Field Engineering Manual

FIELD ENGINEERING MANUAL1997 Edition

BECHTEL CONSTRUCTION OPERATIONSINCORPORATED

Copyright 1994-1997 Bechtel Corporation1997 Edition. All Rights Reserved.

Contains confidential information proprietary toBechtel and may not be disclosed to a thirdparty without Bechtel’s prior written permission

Printed in the United States of America.

1997 Bechtel Corp. Field Engineering Manual TOC-1

FIELD ENGINEERING MANUALTABLE OF CONTENTS

INSTRUCTIONNUMBER TITLE REVISION DATE

F1.0 GENERAL

F1.1 Manual Approval, Distribution, andControl

3 5 September 1997

F1.2 Continuous Improvement 3 5 September 1997

F2.0 ADMINISTRATIVE REQUIREMENTS

F2.1 Project Organization, Administration,and Training

3 5 September 1997

F2.2 Field Engineering Duties andResponsibilities

3 5 September 1997

F2.3 Cancelled

F2.4 Project Procedure Development 3 5 September 1997

F2.5 Project Document Control 3 5 September 1997

F3.0 GENERAL PROGRAMS

F3.1 Project Quality Control Plan 3 5 September 1997

F3.2 Project Constructability Program 3 5 September 1997

F3.3 Project Automation Plan 3 5 September 1997

F3.4 Environmental Control Planning 3 5 September 1997

F4.0 TECHNICAL REQUIREMENTS

F4.1 Temporary Facility Design 3 5 September 1997

F4.2 Camp Designs 3 5 September 1997

F4.3 Construction Rigging Plans 3 5 September 1997

F4.4 Construction Site Survey Program 3 5 September 1997

F4.5 Welding Control 3 5 September 1997

F4.6 Standard Engineering Deliverables 3 5 September 1997

F4.7 Site Excavation Control 3 5 September 1997

1997:Rev.3 Field Engineering Manual TOC-2

FIELD ENGINEERING MANUALTABLE OF CONTENTS

INSTRUCTIONNUMBER TITLE REVISION DATE

F5.0 FIELD CONTROLS

F5.1 Quantity Reporting 3 5 September 1997

F5.2 Project Historical Reporting 3 5 September 1997

F6.0 FIELD PROCUREMENT

F6.1 Field Procurement and Material Control 3 5 September 1997

F7.0 FIELD CONTRACTS

F7.1 Field Contracts and SubcontractsCoordination

3 5 September 1997

F8.0 STARTUP

F8.1 Construction Completion and Turnover 3 5 September 1997

F8.2 Component/System Turnover 3 5 September 1997

Manual Approvals:

Field Engineering Manager

Manager, Construction Resources & Technologies

1997 Bechtel Corp. Field Engineering Manual F1.1-1

Instruction F1.1Manual Approval, Distribution, and Control

1.0 PURPOSE

This instruction summarizes the organization, distribution, and control of the FieldEngineering Manual.

2.0 SCOPE

This instruction is applicable to the Bechtel Construction Operations Incorporated FieldEngineering Manual.

3.0 DEFINITIONS

3.1 BecWeb

The BecWeb is Bechtel’s proprietary Intranet electronic library and is used to distributecorporate information, manuals, and standards to the entire enterprise.

4.0 REFERENCES

None

5.0 RESPONSIBILITIES

5.1 Field Engineering Manager

The Bechtel Construction Operations Incorporated Field Engineering Manager isresponsible for the development, distribution, and control of the Field Engineering Manual.

5.2 Manager, Construction Resources and Technologies

The Manager, Construction Resources and Technologies is responsible for approving theField Engineering Manual.

5.3 Project Field Engineer (PFE)

The Project Field Engineer is responsible for implementing the requirements of the FieldEngineering Manual.

6.0 REQUIREMENTS

6.1 The Field Engineering Manual establishes field engineering technical requirements for theexecution of construction projects under the administrative control of Bechtel ConstructionOperations Incorporated. The manual is intended to assist the PFE and discipline fieldengineers in carrying out assigned duties and responsibilities.

6.2 The manual is subdivided into eight sections with each section having one or moreinstructions defining the specific requirements:

Section 1.0 General

Instruction F1.1 Manual Approval, Distribution, and Control

F1.1-2 Field Engineering Manual 1997:Rev.3

Section 2.0 Administrative Requirements

Section 3.0 General Programs

Section 4.0 Technical Requirements

Section 5.0 Field Controls

Section 6.0 Field Procurement

Section 7.0 Field Contracts

Section 8.0 Startup

6.3 The manual and all subsequent revisions will be approved by:

a. Field Engineering Manager

b. Manager, Construction Resources and Technologies

6.4 The Field Engineering Manager will maintain distribution of the manual. The manual willbe distributed electronically via the BecWeb. For those locations that do not have accessto the BecWeb, diskettes or compact disks (CD’s) are available from the Field EngineeringManager.

6.5 Requests for printed versions of the manual shall be submitted to the Field EngineeringManager. Printed copies of the manual may be distributed as Controlled or InformationOnly copies. Each copy shall be clearly stamped to indicate whether it is a Controlled oran Information Only copy.

6.5.1 The Field Engineer Manager will route Controlled manual holders updates when newrevisions are issued.

6.5.2 Holders of Information Only copies of the manual will not receive new revisions unlessthey specifically request an updated version from the Field Engineering Manager.

6.5.3 Each construction project must have the ability to access the most current revision of theField Engineering Manual. Projects which must rely on printed versions of the manual,must have at least one Controlled copy at the site.

6.6 Requests for additions, deletions, or revisions to the manual shall be submitted to theField Engineering Manager.


Instruction F1.2Continuous Improvement

1.0 PURPOSE

This instruction outlines the method of implementing continuous improvement in fieldengineering work processes.

2.0 SCOPE

This instruction is applicable to all projects under the administrative control of BechtelConstruction Operations Incorporated.

3.0 DEFINITIONS

3.1 Continuous Improvement (CI)

Continuous Improvement is the process used to measure, evaluate, and improve existingwork processes.

3.2 Continuous Improvement Coaches (CI Coaches)

CI Coaches are personnel who have received training in the implementation of continuousimprovement techniques and assist work teams in improving their work processes.

4.0 REFERENCES

4.1 Project Lessons Learned Form, Form number T_PROJLL.DOC, see Exhibit F1.2-1. Thisand other electronic forms are available on the BecWeb.



The PFE is responsible for integrating continuous improvement into the implementation offield engineering work processes on the project.


The Field Engineering Manager shall evaluate project lessons learned reports submittedby project teams. The Field Engineering Manager will post those reports containingsignificant work process improvement opportunities on the BecWeb for general usage andwill incorporate these reports into corporate manuals and standards as appropriate.

6.0 REQUIREMENTS

6.1 Continuous Improvement is not a special program and is not implemented as a rigorousprocedure at project sites. Rather, it is be integrated into the measurement and evaluationof all project work activities and is focused on improving those work processes.

Instruction F1.2 Continuous Improvement


6.2 At the construction site, the PFE is responsible for continuously improving the fieldengineering work processes on the project. To do this, the PFE should:

a. Identify the CI Coaches on the project and use them to support improvement efforts

b. Support open and free communications with all members of the project team

c. Recognize team accomplishments

d. Identify and track improvement efforts using metrics

e. Actively facilitate work process improvement teams

f. Capture and record project lessons learned throughout the life of the project andsubmit formal lessons learned reports to the Field Engineering Manager for evaluation. Standard report format is shown in Exhibit F1.2-1.

Continuous Improvement Instruction F1.2

1997:Rev.3 Field Engineering Manual F1.2-3

PROJECT LESSON LEARNED FORMEXHIBIT F1.2-1

Project InformationProject Number:

Project Name: Project Description:

Customer Name: State (Province) / Country:

Construction Manager: Global Industry Unit:

Type of Contract: Engineering Procurement Construction (Direct Hire) Construction Management Startup Maintenance

Value of Contract: 0Construction Type:

Lesson InformationDate: Title:

Category:Keywords:

Existing Condition:

Solution:

Photo Available: Electronic Format Paper (Hard) CopyPlease transmit (attach) photos with (to) this form.

Impact InformationPlease provide actual or best estimate information if available

Cost of Equipment / Material (indollars) to Implement:

0 0 0Engineering Procurement Construction

Cost of Equipment / Material (indollars) Savings:


Cost of Labor (in dollars) toImplement:


Cost of Labor (in dollars) Savings: 0 0 0Engineering Procurement Construction

Schedule (in weeks) to Implement: 0 0 0Engineering Procurement Construction

Schedule (in weeks) Savings: 0 0 0Engineering Procurement Construction

Approval InformationOriginator: Date:

Site Manager: Date:

Construction Manager: Date:

Field Engineering Manager: Date:

Disposition:

FORM: T_PROJLL.DOC


Instruction F2.1Project Organization, Administration, and Training

1.0 PURPOSE

This instruction summarizes typical project reporting relationships and establishes therequirements for field engineering administration and training on construction projects.

2.0 SCOPE

This instruction is applicable to all construction projects under the administrative control ofBechtel Construction Operations Incorporated.

3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Construction Employee Development Handbook



The Project Field Engineer is responsible to develop and implement appropriate fieldengineering administrative control and training procedures for the project.


The Field Engineering Manager shall provide project support in the development oftraining plans and employee career development plans as required.

5.3 Construction Training Coordinator

The Construction Training Coordinator shall maintain a schedule of construction trainingworkshops and post the schedule on the BecWeb for general information. The TrainingCoordinator shall also provide summaries of specific employee training records asrequired.

