities with MAC.
Provide resources as required to assist the MAC in developing and scheduling of Third Party
Packages into the overall project schedule.
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Provide resources and equipment to assist MAC with the FAT for ICSS interface testing to Third
Party Packages.
Provide resources to assist MAC with resolving any discrepancies discovered during Design data
exchange, ICSS interface test and FAT that are or may be within the Third Party Equipment.
9.8.3. ICSS Interface Coordination
The CONTRACTOR/COMPANY or MAC shall maintain the Master ICSS Interface List. However, MAC
shall provide information to the CONTRACTOR/COMPANY, so that a master Interface list for the
overall project can be maintained. Typically, the CONTRACTOR/COMPANY shall be responsible
for submitting the Master Interface Coordination Report to all affected parties on a regular basis.
MAC Interface Lead Engineer and Project Manager shall be responsible for ensuring all interfaces
between MAC, CONTRACTOR, Third Party Vendors and other contractors are actively managed.
In-general, the MAC Interface Lead engineer shall:
Inform the MAC Project Manager who will notify the CONTRACTOR of all significant interface
issues that may impact project cost, schedule or quality of work.
Liaise with Discipline Leads of the CONTRACTOR and other suppliers to ensure a clear
understanding of the tasks to be performed, to identify problem areas and obtain agreed
solutions.
Provide planning and scheduling coordination within the MAC's organization, MAC
subcontractors (if any) and Contractor Third Party Packages and third party systems.
Develop and comply with documented procedures establishing methods of communication.
Identify, track, document and expedite required data exchanges between MAC and other parties.
Develop required data formats for ICSS design to be followed by the 3rd party system vendors.
Ensure interface design philosophy as per CONTRACTOR/COMPANY standards are adhered to
and report deviations if any for CONTRACTOR/COMPANY approval.
Provide separate focus for DCS interfaces
If ICSS equipment includes equipment from MAC Third Party Vendors (e.g., SIS hardware) MAC shall
be responsible for integrating this equipment into ICSS. Resolution of technical issues such as intersystem compatibility or communications shall be the responsibility of MAC who shall work directly with
MAC Third Party Vendors to resolve such issues.
9.8.4. Interface Coordination Meetings
The CONTRACTOR/COMPANY or designee, Interface Lead Engineer/ICSS Lead Engineer/ MAC
Project Manager shall attend regularly scheduled coordination meetings to review and report progress
on each of the interfaces. The required interface meetings shall be identified upfront and included in the
project schedule and held at a suitable location and hosted by the CONTRACTOR/COMPANY.
9.8.5. Interface Work Packages
MAC’s internal interfaces are based on work packages that are issued to various internal organizations
or locations. Honeywell Global Project Management (GPM), contains detailed procedures, flowcharts,
checklist, tools, etc. to support this methodology.
Details of GPM procedures are considered sensitive IP information, however an over view of this
process can be presented to CONTRACTOR/COMPANY under the existing global confidentiality
agreement if required.
All Internal Interfaces, regardless of geographical location or activity type are covered by and will be
managed in accordance with the above proven Honeywell procedures.
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9.8.6. Interface miles tones within Project Schedule
ICSS project schedule shall indicate the documentation, materials or information required from the
COMPANY, CONTRACTOR or other external entities. Design data associated with these interfaces will
require a design “Freeze” date for ICSS team to effectively complete the deliverables. Such design
Freeze dates will be represented as milestones on the Project Schedule.
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10. QUALITY PLAN
10.2. Quality Plan
Honeywell Project Operations policy is to deliver defect-free products and services consistent with the
Contract, Customer Specifications, and Honeywell internal standards. Honeywell Global Quality
certification initiative ensures consistency of engineering across the Honeywell regions. The plan will be
in accordance with Exhibit C Coordination Procedure.
Honeywell shall submit a project specific Quality Plan for review at the start of the project.
The Quality Plan shall detail the following:
Details of all freeze dates for data required from CONTRACTOR
Details of all planned hold points
Details of all planned design reviews with CONTRACTOR
Details of planned design reviews with third party vendors
Details of all testing activities (including third party interface tests)
A complete list of the Honeywell procedures, working practices and work instructions required
completing the Work.
An audit schedule for assessing compliance to the Quality procedures and processes.
Honeywell Project Operations quality management process is based on several Quality measures listed
below:
Quality Plan Policies:
The Project will utilize Honeywell Quality Plan Policies as overall quality directives.
Engineering Centre Local Work Instructions and Procedures:
At each Execution Centre, standard work Instructions and procedures are utilized during the execution of
work packages. The Honeywell Project Manager will ensure that standard work instructions are followed
while implementing the work packages on a day-to-day basis. These work instructions include internal
review of Honeywell deliverables for consistency, maintaining integrity of databases through revision
control and access control, and developing deliverables such as graphics embedded objects and
extensively testing them prior to usage on a large scale in the displays. The Project Manager shall ensure
that the standard work instructions are followed at each work location by means of audits.
