KEY ROLES AND RESPONSIBILITIES OF THE PROJECT ENGINEERING MANAGER
PURPOSE
The purpose of this practice is to define the key roles and responsibilities of the Project
Engineering Manager.
SCOPE
This practice provides descriptions of key activities and functions of the Project
Engineering Manager (PEM) on a project task force. It has been divided into the
following sections:
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GENERAL
KEY ACTIVITIES
KEY FUNCTIONS
KEY ACTIVITIES AS FOCAL POINT
APPLICATION
This practice is to be used by Project Engineering Managers, Project Personnel,
Management and Engineering Departments.
GENERAL
The Project Engineering Manager (PEM) is responsible for executing the engineering scope
of the project, organizing the engineering team, and delivering and distributing technical
documents. The PEM performs his duties within the framework of project specific
requirements, engineering budget and schedule, and the plans and procedures established in
the Project Execution Plan (PEP) and Project Procedure Manual (PPM). The PEM is
directly accountable to the Project Manager (PM) in performing task force related duties.
The PEM is also accountable to the Manager of Task Force Engineering and to the General
Manager of Engineering in discharging functional responsibilities to ensure uniformity of
engineering execution within Fluor Daniel's Operating System Requirements (OSR). The
PEM's key roles and responsibilities are listed below.
KEY ACTIVITIES
Working with and through task force engineering disciplines, the PEM is responsible and
accountable for ensuring that the following functions and activities are completed in a timely
manner. The PEM stewards and participates in these activities, but may not actually perform the
work. The PEM ensures the events and work processes take place in a timely manner; and,
where applicable, the PEM ensures that proper approvals and departmental support of the
output is obtained by each engineering discipline lead in accordance with activity plans and
PPM. The PEM shall review engineering and design deliverables for consistency and relevance
to scope prior to discipline leads submitting the documents. The key activities for which the
PEM is responsible are:
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Cultivate the Fluor safety culture in the work place, and facilitate the education and
awareness of task force personnel on the site-specific safety rules for work performed in
Client's facilities.
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Develop engineering scope, design services and deliverables; and development of a
comprehensive and integrated schedule in cooperation with the engineering disciplines,
Control Team Leader, Project Manager, and Materials Manager.
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Assemble and distribute basic contractual information to the task force engineering
disciplines and insure understanding of basic financial objectives of the project.
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Develop the overall engineering execution strategy including workshare, procurement and
automation design systems and tools. Also develop engineering estimates, budgets,
schedules, and progress reporting system in cooperation with discipline Leads, Control
Team Leader, Construction Manager, and Project Manager.
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Establish project master set of narrative and technical specifications and ensure
compliance thereof including compliance with established Fluor Daniel and/or Client
practices, procedures, and technical quality requirements.
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Develop the PEP and PPM including but not limited to engineering procedures,
document distribution matrix, work share procedures, automation procedures and
engineering quality control procedures.
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Develop engineering automation plan and implement the plan in coordination with
discipline leads and Project Information Manager (PIM), maximizing utilization of all
resources assigned to project including space.
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Establish, through the Project Information Manager (PIM) the project directory structure,
access rights, resolution of automation and implementation issues, and designation of a
project PDS coordinator.
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Coordinate the task force space requirements with the facilities services.
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Review and monitor engineering and design staffing requirements based upon
project scope and schedule in cooperation with discipline leads. Establish team
building activities and alignment among task force engineering staff.
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Establish and insure proper documentation of technical communications and decisions
between client and the engineering disciplines.
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Review and approve RFQ's and purchase orders. Monitor the equipment and commodities
through the procurement cycle.
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Coordinate engineering execution plan including work sharing plans with engineering
subcontractors or other Fluor Daniel entities.
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Determine and resolve engineering execution impacts on all disciplines and alert project
manager, and if necessary, the engineering department managers of such impacts. Resolve in
a timely manner, any technical issues between engineering disciplines, project management,
process, construction, client, and other Fluor Daniel entities involved on work sharing.