6.0 REQUIREMENTS

6.1 Project Reporting Relationships

The Project Field Engineer reports to the Site Manager. The following example projectorganization charts are attached to this instruction:

a. Exhibit F2.1-1 Typical Direct Hire Construction Project Organization Chart

b. Exhibit F2.1-2 Typical Construction Management Project Organization Chart

Instruction F2.1 Project Organization, Administration, and Training


6.2 Project Administration

The PFE shall develop the following administrative controls for the project:

a. Develop and implement field engineering staffing and de-staffing plans

b. Prepare and/or approve field engineering employee performance reviews and careerdevelopment plans

c. Provide input for periodic employee performance ratings of field engineeringpersonnel

d. Select personnel to fill open field engineering positions

e. Provide input to the annual field engineering salary plan

f. Develop a project training plan for field engineering personnel assigned to the project

6.3 Training and Career Development

6.3.1 The PFE shall develop a project specific training plan that addresses the needs of theproject. The objective of this training plan should be to:

a. Upgrade and/or maintain the skills of the field engineering personnel assigned to theproject

b. Develop specific skills required for project execution

c. Ensure field engineering personnel understand project specific procedures

6.3.2 An example Training Requirements Matrix used to develop and implement a projectspecific training plan is shown in Exhibit F2.1-3.

6.3.3 In addition to project specific training needs, the PFE should also implement careerdevelopment training for field engineering personnel assigned to the project. The PFEshould use the Construction Employee Development Handbook as a guide forimplementing this training. The specific employee training implemented may not haveimmediate application to the specific project but should enhance the career developmentof the personnel assigned to the project.

a. The PFE may elect to consult with the Field Engineering Manager for guidance prior todeveloping employee career development plans.

b. The PFE may obtain training workshop schedule information and details of previoustraining for specific employee from the Construction Training Coordinator.

Project Organization, Administration, and Training Instruction F2.1


TYPICAL DIRECT HIRE PROJECT ORGANIZATION CHARTEXHIBIT F2.1-1

Field AccountingManager

FieldProcurement

Manager

FieldSuperintendent

Cost/ScheduleSupervisor

Project FieldEngineer

Civil Field

Engineer

Electrical Field

Engineer

Mechanical Field

Engineer

Piping Field

Engineer

Instrumentation

Field Engineer

Welding Field

Engineer

Document Control

Clerk

TEAMWorks/

Setroute Clerk

Cost

Engineer

Schedule

Engineer

Civil

Superintendent

Electrical

Superintendent

Mechanical

Superintendent

Piping

Superintendent

Material Control

Supervisor

Buyer

Payroll

Supervisor

Timekeeper

SafetyRepresentative

Nurse

SubcontractAdministrator

Subcontract

Coordinator

Startup Engineer

SITE MANAGER

Project Secretary

Instruction F2.1 Project Organization, Administration, and Training


TYPICAL CONSTRUCTION MANAGEMENT PROJECTORGANIZATIONCHART

EXHIBIT F2.1-2

ContractAdministration

Manager

Field ServicesSupervisor

ConstructionCoordinator

Cost/ScheduleSupervisor

Project FieldEngineer

Civil Field

Engineer

Electrical Field

Engineer

Mechanical Field

Engineer

Piping Field

Engineer

Instrumentation

Field Engineer

Welding Field

Engineer

Document Control

Clerk

TEAMWorks/

Setroute Clerk

Schedule

Engineer

Civil

Supervisor

Contracts

Administrator

SafetyRepresentative

Public RelationsCoordinator

Startup Engineer

SITE MANAGER

Project Secretary

Project Organization, Administration, and Training Instruction F2.1


TRAINING REQUIREMENTS MATRIXEXHIBIT F2.1-3

EMPLOYEE TRAINING MATRIX

EMPLOYEE NAME: DATE:

PROJECT NUMBER: PROJECT NAME:

SUPERVISOR: DATE:

TYPE OF TRAINING SIGNATURE

SUBJECT/PROCEDURE CLASS READ HANDSON

CBT COMPLETE DATE

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

COMMENTS:

FORM T_TRN_MX.DOC 1997:REV.1


Instruction F2.2Field Engineering Duties and Responsibilities

1.0 PURPOSE

This instruction describes typical Field Engineering duties, responsibilities, and workingtitle positions.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Site Managers Manual

4.2 Construction Quality Manual

4.3 Bechtel Quality Control Manual, ASME Section I, ASME Section VIII, Division I

4.4 Nuclear Quality Control Manual


5.1 Site Manager

The Site Manager is responsible for project and administrative direction of the ProjectField Engineer and field engineers assigned to the project.


The PFE is responsible for supervision of the Field Engineering Group at the constructionsite.

6.0 REQUIREMENTS

6.1 Field Engineering Group

The Field Engineers assigned to the construction team are responsible for technicalfunctions including design of temporary construction facilities, interfacing with the designorganization, work planning, materials management, and inspection and acceptance ofcompleted work. The Field Engineers assigned to the construction team report to the PFEwho is the lead Field Engineer on the project. The PFE and the Field Engineering Groupreceive project and administrative direction from the Site Manager.

a. A Working Title Position Description for the Project Field Engineer is shown inExhibit F2.2-1.

Instruction F2.2 Field Engineering Duties and Responsibilities


b. A Working Title Position Description for a Field Engineer is shown in Exhibit F2.2-2.

6.2 Specific Field Engineering working titles, duties, and responsibilities vary from project toproject, however, the Field Engineering group is typically organized by major disciplinesincluding Civil, Electrical, Instrumentation, Mechanical, Piping, and Welding. Eachdiscipline group is lead by a Lead Discipline Field Engineer. In some cases, a single leadwill be responsible for multiple disciplines.

6.2.1 A generic construction project procedure is available on the BecWeb that includes severalexample Field Engineering Position Descriptions.

Field Engineering Duties and Responsibilities Instruction F2.2


WORKING TITLE POSITION DESCRIPTIONEXHIBIT F2.2-1

POSITION: PROJECT FIELD ENGINEER

REPORTS TO: SITE MANAGER

RECEIVES TECHNICAL DIRECTION FROM: FIELD ENGINEERING MANAGER

BACKGROUND AND EXPERIENCE:

The incumbent must have a minimum of 10 years directly related experience in the design andconstruction of civil and industrial facilities. An Engineering degree is preferred but may bewaived if the incumbent has suitable technical working experience. Professional engineeringregistration is preferred.

DUTIES AND RESPONSIBILITIES:

As the lead Field Engineer on the project, the Project Field Engineer must establish the FieldEngineering work processes on the project. This includes but is not limited to the following:

• Implement the project Constructability Program at the construction site

• Implement the Project Construction Automation Plan for Field Engineering automationapplications

• Develop the Field Engineering staffing and de-staffing plans

• Provide input to the Site Manager on employee performance ratings and salary plans for thefield engineers assigned to the project

• Prepare or approve employee performance reviews and career development plans for fieldengineers assigned to the project

• Direct the design of temporary construction facilities as required

• Establish a Home Office/Field Engineering working relationship and lines of communicationwith the Project Engineer including agreement on engineering deliverables

• Assess needs and develop a Field Engineering Training Plan for the project

• Develop and implement the Construction Quality Program on the project per the ConstructionQuality Manual, the Bechtel Quality Control Manual, and the Nuclear Quality Control Manualas applicable. The program must include:

♦ A design document distribution and control procedure

♦ A field design change control procedure

♦ A material control procedure

♦ Control of deficient items



♦ Control of calibrated measuring and test equipment (M&TE)

♦ In-process and final installation inspection and testing

♦ Records retention requirements

♦ Periodic quality audits of the project

• Ensure the project Special Processes Manual defining project welding requirements isproperly implemented

• Develop and implement the project survey control plan

• Develop and implement a preventative maintenance program for permanent plant projectequipment prior to installation

• Ensure that heavy lift rigging plans are prepared as required

• Ensure that material quantity summaries are prepared for the project

♦ When electronic design deliverables are available from design engineering, ensure thatTEAMWorks and SETROUTE databases are complete and include required dataelements

♦ When electronic design deliverables are not available from design engineering, ensurethat manual material take-offs are performed and the information is entered into theTEAMWorks and SETROUTE databases

• Ensure that installed quantity reporting is performed as required

• Approve Field Material Requisitions for field purchased permanent plant materials

• Maintain the project construction critical items list as required

• Develop field procedures for special and critical work processes such as procurement, receiptinspection, document control, etc.

• When required, assist in the implementation of the Subcontracts Administration programincluding contract coordination and administration of project backcharges

• Develop scope definition and technical data for field issued subcontracts

• Develop a system/area turnover program including applicable requirements for thedevelopment of “as built” documents and turnover of inspection records required by thecontract

• Develop a safety tagging procedure for the project

• Monitor Field Engineering Group performance on the project

• Provide technical evaluation of vendor and subcontractor bids as required

• Provide technical review of vendor submittals as required

• Develop and implement the project close out procedure

• Ensure that the project Environmental Control Plan is properly implemented



• Develop a process for tracking and maintaining required site permits and licenses

• Coordinate field engineering work activities with the project Startup Group



WORKING TITLE POSITION DESCRIPTION EXHIBIT F2.2-2

POSITION: FIELD ENGINEER

REPORTS TO: PROJECT FIELD ENGINEER

RECEIVES TECHNICAL DIRECTION FROM: PROJECT FIELD ENGINEER

BACKGROUND AND EXPERIENCE:

The incumbent must have a minimum of 4 years directly related experience in the design andconstruction of civil and industrial facilities or equivalent technical training. An Engineeringdegree is preferred but may be waived if the incumbent has suitable technical workingexperience. Engineer-in-Training Certification is preferred.

DUTIES AND RESPONSIBILITIES:

Specific duties and responsibilities will vary by the particular project and Field Engineeringdiscipline. In general, the Field Engineer will be responsible for one or more of the following on aparticular project:

• Perform Constructability Reviews on the project

• Utilize project automation tools

• Prepare field designs in accordance with project agreements

• Design temporary construction facilities as required

• Implement project Construction Quality Control requirements including inspection and testingof in-process and completed installations

• Develop punchlists of incomplete work

• Prepare Deviation Reports to document nonconforming conditions as required

• Provide technical direction to superintendents and craft

• Implement design document distribution for the project

• Prepare field design changes for the project

• Control calibrated measuring and test equipment used on the project

• Implement a preventative maintenance program for permanent plant project equipment priorto installation

• Prepare heavy lift rigging plans for the project

• Prepare material summary reports using TEAMWorks and SETROUTE as required



• Report installed quantities

• Provide input to the project critical items list as required

• Prepare Field Material Requisitions and Multi-Project Acquisition (MPA) releases forpermanent plant materials as required

• Perform receipt inspection and monitoring of interim construction site storage areas forpermanent plant materials

• Perform Subcontracts Coordination including administration of project backcharges

• Support field craft supervision

• Perform system/area turnovers including preparation of applicable as built documents andinspection records required by the contract


Instruction F2.4Project Procedure Development

1.0 PURPOSE

This instruction establishes the requirements for the preparation, review, and approval ofproject field engineering procedures.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Generic Construction Project Procedures - available on the BecWeb.