Milestone Work Audit Procedures (Gating Process)
Honeywell management will conduct internal audit of work packages implemented by the project team at
major project milestones. The deliverables will be audited for completeness, accuracy and functional
intent. The work package implementation will also be reviewed for proper work process utilization. If any
deficiencies are observed, the project team will utilize additional preventive and corrective measures.
Such corrective actions will be re-audited to ensure that the additional quality measures have been
effective. Audits and any compliance measures will be fully documented.
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The top level Gate Control Process map is indicated below.
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Inspections of Factory and Integration Facilities:
Honeywell factories and Integration Centres are regularly audited to verify compliance of manufacturing
operations with design documents and overall quality of work. Inspections and any compliance measures
are fully documented.
Internal Honeywell Factory Test (prior to Customer FAT):
Honeywell will conduct an internal Factory Test prior to Customer FAT to verify the functionality of the
system. Any deficiencies observed during these tests will be rectified by corrective measures. Internal
Honeywell test documentation will be maintained and made available to Customer upon request.
Personnel Training:
Honeywell implements extensive training programs - both classroom-type as well distant learning type for
its employees. The training sessions pertain to the Employees work activities. Local management
maintains training records.
Use of Experts from Engineering Centres of Excellence:
Honeywell utilizes Subject matter Experts from the Centres of Excellence from its worldwide organization.
These personnel will participate in design reviews to ensure best practices are followed. The following
Centres of Excellence are identified:
Honeywell SMS Netherlands:
ESD consultancy
Honeywell Belgium:
Experion / networking consultancy
Project Audits
A project specific audit plan will be included as part of the Quality Plan. A Honeywell, Quality engineer
will carry out audits in accordance with the audit plan. An audit report will be issued and it will list any
observations and any non-conformances. The QA engineer in conjunction with the project team will
implement corrective actions, which will be reviewed and accepted by the QA engineer. A record of all
the audits will be maintained
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11. PROCUREMENT PLAN
Although Honeywell is not providing any significant 3rd Party scope in the proposed system, it is possible
that 3rd Party scope will be added in the CONTRACTOR-contract. The Supply Management Plan to cover
this eventuality is detailed here.
11.2. General
The overall procurement strategy for this project will meet the following objectives:
Timely delivery of purchased equipment.
Quality in all Procurement Project functions
Leverage purchases
Standardize purchasing best practices and processes
The Honeywell project team will utilize the expertise of Honeywell Global Supply Management personnel.
Honeywell Supply Management will work with the CONTRACTOR to identify and utilize suppliers who are
committed to the delivery of Quality products on schedule.
Honeywell will perform all required procurement functions, purchasing, material control, expediting,
inspection, logistics, and subcontracts. All work, regardless of location, will be executed in a uniform
manner and in accordance with this instruction and the CONTRACTOR requirements. Honeywell will
issue to the CONTRACTOR, a list of equipment to be purchased for approval.
11.3. Breakdown of Work activities
11.3.1. Engineering Phase
During the engineering phase Supply Management personnel will:
Work closely with Honeywell engineering personnel to produce a consolidated bill of material that
Honeywell is responsible for.
Identify preferred suppliers to obtain favourable commercial/logistic terms.
Use Honeywell-Supplier agreements wherever possible
Prepare and execute purchase orders
Track and expedite deliveries
11.3.2. System Integration Phase
Supply Management shall:
Support assembly activities with purchase of bulk material. Honeywell will issue list of bulk
material to be purchased to Customer.
Track and expedite deliveries
Support shipping requirements
11.3.3. Installation Phase
During the installation phase, Supply Management shall:
Support project team members with procurement or warranty replacement.
Track and expedite deliveries.
For the case of the system installation, Supply Management shall support the project utilizing
local expertise to achieve the above.
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11.3.4. Organisation and Staffing
The Supply Chain Manager will be responsible for the Coordination effort and reporting for all
procurement, expediting, and traffic for the Project. Efforts shall be coordinated between all Honeywell
locations to provide the CONTRACTOR with a consistent methodology and tools for procurement.
The Supply Management personnel will report administratively to the Project Manager.
Dedicated, experienced personnel covering purchasing, material control, expediting, inspection and
logistics will support the Supply Manager.
The Supply Chain Manager will be responsible for the following functions:
11.3.5. Procurement Management
The Supply Chain Manager will be responsible for purchasing materials to be used during the engineering,
integration and installation phases of the project. The supply manager is responsible for optimizing
content through analysis of suppliers’ capability, capacity and shop load status with special emphasis on
critical materials. For materials that are to be competitively bid, the manager is responsible for obtaining
quotations and analyzing direct and indirect costs associated with transporting the materials to site. The
below flow chart shows the project procurement cycle.
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Project Procurement Cycle - SM1300Process Flow
Honeywell Process Solutions- GPSM EMEA
Process Details
Executing Responsibility
(O)=Owner / (S) = Support
Project Kick-Off
Determine final 3rd party scope of the
project .
Determine final Honeywell scope of the
project .
3rd party
> € 100k ?
Ø (O) Project Manager or
(S) authorized project team
member.
Honeywell
Products
If 3rd party content for the total project > €
100k, an IPP is required latest 2 weeks
after project kick-off including all requested
and relevant information .