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Establish and coordinate inter-discipline and client design review milestones and
procedures. Identify client's personnel whose safety and operability design input is
required. Insure documentation of all review comments.
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Obtain inter-discipline and client approvals for such "Definition Deliverables" as Plot Plans,
Process Flow Diagrams, Metallurgical Flow Diagrams, P&ID's, Electrical One-Line
Diagrams, and Procurement Responsibility Matrix.
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Assist the department managers in people development including assisting with and
encouraging the development of leads and design supervisors as well as identifying high
potential personnel.
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Special assignments as directed by Project Manager.
KEY FUNCTIONS
The PEM manages certain activities on the task force. Generally these functions are of
continuous nature throughout the life of the task force. Organization, implementation and
continuous overseeing of these activities is the responsibility of the PEM although most
of these activities are performed by others. Key functions managed by PEM are:
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Control and distribution of documents including licensor information, vendor information,
technical documents and deliverables.
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Implement and insure confidentiality requirements of client data and information, as well as
address and implement plans for unique project issues such as PE stamping.
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Establish and maintain project specific master set of specifications, standards and site
criteria documents including a master set of specifications lists.
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Establish and maintain engineering and design change management system including timely
closure on P&ID change notifications, layout and design comments, and trends and
deviations.
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Monitor engineering budgets and schedules.
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Maintain, update and follow up of items on the needs list on a weekly basis.
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Implement project closeout documentation, and insure delivery of the final job reports.
KEY ACTIVITIES AS FOCAL POINT
The PEM acts as focal point of activities related to engineering. The PEM receives data, records
the receipt, and distributes information to engineering disciplines and mobilizes skills required to
resolve technical issues in a timely manner. Key activities when PEM is the focal point are:
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Construction, constructability, and field engineering support issues.
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Process, project management, project controls, procurement and contract issues affecting
engineering.
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Communication, coordination, and resolution of multi-discipline engineering issues.
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Interface with client, client engineering managers, and the work-sharing engineering
manager on all engineering execution issues.
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Interface with all department managers when departmental focus towards a specific task
force challenge or problem is required.
SAP PROJECTS
It is the responsibility of the PEM to activilty participate in the setting up of the project structure
(WBS / Execution), lead the disciplines in the development of an integrated schedule both inside
and outside of SAP, and facilitate the planning, scheduling and procurement of materials and
services both inside and outside of SAP.
Engineering will be interfacing with SAP in the following areas:
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Work Breakdown Structure (WBS) - using standard templates, engineering will plan and
report progress within the WBS set up specifically for the project.
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Planning / Scheduling - less complex projects will be totally planned and scheduled in SAP.
Large complex projects will interface SAP with Primavera Project Planner (P3) using a
bi-directional interface. The Projects top level schedule and WBS will be created in SAP
first before the export to P3. Discipline detailed work plans will feed progress to P3 which in
turn will feed progress to SAP.
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Procurement (Material / Services) - the actual issuing and tracking of RFQ's and PO's for
materials (equipment and bulks) or services will be within SAP. All tagged items will be
purchased within SAP. Bulk materials will be managed outside SAP in Material Manager
with the actual procurement within SAP. Disciplines are expected to continually monitor
actual material quantities against estimated quantities and submit deviations accordingly.
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Labor - labor will be planned and actuals collected within SAP.
Refer to the Project Systems (PS) and Materials Management (MM) User Process Procedures
(UPP's) and Business Process Procedures (BPP's) for the details of work steps and transactions
within SAP.
User Process Procedures (UPP's) - graphical representation (flow chart) of string of BPP's which
define a particular role (such as project buyer)
Business Process Procedure (BPP's) - documents the steps in SAP necessary to complete a
business transaction.
ATTACHMENTS
Attachment 01:
Typical Task Force Organization Chart
Typical Task Force Organization Chart