4.6 Contract/Subcontract Administration Manual - available on the BecWeb, through ProFiSy.



The PFE is responsible for the preparation and implementation of the field engineeringprocedures required for the project.


The Field Engineering Manager is responsible to maintain generic construction projectprocedures and construction electronic forms on the BecWeb. Project teams may elect touse aides in the development of specific project construction procedures.

6.0 REQUIREMENTS

6.1 Each construction project will develop appropriate field engineering procedures describingthe work processes that will be used to perform field engineering duties on the project. The exact content of these project procedures will vary depending on the type of work, thescope of Bechtel services, and the requirements of the contract. It is the responsibility ofthe PFE to develop appropriate procedures ensuring that these criteria are satisfied.

Instruction F2.4 Project Procedure Development


6.2 As a minimum, the project field engineering procedures must address the following:

a. Procedure Development and Approval

Describe how project procedures are to be prepared and controlled and who isresponsible for reviewing and approving project procedures. Ensure that theserequirements comply with the requirements of the Site Managers Manual.

b. Document Control and Retention Requirements

Describe how the project will administratively control electronic and hardcopy projectdocuments on the project. If InfoWorks is used at the construction site, the proceduresmust describe how documents and procedures will electronically controlled anddistributed at the site. Finally, the procedures must also define the retentionrequirements for each type of document.

c. Project Training

Describe how training will be accomplished and documented on the project. Thisshould include all project training including:

• Safety, Environmental & Health Training

• Project Procedure Training

• Prime Contract and Subcontract administration training

• Automation training

• Technical training

• Human Resources training

• Craft training

d. Construction Inspection Planning/Quality Control Plan

Describe the method and frequency of installation inspections. Procedures mustaddress the major commodities to be installed including concrete, structural steel,electrical cable and terminations, and rotating equipment. The procedures must definespecific inspection, testing, and documentation requirements mandated by theConstruction Quality Manual, the Bechtel Quality Control Manual, and the NuclearQuality Control Manual. When the work is to be performed by a contractor orsubcontractor, inspection/quality plan must provide a division of responsibility (DOR)defining the roles and responsibilities of the contractor, Bechtel, and the owner inensuring that contractual and code requirements are satisfied.

e. Measurement and Test Equipment

Describe the methods for control of measurement and test equipment used for qualityverification inspections and tests as mandated by the Construction Quality Manual, theBechtel Quality Control Manual, and the Nuclear Quality Control Manual.

Project Procedure Development Instruction F2.4


f. Control of Deficient Items

Describe the methods to be used to control identification, evaluation, and correction ofdeficient material, equipment, and installations as mandated by the ConstructionQuality Manual, the Bechtel Quality Control Manual, and the Nuclear Quality ControlManual.

g. Control of Field Changes

Describe the process that will be implemented to control field design changes.

h. Construction Completion and Turnover

Describe the process that will be used to control the preparation and acceptance ofturnover packages.

6.3 A sample field engineering procedure format is shown in Exhibit F2.4-1.

6.4 To assist the PFE in the preparation of project procedures, the following assistance isavailable:

a. Generic Construction Project Procedures are available in electronic format on theBecWeb. These generic procedures can be used as the basis for the development ofthe project specific procedures.

b. Electronic construction forms are available on the BecWeb. These electronic formscan be used as the basis for development of project specific forms.

6.5 Project procedure approvals will vary by the type of project. As a minimum, however,project field engineering procedures must be reviewed and approved by the PFE and theSite Manager prior to implementation.

6.6 The PFE shall forward a copy of completed project procedures to the Manager ofConstruction and the Field Engineering Manager for potential use as generic constructionproject procedure.

Instruction F2.4 Project Procedure Development


SAMPLE PROJECT PROCEDURE FORMATEXHIBIT F2.4-1

PROJECT NAMECLIENT NAME OR PROJECT LOCATION

PROJECT NUMBER

NO. REV.: PAGE: 1 OF: 4EFFECTIVE:

PROCEDURE TITLEPREPARED BY: REVIEWED BY: REVIEWED BY: APPROVED BY:

1.0 PURPOSE

The PURPOSE Section of the procedure provides a brief explanation of what the procedure isintended to do. Generally, the PURPOSE Section should not exceed one or two sentences.

2.0 SCOPE

The SCOPE Section of the procedure identifies the portion of the project the procedure is applicableto. This section should also be relatively short in length.

3.0 DEFINITIONS

The DEFINITIONS Section provides short definitions of any special or unusual words or expressionsused in the procedure. Normally, there should not be more than two or three definitions in aparticular procedure. The length of each definition should not exceed one or two sentences. If nodefinitions are required, enter "None" in the section.

4.0 REFERENCES

The REFERENCES Section cross-references the procedure to the primary document or documentsupon which the procedure is based. If no references are applicable, enter "None" in the section.


The RESPONSIBILITIES Section summarizes the specific responsibilities of key positions inimplementing the procedure. Normally there should not be more that two or three positions withdefined responsibilities for each procedure and each responsibility definition should not exceed twoor three sentences. If there are no specific responsibilities applicable to the procedure, enter "None"in the section.

6.0 REQUIREMENTS

The REQUIREMENTS Section outlines the specific requirements of the procedure and can runseveral pages in length. If attachment documents are required to fully explain the requirements,they should be cross-referenced to the procedure as "Exhibits" and should be referred to in the textof the procedure. Wherever possible, the procedure requirements should be stated briefly andconcisely.

FORM: T_SHELL.DOC 1997:REV.0


Instruction F2.5Project Document Control

1.0 PURPOSE

This instruction describes the control measures required for electronic design information,design documents, and project records at a project construction site.

2.0 SCOPE

2.1 This instruction is applicable to all construction projects under the administrative control ofBechtel Construction Operations Incorporated.

2.2 This instruction establishes requirements to control:

a. Electronic design files and databases received from design engineering, vendors,suppliers, and subcontractors

b. Project design documents received from design engineering

c. Documents received from vendors and subcontractors

d. Field design documents

e. Project records required to be retained per contract or per corporate policy

3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Generic Construction Project Procedures - available on the BecWeb.






The PFE is responsible to develop and implement a document control procedure for theconstruction phase of the project.

6.0 REQUIREMENTS

6.1 The project specific procedure developed for construction document control activities on aproject should be appropriate for the type of project being constructed.

6.2 InfoWorks is the primary application used for the management of electronic project

Instruction F2.5 Project Document Control


documents at construction sites. To implement the use of InfoWorks, the followingelements must be included in the project document control procedure to control electronicdesign information and databases:

a. Controls must be established on access to the master electronic files to ensure thatthe essential design information is not altered.

b. A method of validating the field electronic document control register against the designengineering electronic document control register must be established to ensure thatthe most recent electronic documents are available at the project site.

c. The procedure must define how document access permissions are determined andauthorized.

d. A project electronic filing system must be defined and implemented at the project site.

e. Requirements for notifying project team members of electronic document revisionsmust be defined.

f. The control of electronic as-built information must be defined.

g. The method of controlling superseded, voided, and canceled electronic documentsmust be defined.

6.3 The following elements must be included in the project document control procedure tocontrol hardcopy documents:

a. The procedure must require that a regular check of the design engineering documentcontrol register be made to ensure that the most recent revision of engineering designdocuments are available at the project site. These registers may be supplementedwith construction site logs for site developed design information.

b. Design information received in the field must be checked against the transmittal toensure all listed documents have been received. The procedure must address howthis check is made and documented and the type of follow-up that is made if adiscrepancy is noted.

c. A document distribution matrix and similar procedure that provides overall control fordocument distribution must be implemented.

d. A project filing system must be defined and implemented at the project site.

e. Requirements for receipt, distribution, and filing of specifications, material requisitionsand purchase orders must be defined.

f. The control of as-built information must be defined.

g. The method of controlling superseded, voided, and canceled design documents mustbe defined.

6.4 To assist the PFE in the development of the project document control procedure, ageneric construction document control procedure is included in the BecWeb.

6.5 The Construction Automation Plan for the project must address software and hardwarerequirements required to implement the project document control procedure.

Project Document Control Instruction F2.5


6.6 Exhibit F2.5-1 provides a checklist of items to consider in establishing a construction sitedocument control system.

Instruction F2.5 Project Document Control


PROJECT DOCUMENT CONTROL PLANNING CHECKLISTEXHIBIT F2.5-1

PREPLANNING:

Review required Document Control Center floor space considering:

• Number and type of documents to be received including contractor and field generateddocuments

• Superseded and Voided document storage requirements

• Size of documents to be handled including reproduction equipment, storage, and stick files

• Number of desks required for Document Control Center personnel

• Number of print review tables required

• Type of equipment selected for use including computer workstations, plotters, andreproduction machines

LAYOUT:

Document Control Center working area layout:

• Determine power requirements for Document Control Center equipment including computers,printers, sorters, staplers, hole punches, shredders, and reproduction equipment

• Determine telecommunications requirements for the Document Control Center consideringelectronic document transactions

• Determine the number and locations of phones required

• Consider number of personnel, work flow, and traffic patterns

• Review work area lighting requirements

• Consider document distribution method to be used (for example, will mail boxes or pigeonholes be located in the work area?)