This overview will allow the procurement
team to start working on opportunities well
before the requisitions are issued , allowing
to maximize the benefits to the project.
Yes
Create Internal
Procurement Plan
(IPP)
Request IPP
approval
IPP Approved?
[Template: Internal Procurement Plan]
Review &
complete IPP
No
The IPP need to be approved by
procurement. Opportunities, concerns,...
etc. need to be identified and discussed
with the Project Manager or responsible
team member.
Ø (O) EMEA Procurement Leader or
(S) RPC.
An approval will be issued after the
analysis.
Ø (O) EMEA Procurement Leader or
(S) RPC.
Review will be required in case vital
information is missing.
Ø (O) Project Manager or
(S) authorized project team
member.
Yes
Execute agreed IPP actions on identified
opportunities. Add quotation overviews
(Bid-Tab's) and justify supplier selection on
objective criteria. Update the IPP as
supplier selection is taking place. Use it as
a communication tool between buyer and
requisitioner.
Execute IPP
Issue Requisition
Requisitions need to be made and sent to
the buyer for execution. They must be in
line with the in the IPP and approval
conditions if applicable.
Request approval
[SM1330]
Requisition
approved?
Ø (O) Project Manager or
(S) authorized project team
member.
Revise
Requisition
Ø (O) RPC
(S) LPC
(S) Project Manager or
(S) authorized project team
member
(S) Contract Management
member if necessary ( i.e.
substantial subcontracts)
Ø (O) Project Manager or
(S) authorized project team
member.
{ORACLE :UGOPA004 (TB) section-2 & 3 }
Request and expedite Approval according
the the SEA [SM1500]
No
{ORACLE :UGOPA004 (TB) section-7.8 }
Ø (O) Project Manager or
(S) authorized project team
member.
Yes
Select Honeywell
Factory /
Select Suppliers
[SM1310]
1
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Select Honeywell factory(ies).
Select the Suppliers taking the competitive
bidding procedure into account .
[Template: Bid-Tab ]
Ø (O) Project Manager or
authorized project team member.
(S) LPC
(S) RPC
Note : in case the 3rd party scope changed substantially, the IPP need to be reviewed and re-approved.
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Project Procurement Cycle - SM1300Process Flow
Honeywell Process Solutions- GPSM EMEA
Process Details
Executing Responsibility
(O)=Owner / (S) = Support
1
supplier
on
ASL ?
No
Qualify supplier or
select a alternative
ASL supplier
[SM1320]
If the supplier is not qualified then initiate Ø (O) RPC/LPC
the qualification process or select
(S) Project Manager or
equivalent supplier from the Approved
(S) authorized project team
supplier List (ASL). Qualification is
member.
mandatory when anticipated yearly spend
is > 100k Eur
Create and check PO respecting a unique
sequential numbering.The PO must be in
line with the supplier selection data in the
IPP and/or approval conditions. Make sure
the bid-tab is added as supporting
documentation in case of competitive bids
Issue PO
Ø (O) LPC
{ ORACLE :UGOPA004 (TB) section 2 }
Request approval
[SM1330]
Revise PO
Approval required according the the SEA
(Schedule of Executive Approval)
In order to facilitate approval, the Approval
Check List need to be completed and
added in case total project 3rd party scope
exceeds € 125k.
[Template : Approval Check list]
Ø (O) LPC
{ ORACLE :UGOPA004 (TB) section 3 }
{ ORACLE :UGOPA003b (IP) section 3 }
PO approved?
No
Send the PO to the supplier. Expedite on
acknowledgements and advise
requisitioner.
{ ORACLE :UGOPA004 (TB) section 5 }
Send PO's /
expedite on
acknowledgments
Receive good/
services
[SM1340]
Process invoice
[SM1350]
Verify that all necessary approvals
(according to the SEA) have been provided
before sending out the PO. Make sure PO
promise dates are updated in the system
with acknowledged or anticipated delivery.
Receive the material / services and verify
compliance with PO.
{ ORACLE :UGOPA003b (IP) section 4 }
Process the invoice including approvals
required from Project Manager or
Authorized team member.
Ø (O) LPC
Ø (O) Requisitioner or
(S) Authorized project team
member.
Ø (O) GBS / Finance
{ ORACLE : AP User Guide section 1 + 2 }
Process Payment
Process the payment as per Payment
terms in the contract.
Ø (O) GBS / Finance
{ ORACLE : AP User Guide section 5 }
Close PO
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After full payment is done and all open
actions on receiving report are closed, the
PO must be closed
Ø (O)LPC/RPC
(S) Project Manager or
authorized project team
member.
Important note: All 3rd party contract labor and sub-contracts requires a PO or legally enforcable LOI ( faxed &
signed by both parties , checked by contract management and explecitely stating that generated costs will be reimbursed
by the client in case the project is not going ahead) before any work can start . The PO cannot be issued unless
performance bound/ insurance and other related contractual documents are retained by the buyer within the
agreed time.
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Honeywell Process Solutions- GPSM EMEA
Approval Process -SM1330Process Flow
Process Details
Executing Responsibility
(O)=Owner / (S) = Support
IPP approval
request ?