• Determine estimated inventory and storage location of paper and stationary supply stock

Document review area layout:

• Determine if review tables will be purchased or manufactured on site

• Determine how much review space is required

• Review tables should be approximately 32 inches (80 centimeters) high, be supplied with anangled surface, have a one inch lip at lower edge, and be provided with a storage spacebelow the review surface

• Determine the number of drawing review sticks required

Document storage area layout:

• Determine the number of file cabinets and drawing files required

Project Document Control Instruction F2.5


• Determine the number of book cases and shelves required

Reproduction area layout:

• Determine ventilation requirements for both heat dissipation and fumes removal

• Determine if reproduction unit will require roll or single sheet paper stock

DOCUMENT CONTROL SYSTEM SECURITY

Review physical security of the Document Control Center considering:

• Determine how access to the Document Control Center will be controlled

• Determine how many lockable desks, cabinets, and document files are required

• Determine how keys will be controlled

• Develop a listing of who will be authorized access to document originals

• Provide direction on how superseded, voided, or unneeded prints are to be destroyed

• Determine whether print recipients must return superseded prints for destruction

• Determine if security system or special process documents require special handling andcontrol procedures such as limited distribution or printing on special color paper

Review electronic security of the project document control system considering:

• Verify that password controls for access to the project site local area network have beenimplemented

• Verify that controls are in place for document access permissions and that permissions arebased on need

• Make sure that field users cannot alter design documents without authorization

• Frequently scan electronic files for viruses

• Determine if controls need to be implemented to ensure that electronic files are not copiedwithout authorization


Instruction F3.1Construction Quality Requirements

1.0 PURPOSE

This instruction describes the requirements for implementing a construction quality controlprogram on Bechtel construction projects.

2.0 SCOPE


3.0 DEFINITIONS

3.1 Construction Quality Control

The process of monitoring and inspecting construction work activities to verify materialsand completed work meet established requirements. Construction quality control is theprocess of making sure the work is built correctly the first time.

3.2 Inspection

The process of physically measuring, examining, or testing one or more items or activitiesand comparing the results with specified requirements to verify the item or activity isacceptable.

3.3 Monitoring

Witnessing work activities for general compliance with requirements without performing adetailed inspection.

3.4 Project Quality Plan

A detailed plan outlining specific quality requirements for projects implementing a QualityManagement System certified under the provisions of ISO 9000. This plan addressesproject specific construction procedures and instructions. The Construction QualityManual describes the requirements for development of the construction portion of theProject Quality Plan.

4.0 REFERENCES





Instruction F3.1 Project Quality Control Plan



5.1 Site Manager

As defined in the Site Managers Manual, the Site Manager is responsible to ensure thatthe project is constructed in accordance with technical and quality standards.


The PFE is responsible for establishing and implementing a quality system for theconstruction phase of the project in accordance with the Construction Quality Manual andthe Bechtel Quality Control Manual.

5.3 Project Field Quality Control Engineer (PFQCE)

On projects constructed under the provisions of the Nuclear Quality Control Manual, thePFQCE is responsible for establishing and implementing a quality control and inspectionprogram for the construction phase project.


The Field Engineering Manager is responsible to maintain generic construction projectprocedures and construction electronic forms on the BecWeb. Project teams may elect touse aides in the development of specific project construction procedures.

6.0 REQUIREMENTS

6.1 The construction quality control program to be implemented at the construction site is fullydescribed in the referenced Construction Quality Manual, Bechtel Quality Control Manual,or Nuclear Quality Control Manual. The program will be implemented from the timematerial arrives at the construction site until completed facilities are turned over to Startupor the client.

6.2 Specific construction quality control requirements will be defined in the procedures for theproject and should consider the following elements:

a. Quality verification inspections to ensure the work is adequately performed

b. Preparation, control, and retention of construction quality verification documentationand records

c. Control and calibration of measuring and test equipment

d. Design document control

e. Control of nonconforming material

f. Work control procedures for fabrication, installation, special processes, and testing

g. Requirements of preparation of field material requisitions and approval of fieldpurchase orders

h. Technical direction related to on-site material testing laboratories and nondestructiveexamination subcontractors

i. Monitoring of on-site subcontractor's quality control program implementation by

Project Quality Control Plan Instruction F3.1


inspection and monitoring of on going work

j. Review of material supplier's and on-site subcontractor's quality verificationdocumentation

k. Material and equipment receipt inspection to determine damage, shortage, ordeficiencies

l. Materials and equipment storage control and protection requirements to preventdamage, loss and deterioration

m. A preventative maintenance program for permanent plant equipment prior to turnoverto Startup or to the client

6.3 The project quality program will be defined in the construction procedures implemented onthe project. To assist the PFE or PFQCE in the development of appropriate projectprocedures, generic construction procedures and electronic forms are maintained by theField Engineering Manager on the BecWeb.


Instruction F3.2Project Constructability Program

1.0 PURPOSE

This instruction defines the requirements for implementation of a Project ConstructabilityProgram.

2.0 SCOPE

This instruction is applicable to all construction projects under the administrative control ofBechtel Construction Operations Incorporated

3.0 DEFINITIONS

3.1 Constructability

The optimum use of construction knowledge and experience in planning, design,procurement, and field operations to achieve overall project objectives.

3.1 BecWeb

The BecWeb is Bechtel’s proprietary Intranet electronic library and is used to distributecorporate information, manuals, and standards to the entire enterprise. The BecWeb isalso utilized to store lessons learned data and technical documents for use in projectConstructability reviews.

4.0 REFERENCES

4.1 Constructability Handbook

4.2 BCOI Operating Instruction E102, Control of Constructability Information

4.3 Project Lessons Learned Form, Exhibit F1.2-1


5.1 The Project Constructability Coordinator

The Project Constructability Coordinator is responsible for the coordination of the ProjectConstructability Program and works with both construction and design teams in theimplementation of project Constructability efforts. The coordinator also coordinates thecollection and transmittal of the project lessons learned to the Field Engineering Managerfor use in the corporate lessons learned program.


The PFE is responsible for providing technical leadership for the project Constructabilityeffort and in some cases, functions as the Constructability Coordinator for the early stagesof the project. The PFE is also responsible for including appropriate lessons learned inthe project historical report and for transmitting appropriate lessons learned to the FieldEngineering Manager for use in the corporate lessons learned program.

Instruction F3.2 Project Constructability Program


6.0 REQUIREMENTS

6.1 Constructability during the early design phase of the project

6.1.1 The Constructability Coordinator should be assigned during the early stages of projectdesign and planning. As shown in Figure 3.2-1, it is during this period that Constructabilityactivities will have the greatest potential for savings in project cost and schedule.

6.1.2 The Constructability Handbook outlines detailed actions that can be taken to successfullyimplement and execute a Project Constructability Program. The assigned ConstructabilityCoordinator should review this material prior to implementing a project specificConstructability program.

6.1.3 The Constructability Coordinator should use the BecWeb lessons learned database duringthe early design phase of the project to develop Project Constructability Action Plans ofpotential work improvement items. The action plans should be reviewed with the designteam for adoption.

6.2 Constructability during the construction phase of the project

6.2.1 The PFE is responsible for ensuring that approved Constructability plans and ideasdeveloped during the design stage are implemented during construction.

6.2.2 Although the potential cost and schedule savings are not as significant as during the earlydesign phases of the project, the site Field Engineering team should utilize the BecWeblessons learned database to continuously review work methods and detailed design to

Ability toInfluence

Final Quality,Cost, Time

Time - Project Schedule

ConceptualDesign

DetailDesign Procurement Construction

Constructability Input

Critical Items - Highlighting & Trending

Baseline Definition in MeasurableTerms

Budget Awareness &Accountability

Performance Measurement(Earned Value based onPhysical Progress)

Startup

FIGURE F3.2-1 - THE BECHTEL CONSTRUCTABILITY PROGRAM APPLIED TO THE PROJECTLIFE CYCLE

Project Constructability Program Instruction F3.2


identify potential work improvements.

6.3 Constructability at project completion and turnover

6.3.1 During the later stages of the project schedule, the PFE is responsible for collecting andsummarizing the project lessons learned from the construction team. The project lessonslearned shall be prepared on the standard lessons learned form, available in theConstructability Information/Project Lessons Learned Section of the ConstructionBecWeb. Each lessons learned report shall be reviewed and approved by the SiteManager and Construction Manager according to BCOI Operating Instruction E-102,Control of Constructability Information.

6.3.2 After approval by the Construction Manager, the approved project lessons learned reportshall be submitted electronically to the Field Engineering Manager for incorporation intothe BecWeb lessons learned database. Copies should be forwarded to the key membersof the project team, including the Constructability Coordinator.


Instruction F3.3Project Automation Plan

1.0 PURPOSE

This instruction establishes the requirements for the implementation of the ConstructionAutomation Plan for new projects.

2.0 SCOPE


3.0 DEFINITIONS

3.1 Project Automation Lead (PAL)

The individual assigned to the project who is responsible for all aspects of automationconfiguration, setup, and support for both the design office and construction site.

3.2 Construction Project Automation Lead (CPAL)

The individual assigned responsibility for implementation of the Construction AutomationPlan at the construction site.

4.0 REFERENCES

4.1 Project Generic Site Automation Plan instructions and sample plan located on theBecWeb.

4.2 Automation Tools Reference Handbook located on the BecWeb.



The Project Field Engineer is responsible for assisting in the development andimplementation of the Project Automation Plan.

5.2 Project Automation Lead (PAL)

The PAL is responsible for assembling the overall Project Automation Plan based on theinput of key project team members.

5.2 Construction Project Automation Lead (CPAL)

The CPAL is responsible for assembling the Construction Automation Plan based on theinput of key construction team members.

6.0 REQUIREMENTS

6.1 Depending on the nature of the project, the PFE may be requested to assist in thedevelopment of the project Construction Automation Plan prior to the start of the project.

Instruction F3.3 Project Automation Plan


The plan will be reviewed and approved by the Site Manager and Project Manager.

6.1.1 To assist in the preparation of the Construction Automation Plan, generic constructionautomation plans are available on the BecWeb.

6.2 To implement the Field Engineering portion of the approved Construction Automation Planon the project, the PFE must review the plan and initiate the following actions:

• Determine requirements for engineering computer design modeling deliverables tosupport TEAMWorks, Setroute, and other construction automation applicationsplanned for use on the project

• Verify that the site Local Area Network, leased telephone line, and E-Mailcommunications defined in the Construction Automation Plan have been establishedand will satisfy Field Engineering needs

• Provide project direction to the CPAL

• Evaluate the computer expertise of the Field Engineering personnel assigned to theproject and determine training requirements

• Determine construction site software requirements required to support projectexecution


Instruction F3.4Construction Environmental Control Plan

1.0 PURPOSE

This instruction defines the requirements for the preparation, coordination, andimplementation of a project specific Construction Environmental Control Plan.

2.0 SCOPE

This instruction is applicable to all construction and construction management projectsunder the administrative control of Bechtel Construction Operations Incorporated.

3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Bechtel Corporate Policy 111, Environmental, Safety, and Health

4.2 Legal Instruction 127, Internal Reporting of Significant Environmental Matters

4.3 Construction Environmental Practices Handbook



A Construction Environmental Control Plan will be developed for each project prior to sitemobilization. Bechtel Environmental, Safety, and Health (BESH) shall prepare the planbased on the laws, regulations, permit stipulations, and approval conditions applicable tothe project site. If requested by BESH, the PFE may be assigned the responsibility toassist in the development or implementation of the project Environmental Control Plan.

5.2 Construction Environmental Coordinator

Under the direction of the Site Manager, the project Construction EnvironmentalCoordinator is responsible for implementing the Construction Environmental Control Planon the project and for coordinating project construction environmental activities with clientand governmental agencies. The Construction Environmental Coordinator may be anEnvironmental Specialist or an Environmental, Safety, and Health Representativedepending upon the type and extent of compliance activities required on the project.

5.3 Compliance Inspector

A Compliance Inspector will periodically monitor compliance with the ConstructionEnvironmental Control Plan on site. The Manager of Environmental Services (BESH) willdesignate the Compliance Inspector.

Instruction F3.4 Construction Environmental Control Plan


6.0 REQUIREMENTS

6.1 Depending on the nature and scope of the project, the Construction Environmental ControlPlan for the project may be:

a. A stand alone document

b. The environmental portion of the project’s integrated ES&H Execution Plan

c. Incorporated into an overall project or client environmental compliance plan

6.2 The Construction Environmental Control Plan (or the ES&H Execution Plan whenappropriate) shall be reviewed and approved by Environmental Services, the SiteManager, and the Project Manager prior to implementation. The plan will address thefollowing, as appropriate:

a. The methods that will be used by construction to ensure compliance with local, state,federal, and international environmental law and regulatory requirements.

b. What pre-construction, construction, post-construction, and/or startup surveys,monitoring, or mitigation are required by permits to identify and protect the integrity ofnatural resources on the project site or natural resources potentially affected by theconstruction effort.

c. Bechtel’s environmental compliance responsibilities as identified in the Prime Contractand in any Subcontracts.

d. The level of environmental awareness training that will be implemented on the project.

e. Project recycling efforts that will be implemented.

f. Methods that will be implemented to identify and control the handling, storage,transport, and disposal of hazardous wastes.

g. The project solid waste program

h. The project spill control program

i. The project dust control program

j. The project environmental Compliance Inspection and Documentation Plan.

6.3 The Construction Environmental Coordinator shall:

a. Conduct environmental awareness training for all construction personnel on site

b. Oversee and document the project's compliance with the Construction EnvironmentalControl Plan including all permit and other regulatory requirements

c. Monitor construction work operations on behalf of the Site Manager and identifyopportunities to improve the effectiveness of the project’s environmental complianceprogram.

d. Assist construction craft and subcontractors on the project to effectively implementenvironmental requirements and to reduce construction waste generation

Construction Environmental Control Plan Instruction F3.4


6.4 The Compliance Inspector will normally report to the Site Manager. On projects with majorenvironmental issues where an Environmental Specialist is assigned as the ConstructionEnvironmental Coordinator, the Compliance Inspector may report to a separateenvironmental line function.

6.5 The Compliance Inspector shall:

a. Periodically monitor compliance with the Construction Environmental Control Planincluding all project permit requirements, approval conditions and other regulatoryrequirements.

b. Promptly notify the Site Manager of any potential noncompliance issues and correctiveactions that must be implemented to ensure compliance

c. Periodically monitor the implementation of the environmental awareness training


Instruction F4.1Temporary Facility Design

1.0 PURPOSE

This instruction establishes the requirements for the layout and design of temporaryfacilities on construction projects.

2.0 SCOPE

This instruction is applicable to all construction projects under the administrative control ofBechtel Construction Operations Incorporated and on which Bechtel is responsible for thelayout and design of temporary facilities.

3.0 DEFINITIONS

3.1 Temporary Construction Facility

Structures, buildings, and utilities provided for the construction phase of the project whichmay be removed, disassembled, or turned over to the client when the project is completed.

4.0 REFERENCES

4.1 Project Maintenance Program Manual

This manual provides standard guidelines for set up of project temporary facilities and forimplementation of a project maintenance control program. This manual is controlled andissued by Bechtel Leasing Services, Inc. (BLSI).



The Project Field Engineer is responsible to direct the design of all temporary facilitiesrequired for the construction project. The PFE is also responsible to develop and providea plot plan of all temporary facilities. Temporary facilities should be included in the 3DModel.

6.0 REQUIREMENTS

6.1 Generally, the PFE and Site Manager will jointly review the job estimate for temporaryfacilities, visit the construction site and together plan the size and location of all temporaryfacilities. It is essential that a complete review of the non-manual and manual manpowerpeaks be analyzed carefully to properly size the field offices, change houses, and othertemporary facilities. Field Engineering will typically layout and design all temporaryconstruction facilities.

6.2 Temporary construction facilities typically include:

a. Temporary office facilities including appropriate electrical and mechanical services

b. Temporary warehousing facilities and material laydown areas

Instruction F4.1 Temporary Facility Design


c. Temporary shop and fabrication/construction facilities

d. Site parking lots

e. Temporary Power

f. Potable Water System

g. Construction Water

h. Oxygen/Acetylene Supply

6.3 The PFE is responsible for ensuring that temporary construction facility designs complywith all applicable federal, state, and local governmental agency design requirements andany applicable client initiated design requirements. This may include review and approvalof the design by a registered Professional Engineer.

6.4 Exhibit F4.1-1 provides guidelines and a commentary on typical requirements for thelayout and design of temporary construction facilities. Since project conditions vary bylocation and contract provisions, specific temporary facilities may vary from the attachedguidelines.

6.5 Exhibit F4.1-2 provides guidelines for typical construction site shop equipment selection. Since project conditions vary, specific temporary facilities may vary from the attachedguidelines. The Project Maintenance Program Manual issued by Bechtel LeasingServices, Inc. (BLSI) includes:

a. Guidelines for temporary shop facilities

b. Guidelines for sizing equipment

c. Several sample shop equipment layouts

Temporary Facility Design Instruction F4.1


TEMPORARY CONSTRUCTION FACILITYLAYOUT AND DESIGN GUIDELINES

EXHIBIT F4.1-1

INTRODUCTION

The following guidelines have been developed from Bechtel historical records and practices on anumber of projects. The temporary construction facility requirements have evolved both throughexperience and the study of past and current projects.

CONSTRUCTION OFFICES

The following guidelines should be considered when sizing temporary construction offices:

Type of Office Space Allowance

Administrative Staff (includes an allowance perperson per person for files, etc.)

110 ft2 / 10 m2

Engineering and Supervision (does not include anallowance per person for plan review tables, files,etc.)

75 ft2 / 7 m2

Construction Office Trailer (includes an allowance perperson for files, etc.)

75 ft2 / 7 m2

Document Control Center (may vary depending onsize of minimum reproduction equipment and files)

400 ft2 / 40 m2

Main Conference Room (may vary depending on siteminimum usage)

200 ft2 / 20 m2

File Vault (non-nuclear projects) minimum 400 ft2 / 40 m2

The following factors should be taken into account in the sizing, layout, and design ofconstruction site offices:

• Determine if Contractor, Startup or client personnel will be using construction office spaceduring construction and add additional space as required

• Add additional space for storage, mechanical equipment room(s), and visitor reception areaas required

• Provide handicapped access to visitor reception area and employment office when required

• Provide space for official construction site posting of permits and notices

• Provide space for NDE film reader room when required

• Keep the number of private offices to a minimum and maximize the use of open office areas

• Use vinyl flooring rather than carpeting to reduce maintenance costs



• Provide a minimum of one telephone for every two people

• Make an allowance for the installation of computers and for computer networking on the site

• When using rented construction trailers, attempt to get the trailers pre-wired with telephonesand electrical receptacles required for the project

• Provide a minimum of 50 foot-candles of lighting illumination in all offices

• Provide a centralized location for telephone and FAX equipment

WAREHOUSES AND MATERIAL LAYDOWN AREAS

Warehouse and material laydown requirements vary by the type of project and the protectionrequired for project materials. The following factors should be taken into account in the sizing,layout, and design of construction warehouses:

• Include space for general storage, unpacking and sorting of all warehoused materials.

• Provide office space to accommodate buyers, clerks and warehouse workers.

• Provide additional space for bin storage, general storage and locked storage area forinstruments, (calibration area if required), piping and electrical materials.

• Provide warehousing space for temporary materials and construction tools and equipment.

• Whenever possible, construct permanent facility warehouses during the initial phases of theproject and use these warehouse facilities as construction warehouses.

• Use fire resistant construction materials for warehouse construction.

• Incorporate an unloading dock in warehouses whenever practical.

• Provide ventilation.

• Locate tool rooms as close as practical to the work site and size them to accommodate thenumber of craft served.

• Storage of flammable materials such as paints, oils, gases and hazardous materials shouldmeet safety requirements.

• The use of smoke or heat detectors should be incorporated in the design of the buildings andtied to an alarm system.