Yes
Analyse IPP
content.
Discuss & clarify
with project team
No
Agree on action
plan / provide
Approval or
Rejection
End
Requisition
approval
request?
Identify the
sourcing
requirements
Forward for
further approvals
as per to SEA
No
Approve or Reject
the requisition
End
No
Analyse the IPP content on completeness,
competitive bidding opportunities, use of eauctions, supplier qualification, T&C's...etc
Ø (O) RPC
(S) LPC
(S) EMEA
Procurement Leader
Clarify incompleteness or other issues with
project manager or appropriate project
team members.
Ø (O) RPC
(S) LPC
(S) Project Manager or
(S) authorized project team
member.
Identify the saving opportunities and agree
on an action plan. In case the IPP is not
allowing to get to this stage by not providing
the required level of data, it will be rejected.
Approval is required by the EMEA
Procurement Leader.
Ø (O) RPC
(S) LPC
(S) Project Manager or
(S) authorized project team
member.
The operational management need to
validate the timing, scope, conditions ,
supporting documentation, ..etc for
requested goods or services.
Ø (O) Project Manager or
(S) authorized project team
member.
Depending on the amount, other mandatory
approvals may be required as per SEA.
Approvals should be expedited by the
forwarder in case they did not return within
2 working days.
Ø (O) Project Manager or
(S) authorized project team
member.
Requisitions need to be corrected and
completed in case of rejections or
comments before they can be approved
Ø (O) Project Manager or
(S) authorized project team
member.
{ ORACLE :UGOPA003b (IP) section 3 }
Contract /PO
approval
request?
Yes
Approved
Requisition ?
In addition to project specific supplier
contracts, other contracts or agreements
for regular / strategic Honeywell suppliers
are subject to SEA approval
Ø (O) LPC/ RPC
(S) EMEA
Procurement Leader
Purchase orders can only be issues based
on approved requisitions in line with the
SEA
Ø (O) LPC
(S) RPC
(S) EMEA
Procurement Leader
In case the total 3rd party project spend
exceeds 125k Eur, the Check-List to
include details on the contract for PO
exceeding € 50k . In case the PO is the
execution of an already approved contract,
only a confirmation of compliance with this
contract need to be included.
[Template: Approval Check List]
Ø (O) Project Manager or
(S) authorized project team
member.
Depending on the amount, other mandatory
approvals may be required as per SEA.
Approvals should be expedited by the
forwarder in case they did not return within
2 working days.
Ø (O) Project Manager or
(S) authorized project team
member.
Yes
Complete the SM
approval CheckList
No
Forward for
further approvals
as per to SEA
End
Approve or Reject
the requisition
PO's need to be corrected and completed
in case of rejections or comments before
they can be approved.
Ø (O) Project Manager or
(S) authorized project team
member.
{ ORACLE :UGOPA003b (IP) section 3 }
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Receiving Process -SM1340 Process Flow
Honeywell Process Solutions- GPSM EMEA
Process Details
The goods need to be received in a
dedicated area sufficiently segregated from
other area's, especially from outgoing
goods. Only authorized persons can have
access to this area.
Send the shipping and packing documents
to the buyer (LPC).
Delivery of goods
or services
Executing Responsibility
(O)=Owner / (S) = Support
Ø
(O) responsible manager for the
receiving area.
Ø
(O) authorized persons receiving
the goods
Ø
(O) LPC
In case of a known PO, inform the
requisitioner of received goods/services .
Ø
(O) authorized persons receiving
the goods
Verify goods/ services on completeness
and compliance with the PO. A quality
check / testing could be part of this.
Ø
(O) Requisitioner
Ø
(O) Requisitioner
Ø
(O) LPC
Agree on the corrective actions and
expedite progress. In case the goods need
to be returned, the suppliers Return
Authorization procedure should be used.
Ø
(O) LPC
(S) requisitioner
In case ORACLE is not available, the
registry needs to be updated with matching
information between receipt and PO.
Update the supplier Quality & performance
metrics.
Ø
(O) LPC
File the receipt report and the shipping &
packing documents.
Ø
(O) LPC
{ ORACLE :UGOPA003b (IP) Section 4 }
Match with
open PO#?
No
Acceptance
approval required
Delivery
accepted?
Yes
If there is no match with an existing PO
number, the project manager-- in case he is
not the requisitioner-- or the department
manager requires to approve for
acceptance.
In case no ORACLE or equivalent system
is available, a central Registry need to be
consulted.
[Template : Registry template]
{ ORACLE :UGOPA004 (TB) Section 6.3}
No
Return goods/
services and
advise supplier
{ ORACLE :UGOPA003b (IP) Section 6 }
Notify requisitioner
Verify delivery
Document deviations in receipt report and
forward it with shipping and packing
documents to the buyer .
In case an ORACLE or equivalent system
is available, feedback on receiving can
directly be entered in iProcurement.
Defective or damanged goods can not be
received in the ORACLE system (payment).
[Template :Receiving Report.]
Provide receipt
reporting
Delivery
comply with
PO?