• All buildings should contain an adequate number of the appropriate type of fire extinguishersto extinguish or delay the spread of fire.

• Open storage areas for crated or cardboard boxed materials should be protected by firehydrants. A fire hydrant should be located within 50 feet (15 meters) of each warehouse oroffice building.

• Provide adequate site drainage around storage areas and warehouses. Keep the road lowand build up the storage area. Use shallow ditches that can be crossed by equipment or keepthe storage area narrow so it can be serviced with a crane from the roadway.



• Whenever practical, use a paved area for material laydown.

SHOPS AND CONSTRUCTION FACILITIES

Pipe Fabrication Shop

Pipe fabrication requirements vary from project to project. After a basic piping quantity schedulehas been established, the following items should be considered in designing the Pipe FabricationShop:

• Size the facility to support the scheduled production rates and the type of equipment to beused.

• Use non-flammable building construction whenever possible.

• Provide required fire protection.

• Locate and size doors to accommodate equipment and material flow through the fabricationshop.

• Review materials handling methods to be used in the shop including overhead monorails,small mobile equipment and bridge cranes.

• Layout fabrication table locations, tack up and weld out areas, and any other preassemblywork areas considering the flow of the work through the shop.

• Identify the type of welding equipment to be used in the shop (e.g. MIG or TIG, stick,automatic welding machine, etc.) and layout rod room and power supply locations to optimizewelding work process.

• Provide storage location for welding supplies.

• Provide welder testing and training facility adjacent to fabrication shop if possible.

• Fabrication shop location must have sufficient laydown and storage areas required to meetthe production rates dictated by the schedule.

• Fabrication shop location should facilitate an easy flow of materials to other shops such aspainting and insulation that will use the fabricated piping.

• Provide office space in the fabrication shop for the Shop Superintendent, Field Engineer, andInspector.

Pipe Hanger Shop

The Pipe Hanger Shop should be designed in the same manner as the Pipe Fabrication Shopwith the following changes:

• Lower capacity lifting equipment can be utilized.

• Welding requirements are reduced.

• Additional cutting equipment will be required.

• Connect the Painting Shop to the Pipe Hanger Shop.



• Provide an area for stock steel storage using racks.

• Provide protected or interior storage for snubbers and other sensitive hanger components.

SITE PARKING LOTS

Parking lots at the construction site should be located as close as practical to the site accessgate. The following considerations should be included in the layout and design of construction siteparking lots:

• Size parking areas for approximately 100 cars per acre.

• Estimate the number of cars per parking lot as one car for each 1.3 persons assigned to theadjacent work area.

• Establish designated parking spaces and traffic flow patterns to avoid congestion at shiftchanges.

• Provide lighting in parking lot if the lot is to be used when daylight is not available.

• Provide adequate parking lot drainage to avoid ponding or standing water.

• Provide for snow removal equipment access when required.

• Provide paving or gravel surfacing on the parking lot to ensure rapid drainage and to ensureproper wear.

TEMPORARY POWER

It is essential that thorough planning, layout and engineering be given to this section of thetemporary facilities. In general, the type of welding equipment, stress relieving equipment andother large power users must be known to properly size and layout the distribution system.

The following factors should be taken in account prior to beginning work on the temporary powerlayout:

• Look at each area separately and develop the monthly loads so a peak can be reached.

• Size building loads separately.

• From the construction schedule for each unit or area, determine the peak number of weldersplanned.

• Determine which packages of contract/subcontract work will have to be furnished power, theirpeak use, KW and voltage requirements, and work schedule.

• Determine the type of stress relief equipment to be used in the area, its schedule and KWrequirements.

• Review the list of construction equipment planned for the job. Look for large electrical usersand find out where they are used and what is their use schedule.

• Estimate small tools and lighting load for each area. Small electric tools needs can often bebest estimated by the craft.



• Allow for area equipment such as pedestal grinders, threading machines, metal saws,benders, sump pumps, area field offices, air conditioners, blowers, and space heaters.

• Estimate the electrical load for HVAC systems, fans, electrical space heaters, and computersystems to be used during construction.

After each area has been studied for peak loads, note these on an overall plot plan and study thebest area distribution system and location. The following factors should be taken into account inthe actual layout:

• Overhead systems near roadways which have to be crossed with heavy cranes aredangerous and are subject to outages caused by accidental grounding.

• Underground systems are expensive but present more freedom of movement with heavyequipment. They must be laid out in an area where underground work will not be performed. The system must be well marked above ground and protected underground.

• All underground layouts should be shown to scale on the site plot plans and the locationreviewed with the design office prior to installation to avoid conflicts with permanent systems.

• Power distribution centers should be used for 480 volt, 3 phase, 120-240 volt single phaseoutlets.

• Not all electrical welding machines on the site will be energized at the same time. For thedesign of temporary electrical facilities, assume that only 30% of the planned machines will beenergized at the same time.

• In certain areas, local electrical supply authorities should be advised of the plannedconstruction site. Peak electricity demand and the type of components comprising thatdemand. This notification should be made prior to energization.

POTABLE WATER SYSTEM

The requirement for potable water on most jobs is small and can usually be calculated atapproximately 30 gallons (115 liters) per day per person unless there is a camp associated withthe project. The design basis for camps should be 100 gallons (375 liters) per day per person.

The following factors should be taken into account in the design of potable water systems:

• The potable water should be distributed in a galvanized or PVC pipe system to avoid an irontaste and discoloration.

• Piping should be protected from freezing by insulation or by embedding the piping.

• The piping should be protected against accidental breakage by providing barriers or guardpipes at heavy traffic areas.

• In the case of site wells or foreign camp jobs, consider the use of PVC pipe if the well waterhas a low pH.

• If the source of the potable water supply is a new well for the construction site and camp, acomplete water treatment and purification unit is required. These units can be ordered fromcompanies such as Atlantic International. To order, specify peak number of personnel,nationalities involved and location of camp or as an alternate specify peak water demand per



day required.

• When potable water is provided by a site well, provide monthly water testing to ensure waterquality.

CONSTRUCTION WATER

Raw water, plant water, or treated water requirements are usually determined by construction usefor concrete production and curing, or flushing and testing piping or vessels. Concrete productionstandards such as ACI specify quality standards for concrete production. Client requirementsusually specify the type of water required for testing mechanical systems. Test media forstainless steels must meet the special requirements for maximum allowable chlorideconcentrations.

In sizing the requirements for testing and general construction use, consider the normal dailyusage in gallons per day and the rate of flow in gallons per minute. The required rate of flow isvery important when testing large equipment or tanks since the test crew normally stand by duringthe filling process.

EXAMPLE:

Consider testing a 16 foot (4.87 meter) diameter by 140 foot (42.67 meter) high column

Size the pump to fill vessel. The water volume to be pumped is 21,000 gallons (79,500liters) in 4 hours (240 minutes). The required rate of flow to fill the vessel is therefore 87.5gallons per minute (21,000 gallons/240 minutes) or 331 liters per minute (79,500 liters/240minutes)

The height of the vessel, 140 feet (42.67 meters), produces a head pressure to beovercome of 0.443 psi/ft of height x 140 ft = 62.02 psi (0.1 kg/cm2 / meter of height x42.67 meters = 4.3 kg/cm2). Therefore, a pump must be obtained that can pump 87.5GPM (331 liters per minute) and at least 20 to 30 psi (1.4 to 2.1 kg/cm2) above theminimum required 62 psi (4.3 kg/cm2) or 82-92 psi (5.7-6.4 kg/cm2)

Good practice is to use a booster pump to pressurize a line to 150 psig (10.5 kg/cm2) anduse this pump for filling, and air removal. Then boost pressure as required with a testpump. It is often convenient to use the fire water system for distribution of the test water.

OXYGEN/ACETYLENE SUPPLY

Temporary Oxygen Plant

On projects in remote locations where oxygen in cylinders is not available locally, an oxygen plantshould be considered. One such plant that has been used successfully in the past is a completeskid mounted plant manufactured by Air Products. The plant with a capacity of 1000 SCFH of99.5 percent pure oxygen gas, consists of an air-cooled 4 stage motor driven air compressor byChicago Pneumatic Model PB44, an air purifier for the removal of CO2 utilizing caustic soda, areactivation type air dryer, a 7-1/2 HP from unit air refrigerator, an air separator with liquid pumpand an eight cylinder charging manifold.

The plant should be housed in a concrete block building, for safety reasons, and mounted on areinforced concrete foundation to compensate for the continual vibration of the compressor.



Temporary Acetylene Plant

On projects in remote locations where acetylene in cylinders are not available locally, anacetylene plant should be considered. One such plant that has been used successfully in thepast is a skid mounted plant manufactured by REXARC in the USA and purchased complete withfilling manifold, piping to fit the manufacturer's suggested plant layout, overhead trolley andremote controls. The plant with a capacity of 1,700 SCFH consists of a generator with carbidescrew feed, a cooler condenser, a low pressure dryer, a purifier, a scrubber, a three stagecompressor, high pressure dryers (chemical and oil), manifolds, an air compressor used toreactivate the purifying material, a scale used to weight cylinders "in" and "out" and an acetonehand pump.

The plant should be located in a remote area of the site and housed in a wood frame buildingconstructed on a concrete slab. The elevation of the roof should be high enough toaccommodate the overhead trolley. In addition, another building will be required for storage ofchemicals such as acetone, calcium chloride, etc.