No
Yes
If the delivery is not accepted then the
receiver need to advise the buyer who will
contact the supplier to return the goods or
refuse the services in no later than 5
working days.
Advise supplier of
non compliance
and request
corrective actions.
Delivery
comply with
PO?
In case the delivery does not comply with
the PO or goods were received damaged
or defect, then the supplier needs to be
immediately contacted for corrective
actions. For wrong deliveries, a complaint
needs to be sent by fax as well (confirmed
by fax receipt report ). In case an invoice is
sent, it should be returned by fax referring
to the complaint and advising partial or full
payment stop until the issues are resolved.
This is important if legal actions turn out to
be required at a later stage.
No
Expedite
corrective actions
Document PO<>
receipt match &
update Q-metrics
File the shipping/
packing
documents
End
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Invoice Processing - SM1350Process Flow
Honeywell Process Solutions- GPSM EMEA
Process Details
Executing Responsibility
(O)=Owner / (S) = Support
Invoice Receipt
Invoice
matches open
PO ?
No
Clarify situation
Invoices should be sent to the GBS or the
local accounting / Finance department
Ø (O) Supplier
Match the invoice against receipt and open
PO.
In case of no match, the buyer (LPC) will
need to clarify the deviations with the
possible requisitioner .
Ø (O) GBS/AP administrator
(S) LPC
{ ORACLE: AP User Guide section 1.1 + 1.2 }
Invoice w/o
PO ?
No
Yes
Refuse & return
the invoice
Yes
Invoice
matches
Receipt ?
Approve Invoice
No
Clarify situation
and agree
corrective actions
Corrective
actions
completed?
Invoices are refused within 5 working days
after receipt when no PO is connected to it.
Refusal should be advised via fax indicating
the refusal reason with a copy of the
invoice.
The original is returned by postal mail.
Corrective actions need to be organised
with the supplier in case not all conditions
are met to issue payment.
3 way matching is required (PO, receipt
and invoice). If no ORACLE system is
available, a central registry must be
consulted for matching details.
Ø (O) LPC
(S) GBS/AP administrator
Ø (O) GBS/AP administrator
Ø (O) LPC
(S) Project manager
(S) GBS/AP administrator
Approve the invoice and notify GBS/AP in
case all conditions for payment are
correct. Inform the LPC of the approval as
well.
Ø (O) Project Manager
Instruct GBS/AP to hold the invoice fully or
partially and advise the supplier in writing
(send a fax indicating the reasons why the
invoice is on hold as well as conditions to
release it ).
Ø (O) Project Manager
(S) LPC
Yes
No
HOLD approval &
full or partial
payment.
{ ORACLE: AP User Guide section 2 + 7 }
Process Invoice in
AP system
Process the invoice for payment taking the
PO payment terms into account
Ø (O) GBS/AP administrator
{ ORACLE: AP User Guide section 5 }
End
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8.14.2. Subcontract Management
Supply Manager will oversee the subcontract requirements. The subcontracts personnel will support the
Project Team’s Subcontract strategy development, sourcing, bidding, selection, award, and change
management activities.
The Subcontract Personnel will interface with the Supply Manager, Project Manager, Project Engineer,
Project Controls, Project Administrators, and other staff functions to assure materials, services and
subcontracts meet the project cost and schedule objectives. The Subcontract Personnel will also provide
subcontract site administrative support, on an as needed basis, and will be driven by the project needs as
agreed to with the Project Manager. The Subcontract Personnel is responsible for procurement and
administration support of all project subcontract requirements, unless otherwise agreed to with the Project
Manager.
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E-auction Process - SM1311-
Collect the supplier details which are
required to organise the e-auction
Ø (O) LPC
(S) Project Manager or
(S) authorized project team
member.
Issue the RFQ to
suppliers
Issue the RFQ to the suppliers and ask to
provide the quote by a certain dead-line.
This could be done via classic channels (email ; postal mail)
Ø (O) LPC
(S) Project Manager or
(S) authorized project team
member.
Evaluate and
clarify received
quotes/ agree the
T&C's
Returned quotes need to be clarified,
reviewed and finally summarised in a bid
overview (Bid -Tab).
It is important that the terms and conditions
to be agreed before the e-auction starts so
that no price reviews are necessary
because of this after the e-auction.
Ø (O) LPC
(S) Project Manager or
(S) authorized project team
member.
In case the quotes are not in line with the
RFQ, the supplier will have to review and
update his quote.
Ø (O) LPC
(S) Project Manager or
(S) authorized project team
member.
Send out an invitation to the suppliers listed
on the Supplier Info template including
details on training, actual e-auction .
Ø (O) LPC/ RPC
(S) EMEA
Procurement Leader
CLASSIC PROCESS SECTION
Collect suppliers
details
scope in line
with RFQ?
No
Ask supplier to
align quotation
with RFQ
CLASSIC PROCESS
SECTION
E-AUCTION PROCESS SECTION
Invite suppliers for
e-auction
[Template: e-auction Supplier Info form]
Suppliers
already trained
?