TEMPORARY SHOP EQUIPMENT GUIDELINES EXHIBIT F4.1-2

CARPENTER SHOP

• Radial Arm Saw (16 inch)

• Woodcutting Band Saw (30 to 36 inch)

• Table Saw (8 to 12 inch)

• Plywood Saw

• Roller Conveyor (18 inch wide)

• Pedestal Grinder (8 to 10 inch)

• Drill Press (floor stand, 1/2 inch chuck)

• Bolt Threading Machine (up to 1 inch)

• Scrap Skip Pan

• Electric Drinking Fountain

STRUCTURAL STEEL SHOP

• Rebar Shears (to No. 11 bar)

• Rebar Bender (to No. 11 bar)

• Stirrup Bender (to No. 6 bar)

• Abrasive Cutter (18 to 20 inch)

• Welding Machines (200 amp stationary)

• Welding Machine (400 amp FCAW-CV)


• Roller Conveyor (12 inch wide)

• Scrap Skip Pan


PIPE SHOP

• Welding Machines (8-pack, 200 amp rectifier or inverter type)

• Welding Machines (300 amp stationary GMAW/FCAW CV process)

• Welding Machines (300 amp stationary GTAW, Heliarc, process)



• Weld Rod Ovens

• Pedestal Grinders (8 to 10 inch)

• Pipe Threading Machine (up to 4 inch)

• Bolt Threading Machine (up to 1.5 inch)

• Jib Cranes (2000 pound at 18 feet)

• Electric Hoists (1 ton)


• Test Coupon Bender

• Hydraulic Pipe Bender (up to 4 inch)

• Electric Rotary Pipe Bender (up to 2 inch)


• Scrap Skip Pan


ELECTRICAL SHOP

• Conduit Threading Machine (up to 4 inch)

• Conduit Threading Machine (4 to 6 inch)

• Hydraulic Conduit Bender (up to 6 inch)



• Metal Cutting Band Saw (12 inch)


• Scrap Skip Pan


EQUIPMENT REPAIR SHOP

• Hydraulic Press (100 ton, electric power)

• Lubrication Unit (4 barrel, stationary)

• Steam Cleaner (200 to 250 gallon per hour)

• Welding Machine (300 amp stationary)

• Workbenches for Mechanics



• Battery Charger (6 amp, 12 volt capacity)


• Gantry (3 ton) with Chain Hoist (3 ton)

• Platform Truck (1 ton, rubber tired)

• Hydraulic Floor Crane (1 ton, portable)

• Gasoline Pump and Storage Tank

• Diesel Fuel Pump and Storage Tank


• Scrap Skip Pan


WAREHOUSE

• Fork Lift Truck (2 1/2 ton)

• Platform Scale (1000 pound)

• Ice Cube Machine (1000 pound per day capacity)

• Platform Trucks (1000 pound, rubber tired)

• Shelf Trucks

• Two Wheeled Hand Trucks

• Wheeled Trash Box

• Shelving

• Pallet Racks


WELDER TEST SHOP

• Welding Machines (8-pack, 200-300 amp rectifier or inverter type)

• Welding Machines (300 amp GMAW/FCAW process)

• Welding Machines (200-300 amp GTAW process)

• Metal Cutting Band Saw (8 to 10 inch)


• Test Coupon Bender

• Weld Rod Ovens



• Scrap Bin

• Oxy fuel line cutter and track


Instruction F4.2Construction Camp Layout and Design

1.0 PURPOSE

This instruction describes the requirements for layout and design of construction camps.

2.0 SCOPE

This instruction is applicable to construction projects under the administrative control ofBechtel Construction Operations Incorporated.

3.0 DEFINITIONS

3.1 FOB

Free On Board (named port of shipment). Seller is responsible to deliver goods on boardthe vessel, provide export clearance (obtain necessary export license and pay applicableexport taxes), provide a clean on board receipt and pay loading costs according to thecustom of the port. Buyer is responsible to contract for the carriage and pay freight costs,pay loading costs to the extent that they are included in the freight and pay unloadingcosts at the port of destination.

3.2 FAS

Free Alongside Ship (named port of shipment). Seller is responsible to deliver the goodsalongside the ship, either on the quay or in lighters (typically this includes pier unloadingcharges assessed by the marine terminal) and to provide an alongside ship receipt. Buyeris responsible to contract for the carriage and pay freight costs, provide export clearance(obtain necessary export license and pay applicable export taxes) and pay all expensesonce the goods have been delivered alongside the ship.

3.3 CIF

Cost, Insurance & Freight (named port of destination). Seller is responsible to contract forcarriage and pay the freight to the named port of destination, deliver the goods on boardthe vessel, provide export clearance (obtain necessary export license and pay applicableexport taxes), contract for the insurance of the goods during carriage and pay theinsurance premium, furnish the buyer with an invoice, clean transport document and cargoinsurance certificate, pay loading costs and pay unloading costs to the extent that they areincluded in the freight. Buyer is responsible to receive the goods from the carrier at thenamed port of destination and pay unloading costs to the extent that they are not includedin the freight.

4.0 REFERENCES

None

Instruction F4.2 Construction Camp Layout and Design



5.1 Site Manager

The Site Manager has the primary responsibility for camp layout and design.


As part of the construction team, the PFE is responsible for providing technical support forcamp layout and design.

6.0 REQUIREMENTS

6.1 In developing the camp design, the following technical factors must be taken into account:

a. Local laws, regulations, and building codes must be complied with for the campdesign and construction

b. The camp water supply must be tested and verified prior to being put into service. After system is placed in service, the water should be tested and verified on a monthlybasis.

c. An approved sewage treatment facility or other suitable waste disposal system mustbe provided

d. The camp must be designed to minimize fire hazards and must provide appropriatefire safety equipment

6.2 Normal practice is to issue subcontracts for the design, construction, and operation ofconstruction camps. When this is done, the PFE develops the technical specificationsdefining the technical requirements for the camp.

6.3 A guideline for the layout and design of camps is provided in Exhibit F4.2-1.

Construction Camp Layout and Design Instruction F4.2


CONSTRUCTION CAMP LAYOUT AND DESIGN GUIDELINESEXHIBIT F4.2-1

The following guidelines are provided to assist in setting up a construction camp. The guidelinesare primarily based on experience gained in the Middle East; however, most of the considerationslisted apply to camps in any part of the world. In addition to this guide, the Construction MaterialsMPAG is the Knowledge Bank for Construction Camps with information and access toconstruction camp experts. This group should be contacted during the construction campplanning phase of a project in order to leverage this information to the project’s benefit.

GENERAL CONSIDERATIONS

Designing, constructing and operating a camp is similar to setting up a new town. In many cases,the camp is equivalent to a project all by itself. On a large camp project, the camp design andoperation is one of the most important factors in determining a project's success. The followingsections are intended to assist the construction team in laying out and designing the campfacilities. This includes:

• Camp design considerations

• Catering considerations

• Maintenance considerations

• Purchasing considerations

The construction team should identify a Camps Specialist in the field of camp planning, operationand maintenance of construction camps to assist in the planning process. The specialist willtypically call on other specialty assistance as required.

CAMP DESIGN CONSIDERATIONS

Overall Size

One of the first factors to consider is the overall size of the camp. A camp manpower curve,broken down by camp classification (and possible nationality group) should be used as the designbasis. Contingency should be included in this calculation. The camp manpower curve shouldconsider housing requirements for:

• Daily paid labor/artisans

• Monthly paid technical and clerical

• Staff and junior staff technical and clerical

• Management personnel

• Contractors/Subcontractors

• Vendor representatives

• Client personnel

• Home Office design personnel assigned to the field

• Visitors



• Start up and operating personnel

• Administrative, clerical and “other” support personnel

• Catering Personnel

Classification

A decision will have to be made regarding what labor (if any) will be available locally and will notrequire housing in the camp. The balance of the work force will be housed in the camp. From theprojected camp manpower curve, determine the peak numbers of the types of housing that will berequired. For example, the types of housing for camp classifications could be as follows:

• Non-manual family status

• Non-manual single status

• Nationals

• Foreign Country Nationals

Type and Quality of Buildings

The types of housing to be provided will vary from job to job and is somewhat dependent uponlocal custom and the nationalities comprising the work force. For non-manual staff personnel,check the employment conditions for your particular job. Once the number for the types ofhousing have been developed, be sure to incorporate contingency into the design numbers sincethe first pass at camp manpower curves may be too low.

The quality of housing (i.e., portable buildings or field erected) should then be considered. Availability of local building materials, schedules, cost, size, and design life will all influence thisdecision. There are basically two types or grades of portable buildings used for field camps.

• The cheapest is a lightweight portable building built using channel skid main frame, withaluminum exterior secured directly to the wall studding.

• The second and most widely used is the building which is mounted on an oil field type steelskid and has an exterior of aluminum which is bonded to exterior grade plywood. It iscompletely insulated, has wiring and plumbing installed, and is recommended for almost anyuse.

When considering space requirements, determine the number of people allowed per room (checklocal labor law). Generally a room for non-manual single status should be around 150 sq. ft.(14 sq. meters) per person. Family status "villas" or "bungalows" will vary according to number ofrooms but should generally be 1200 sq. ft (110 sq. meters) per family.

Miscellaneous Facilities

Other than living facilities, determine what other kinds of buildings will be required in the camp. Typically this includes:

• Ablutions

• Bakery

• Barber Shop

• Buildings for Housing Utility Equipment,Maintenance Shops, Spares and SpareParts

• Camp Offices



• Catering Office

• Chapel/Mosque

• Commissary

• Dining Facilities

• Dry Food Storage

• Guard Houses

• Kitchens

• Laundry Facilities

• Library

• Medical Facilities

• (International) Phone Facility

• Recreation Buildings

• Refrigerated and Freezer Food Storage

• School

Additionally, develop a good recreation plan. In a remote location, this is especially important. Items to consider include:

• Basketball Courts

• Darts

• Movies (where will they be shown?)

• Pool

• Small Boats

• Soccer Field

• Softball Field

• Squash Courts

• Swimming Pool

• Table Tennis

• Tennis Courts

• Weightlifting or Exercise Room

A good recreation program will help keep people happy, reduce turnover, and save money in thelong run. On large jobs, a "recreational director" can also help. Wherever possible, include aclosed circuit TV circuit with video tape and cassette equipment.

The extent of medical facilities required depends on the size of the camp and the availability oflocal hospitals. In a remote site with limited evacuation transportation, a fully equipped smallhospital may be required.