No
Organise a training
for the suppliers
In some cases suppliers have already been
participating to an e-auction event. In that
case no training is required anymore.
Ø (O) LPC/ RPC
(S) EMEA
Procurement Leader
Set-up the e-auction ( actual and training
session) and create the supplier in the
system . Run the sessions at the scheduled
time.
Ø (O) LPC/ RPC
(S) EMEA
Procurement Leader
Update the bid overview with the outcome
of the e-auction so that all criteria could be
considered for supplier selection (technical,
compliance with T&C, previous
experiences, customer preference,..etc).
Ø (O) LPC/ RPC
(S) EMEA
Procurement Leader
Select the supplier
and document
criteria
Based on an updated bid-tab, the supplier
will be selected by the Project Manager
taking strong advise from Procurement &
Contract Management into account.
Ø (O) Project Manager or
(S) authorized project team
member.
(S) RPC
(S) LPC
Advise suppliers
accordingly
The supplier selection needs to be
documented and justified by the Project
Manager. After that the e-auction will be
settled on the system and suppliers will be
advised.
Ø (O) LPC
(S) Project Manager or
(S) authorized project team
member.
Run the e-auction
Update the BidTab prices
End
Important Note : Managing and setting up an e-auction can only be done by trained procurement people. At the moment the
RPC or EMEA procurement leader are considered to be these persons in the GPO organisation.
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11.3.6. Materials Coordination
Supply Management is responsible for the management and control of the material flow from the point of
identification of requirements, through engineering, supplier manufacturing, transportation, and delivery
to the installation site.
Supply Management is responsible for the timely delivery of the assembled equipment to the various
fabrication yards. Supply Management will develop plans for timely and complete acquisition of material
for execution. Supply Management will analyze, report progress, set priorities, and help assure the project
is construction driven.
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12. HEALTH SAFETY ENVIRONMENT (HSE) PLAN
Honeywell Process Solutions is committed to maintaining the highest standards of Health & Safety
achievable. It is Honeywell policy that the promotion of Health & Safety measures is the mutual
responsibility of management and all employees. Honeywell’s Executive Management uses a safety
checklist when visiting all Honeywell locations to reinforce the safety culture. The plan will be consistent
with Exhibit.C Coordination Procedure.
Honeywell will work to our documented Global Health and Safety Policy and Procedures which cover all
areas of design, development, construction and delivery. Honeywell HSE Policy and Procedures are
published in the ‘Policies and Procedures Manual’ located on the Honeywell Intranet. Local Policies and
Procedures will be complied with as appropriate. These are also published on Honeywell’s Intranet.
Health & Safety Bulletins, newsletter and other information are also published and available on the
Honeywell Intranet. Access to the Intranet is available at all Honeywell offices.
Honeywell will also comply with Health Safety and Environmental requirements of
COMPANY/CONTRACTOR. Honeywell employees and our sub-contractors, suppliers or representatives
will also attend any required Site Safety induction and training prior to commencing work on Site.
A Project Health & Safety Plan will be produced by Honeywell to cover all aspects of Honeywell’s work.
Risk assessments will be performed for all site work to be completed by Honeywell and Method
Statements developed for each site activity. Training will be provided for each activity as necessary.
Please refer to Project HSE Plan that will be issued during project execution for Health & Safety
policy/procedures details.
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13. SITE EXECUTION PLAN
13.2. Site Scope
All Site services offered by Honeywell for Jambaran Tiung Biru project are based on time and materials.
The Honeywell MAC Team scope includes Supervision of construction works at site and does not include
any construction or installation responsibility for the project. Installation of physical deliverables from the
Honeywell MAC Team is the responsibility of the Site Construction Contractor employed by the
COMPANY/CONTRACTOR.
The Honeywell MAC Site Team will provide supervision and inspection of the MAC supplied equipment
during the construction stage. The MAC team will perform physical verification, power-on and Site
Acceptance Test on the supplied systems/equipments.
13.3. Site Organization and Responsibilities
The Honeywell MAC will deploy a team to the Site for the supervision of construction, pre-commissioning
and commissioning activities defined in this PEP.
The Honeywell MAC Team will provide engineering support to the Site Construction Contractor to respond
to RFIs about the Construction Work Packages issued by the Honeywell MAC Team.
The execution strategy for the staffing the Honeywell MAC Site Team is to assign some key members of
the MAC home office to the site to assure resource continuity and transfer of knowledge from the Detailed
Design and Implementation Stage to the Construction and Pre-Commissioning Stage. Similarly for long
term perspective, local affiliate engineers who were engaged during project testing phase would be
assigned to the site team to carry on the commissioning and long term support later.
Mobilization:
The Honeywell MAC Site Teams will be deployed to the Project site on a schedule based on the delivery
of the Automation equipment from the staging area.
The Honeywell MAC Site Team infrastructure will be supplied by the Site Construction Contractor and
should include a temporary office complex. The temporary office shall be supplied by CONTRACTOR to
accommodate the Honeywell MAC Site Team members, with meeting rooms, a coffee/lunch break room,
and standard office equipment (printers, plotters, copiers, fax machines, etc.).
Members of Site team shall be provided with meals and accommodation of decent quality by
CONTRACTOR/COMPANY at their expenses. Communication and Commutation facilities between
accommodation and site shall also be provided by CONTRACTOR/COMPANY.
Support vehicles will be provided by others for Honeywell MAC Team transportation on the project site.
A materials and equipment warehouse and lay down yard will be required and should be supplied by
CONTRACTOR for the interim storage of cabinets, consoles, and other equipment delivered by the
Honeywell MAC. The storage area should be as close as practical to the Project site to facilitate
expeditious retrieval of equipment and materials. The storage area must be secured against unauthorized
entry.
13.4. Pre-Commissioning Plan
The Pre-Commissioning Plan defines the pre-commissioning scope to be performed by the Honeywell
MAC Team and the execution plan for implementing the pre-commissioning work.
13.5. Pre-Commissioning Strategy
The Honeywell MAC Team strategy for pre-commissioning is to perform the following major activities:
Verify that the site infrastructure is in place and meets Process Automation System requirements.
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Verify that the shipped equipment is in good working order and functions same as the equipment
shipped from Staging.
Perform system activation and check-out validating that the system is ready for commissioning
check-out by Ready for Operations (RFO). The following testing steps are performed:
o
SAT – Validates that the Automation equipment shipped from staging is functioning properly
in site environment and validates that equipment shipped from staging works.
o
Loop Checking – Lead by CONTRACTOR; validates that each control loop performs as
designed. This is the final stage of pre-commissioning.
13.6. Pre-Commissioning Scope
The Honeywell MAC Team scope for pre-commissioning is to test the performance and integration of the
installed Honeywell MAC supplied Automation equipment.
The Automation equipment will be shipped to the Site Construction Contractor, who is responsible for the
installation.
The site infrastructure (e.g. interconnecting FO Cables) to support the communication of the Automation
equipment is supplied and constructed by the Site Construction Contractor. The site infrastructure
integrates the Automation system equipment installed throughout the site including Control Centre
equipment and various kinds of equipment.
The Table below outlines the Honeywell MAC Pre-Commissioning Team roles and responsibilities.
Honeywell MAC Pre-Commissioning Team Roles and Responsibilities:
HONEYWELL MAC TEAM ROLE
Site Manager
Site Safety/Quality Leader
Lead Area Engineers
Engineers
GENERAL RESPONSIBILITY
Manages the overall site activities for the
Honeywell MAC Team
Responsible for safety and quality performance
Responsible for delivery and acceptance of the
Automation system in assigned Area
Provides technical support to the Lead Area
Engineer
The pre-commissioning scope of work is technical in nature and requires integration of multiple
engineered systems. The work is performed by qualified engineers, designers, and technicians.
The Honeywell MAC Team will contract to specialized vendors for skilled support for technology not
supplied by the Honeywell MAC Team.
The Honeywell MAC Pre-Commissioning Team will be supported by Jakarta office for overall project
management, cost control, administration, and procurement.
13.7. Permit to Work (PTW)
The Honeywell MAC Site Teams or suppliers working on Honeywell’s behalf will work under a Safe Work
permitting process (Permit to Work System of COMPANY/CONTRACTOR) for work activities performed
at the Project site facilities.
Before any work is performed, the appropriate permit must be obtained from the Site Construction
Contractor responsible for the site where the work is to be performed. Each day will start with work teams
performing a Field Level Risk Assessment of the day’s activities prior to the issue of the work permit.
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13.8. Pre-Commissioning Responsibilities
The Honeywell MAC Pre-Commissioning team is responsible to perform the SAT. Preceding the SAT,
the Honeywell MAC Pre-Commissioning Team will execute an engineering validation procedure to
prepare the system for the SAT. The SAT will be witnessed by CONTRACTOR and Owner
representatives.
The Site Construction Contractor is responsible for the loop checking activity and is responsible for
supplying all Loop Check Team resources. The Honeywell MAC Pre-Commissioning Team will provide
technical support for troubleshooting and corrective actions. The Site Construction Contractor will lead
the loop check activity and supply resources. The loop check deficiencies will be “punch listed” for
Honeywell MAC Team action. The Honeywell MAC Team will resolve Honeywell MAC scope deliverable
issues only (not construction). Loop checking is not considered to be part of SAT.
13.9. Pre-Commissioning Activities
Table below provides a list of typical activities to be performed in the Site Pre-Commissioning Stage. This
list is not intended to be a complete list. The complete list of Site Pre-Commissioning activities is included
in the Automation Level 3 schedule.
Site Pre-Commissioning Activities:
TYPICAL SITE PRE-COMMISSIONING ACTIVITIES
Obtain “Notice of Readiness” notification from CONTRACTOR for power and fibre infrastructure
Inspect installation to confirm completeness
Verify power supply terminations for the Automation equipment
Verify the communication cabling is properly connected
Load all licensed and configured software onto the appropriate platform
Complete any FAT deficiencies
Execute the Engineering Verification procedure
• Power-up procedures and verification for cabinets, servers, workstations and network components.
• Verify all software and firmware includes version number.
• Confirm Windows Domain settings and network security policies for PAS network
• Verify the Control System’s networking setup
• Confirm EPKS system settings
• Verify all EPKS applications and associated configurations (e.g. Alarm grouping) necessary to
support I/O to HMI Display checks
• Confirm Third Party Server’s system settings
Execute the SAT
• Complete power-up procedures and power-up verifications for cabinets, servers, workstations and
network components.
• Complete a 100% verification checking of licensed software application installation and versioning.
• Complete a 10% check of firmware versions
• Verify that all relevant Project developed software (e.g. logic and graphics) is loaded
• Validate Windows Domain settings and network security policies for PAS network
• Complete a 10% check of EPKS system settings
• Complete a 10% check of EPKS applications and associated configurations (e.g. Alarm grouping)
necessary to support I/O to HMI Display checks
• Complete a 10% check of Third Party Server’s system settings
• Complete a 100% Dynamic failover and diagnostics check
• Complete a 10% hardwired and communication check of EPKS to TPDs
• Complete controller logic testing for C300 and SIS from simulated field I/O to HMI Displays and
HMI Faceplates
• Complete a 100% network test with the number of required devices on the network to be
documented in the SAT Test Procedure
• Complete a 100% soft-tag data transfer between the DCS and third party controllers that were not
physically at Honeywell Staging
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• Provide Pre-commissioning (loop check) support to the Contractor
13.10. HSE and QA
The Honeywell HSE Plan defines the HSE requirements for the site activities. The Honeywell MAC Site
Safety/Quality Leader is responsible to assure compliance with the requirements defined in the HSE
Management Plan.
QA for the Honeywell MAC Pre-Commissioning Team will be measured on the basis of compliance with
the documented SAT procedures and the documented results of the testing activities. The Honeywell
MAC Site Team Safety/Quality Leader will audit the site SAT activities and documentation for compliance.
Deficiencies identified by the Honeywell MAC Safety/Quality Leader will be documented and issued to
the Honeywell MAC SM as NCRs. The Honeywell MAC Team Site Safety/Quality Leader will log and
track the status of the NCRs.
13.11. Deficiency List Completion
The procedure and method for completion and tracking of the deficiency list will be developed during the
Detailed Engineering stage.
13.11.1. Site Changes and Control
Strict change control shall be adopted and adhered to by all parties at site. All changes at site shall be
evaluated for impact on system loading, power availability, spare capacity etc. Change control forms
including Impact analysis forms used shall be signed off by CONTRACTOR and MAC before it can be
implemented. Once agreed the change shall be implemented.
One set of SAT master documents shall be maintained at site with red stamped as “SAT Master”. This
document shall be red marked for all changed agreed and implemented at site. Mark up shall be signed
on the page to confirm it is a legal mark up. At the end of commissioning the red markup master shall be
copied and transferred to MAC for updating the FAT as-built deliverable to Final As-built deliverable.
13.12. COMMISSIONING AND START-UP PLAN
The Commissioning and Start-up Plan defines the support role to be performed by the Honeywell MAC
Team during the Project Commissioning and Start-Up Stage.
Commissioning and Start-up is the period of the Project after Mechanical Completion.
13.12.1. Commissioning and Start-up Scope
Based on the requirements, the Honeywell MAC Team scope includes commissioning and start-up
support for the project.
Commissioning and start-up is the responsibility of CONTRACTOR. The Honeywell MAC Team will
supply professional and technical resources to support the Project Commissioning and Start-Up Stage.
Planning for the Commissioning and Start-up stage will be conducted during the Detailed Engineering
stage and may include the following.
Commissioning and Start-Up Organization
Mobilization
Commissioning and Start-Up Responsibilities
Health, Safety, and Environment Plan
Quality Assurance
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14. PROJECT COMPLETION PLAN
14.2. General
Honeywell will prepare the as-built documentation developed by the project design team. Final drawings
will be prepared in AutoCAD format and will be submitted after FAT is completed. Drawings will be
delivered in printed format as well as on CD-ROM.
14.3. Knowledge Transfer to Customer
The goal of the project is to transfer the knowledge of the project to the customer for enhancing operations
and maintenance. This can be achieved through training of customers as per individual project scopes.
Transfer of knowledge and project information shall be achieved through systematic documentation and
as-built procedures and final documentation to customer. Involvement of local affiliate personnel during
detailed engineering FAT and IFAT to ensure that they understand the design and configuration of the
system as well as hardware features to enable them take over the responsibility at site.
14.4. Project Closeout Package
The Project Closeout package will also consist of the following documentation:
Honeywell generated drawings
Softcopy of the PCS configuration
Softcopy of the HMI graphics
Softcopy of the PSD/ESD configuration
Documentation pertaining to the Network equipment
Factory Acceptance Completion forms
Integrated Acceptance Tests forms
Request For Service Cost/Invoice/Payment Completed Certificate
As-Built BOM, including spares
Software Listing and licenses
Licenses transferred to Customer
Letter of Transfer Care and Custody
Warranty and Technical Assistance Centre (TAC) support will be provided in accordance with the
contract.
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