Utilities

Develop sources for water, power, and sewage treatment facilities and size the utilityrequirements. Some approximate design factors are:

• Electrical usage is about 4 kW per person for a 1000 man camp with a 20% standby capacitywhen air conditioning and electric kitchens are provided. If power will be generated at thecamp, cooling water may be required for the generators. Locate generators away fromsleeping quarters and provide acoustic barriers to minimize noise.

• Water usage varies depending on the nationalities of the camp residents and workingconditions. Desalination storage should be provided for a minimum of 3 days at peak demandand up to 5 days if feasible. If a desalination plant is required, consider using a salt watersystem for fire water and flushing toilets. Past experience indicates that the large desalinationunits (30,000 GPD or 130,000 liters per day plus) are more reliable than the smaller units(15,000 GPD or 65,000 liters per day or less).

• Sewage treatment facilities should be equal to the water supply, again allowing for somecontingency.

• Be sure utility systems are sized large enough and that they allow for future expansion (i.e.,



25%).

Fire Fighting Plan

Establish the fire rating of all buildings and provide a fire water system, if necessary. Whenappropriate, organize a fire brigade to respond to fire emergencies and conduct fire drills once amonth.

Provide fire extinguishers in all buildings and consider adding smoke alarms in all buildings. Alsocheck the building insulation to be used. Some insulation materials while non-flammable cansmolder and emit highly toxic fumes (polyurethane, etc.).

Camp Location

Camp location factors to consider in the design area:

• Optimum distance to construction site? What is walking (transportation) time? (Are busesrequired?)

• Safe distance from operating plant? Consider noise and fire hazard. Access of fire fightingequipment.

• Prevailing wind direction. Consider sand drift problems.

• Are utility services near by?

• What amount of site preparation is required? Do the soil conditions have sufficient loadbearing capacity and are they suitable for underground installations? What is the elevation ofwater table? Is there any danger of flooding? Are there any potential gas hazards?

• Does the location interfere with construction or future expansion? Is it a "safe" area?

Camp Layout

Camp layout factors to consider in the design are:

• What kinds of buildings are preferred for the particular location?

• Is enough space available for the present design and future expansion?

• Does the layout resemble a community or a military base?

• Is there easy access to messing and recreation facilities?

• Does the plot plan reflect the optimum layout for utility service?

• What is the traffic pattern? Is there enough parking space?

• Are some units considered for use as the "pioneer camp" or is the "pioneer camp" a separateproject?

• How will expansion to peak force accommodation be handled?

• Where is the sewage treatment plant? Downwind?

• Is fencing provided for security? Are enough fence gates and openings provided to cope withemergencies?



Construction Standards

Camp make-up factors to consider in the design are:

• Are you familiar with local labor laws? Do you have an English translation?

• What are the client's camp standards?

• What are local fire and pollution laws?

• What is the required voltage and frequency? Many international sites are 220 volt/50 hertz.

• What are the local electrical, plumbing and gas installation code requirements? Are buildingpermits required?

• What are the furniture requirements for the various camp classification types?

CATERING CONSIDERATIONS

One of the first considerations with catering is to determine who will perform the service. Will it beby contract/subcontract or direct hire? Although catering is normally performed by a specializedcontractor/subcontractor, circumstances may prohibit this.

Develop typical menus to be used considering the different nationalities to be fed. Requesttypical menus for review prior to establishing a contract. Since poor food is frequently the causeof many complaints, it is better and cheaper in the long run to go "first class" in this area.

How will the food be delivered and stored? Are refrigerator trucks required? Depending onavailability of food, transportation facilities, and remoteness of location, freezer, refrigerator, anddry storage facilities may have to handle a 2 or 3 month demand.

If the catering is to be contracted/subcontracted, be sure the caterer is involved with the design ofthe kitchens, mess halls, etc. If the camp manager or catering supervisor has been assigned, gethis input.

Be sure catering equipment - stoves, ovens, laundry, dishwashers, etc., utilize the utilities that areplanned, or vice versa. Is the laundry equipment properly sized?

Are garbage depots properly located and approved by local authorities? Who will removegarbage? Are garbage trucks required?

As a general guide the following may be useful:

• On international projects, food alone accounts for about 50% of the catering cost. Cateringlabor, crockery, cutlery, consumables comprise the remaining 50%.

• Catering labor including main service is about 15% of the force catered to.

• Typical storage requirements:

♦ 30 ft3 (850 liters) is required to store 1,000 lbs. (375 kilograms) of meat

♦ 40 ft3 (1150 liters) is required to store 1,000 lbs. (375 kilograms) of produce

♦ 35 ft3 (1000 liters) is required to store 1,000 lbs. (375 kilograms) of dry store.



MAINTENANCE CONSIDERATIONS

Since the typical camp will be in operation for several years, good quality, reliable equipmentshould be purchased. Ensure sufficient spares and spare parts are also purchased for allmechanical equipment.

Have the right materials been specified for pump impellers, salt water piping, desalination piping? Is equipment protected from the sun and sand?

Is a qualified individual responsible for camp maintenance? Have maintenance routines beenestablished for the sewage treatment, power generation, desalination plant and air conditioningfacilities?

If air conditioning is required, be sure due consideration is given to the type of units to beprovided. Window units are easy to buy and install but require more maintenance and can bemore expensive than central units over the job duration. Sun shades, fused plugs, andpneumatically sealed capacitors are recommended to reduce downtime and air conditionermaintenance expense. If window units are used for air conditioning specify a type with a built-inheating element (i.e., heating cooling units).

Are hot water heaters properly instrumented to protect heater elements?

How will ablution facilities be cleaned? If hosing down with salt water is anticipated, protectcritical items subject to corrosion.

PURCHASING CONSIDERATIONS

Before going out for bids for buildings and equipment, review the preceding sections and developa preliminary plot plan. Although the building sizes and the arrangement will change, this effortwill allow better scope definition for vendors and will also make bid evaluation easier. A goodcamp specification detailing what is needed and a preliminary plot plan will pay off. The followingitems should be considered in developing the camp specification:

• Provide independent inspection and expediting in the camp manufacturer's facility to ensureproper delivery of camp equipment and materials.

• Establish requirements for the type of service expected after the sale.

• Evaluate the manufacturer's guarantee on the equipment and materials supplied.

• Require the camp supplier to furnish erection supervision during the time the camp is beingset up. In addition, a team of technicians should remain on the site for 30 days after campturnover in order to perform any emergency work.

• A buy back clause should be included the contract

• Determine the manufacturer's flexibility. Purchasing a manufacturer's standard can be lessexpensive, but since all camp equipment is custom built on specific order, the manufacturershould be flexible enough to meet the project's specific needs.

• Specify the minimum quality of the interior furnishings and equipment required. Almost onehalf of the FOB cost of camp buildings is for interior furnishings and equipment such as beds,air conditioners, refrigerators, ranges, washers, etc. Extra care is required with the selectionof equipment used in kitchen and bath units since lower cost equipment may result in highermaintenance costs and disruption of critical services.



• Require that model numbers, catalog cuts, and spare parts lists be furnished with allequipment since suppliers buy factory close outs and discontinued models for whichreplacement parts are not readily available.

If possible, involve the camp manager/caterer in the proposal and bid evaluation process to:

• Make sure the camp specification is complete and avoid the added cost of adding neededitems later

• Identify items the camp manufacturer may have omitted intentionally to submit a lower bid

• Identify manufacturer limits on the quality, size or guarantee of equipment

Require camp supplier bidders to guarantee the final shipping volume cubic dimensions of thecamp. A significant amount of cost is involved. Some suppliers will attempt to obtain an orderwith unreasonably low estimates of the volume cubic content. Failure to guarantee the cubicvolume may be an indication that the manufacturer is passing on the increased freight costs tothe buyer. The purchaser pays for every cubic foot of cargo that is shipped whether the PurchaseOrder is FOB factory, FAS port, or CIF destination.

It is normally more cost effective to purchase camp buildings on a FAS US port basis rather thanCIF destination basis. Ocean freight rates are negotiated based on a definite requirement andany rate quoted prior to an order will usually be higher than the final rate paid at the time ofshipment. If the purchase is to be made CIF, make sure the supplier guarantees the rate, butonly invoices actual cost.

Allow bidders sufficient time to prepare quotations so proper research in finding the best costsources of supply can be done rather than providing a high contingency in the bid to ensure thatactual costs are covered.

Allow an adequate schedule for camp manufacture. Problems can occur when impossibledelivery dates are demanded.

Assign an inspector in the manufacturer's facility with the following background:

• Engineering background

• Camp experience

• Specification knowledge

Ability to oversee the complete construction of the units including expediting the shipping,weather protection and handling


Instruction F4.3Construction Rigging Plans

1.0 PURPOSE

This instruction establishes the requirements for preplanning construction rigging workoperations.

2.0 SCOPE


3.0 DEFINITIONS

3.1 Heavy Lift Rigging

Heavy Lift Rigging is defined as the process of lifting or positioning heavy equipment,components, or materials with a machine such as a lever, pulley, rollers, crane, hydraulicjacks or similar devices.

3.2 Heavy Haul

Heavy Haul is defined as the process of relocating or moving heavy equipment,components, or materials a considerable distance with a heavy haul trailer, rollers, orsimilar devices.

3.3 Rigging Engineer

An individual with demonstrated technical skills assigned responsibility for analysis ofrigging operations and for design of the temporary structural systems required to supportheavy lift rigging or heavy haul work operations. Rigging Engineers may be recognized asAssociate or Certified Rigging Engineers per BCOI Operating Instruction E103.

3.4 Rigging Supervisor or Superintendent

An individual with demonstrated technical skills assigned responsibility for planning andsupervision of heavy lift rigging or heavy haul work operations.

4.0 REFERENCES

4.1 Rigging Handbook

4.2 BCOI Operating Instruction E103, Rigging Engineer Training, Development & Certification



a. The Project Field Engineer is responsible to oversee the design of heavy lift riggingsystems, heavy haul systems, and temporary structural systems required to supportproject work operations.

Instruction F4.3 Construction Rigging Plans


b. Unless otherwise approved by the Manager of Construction, the PFE shall ensure thatall Critical and Heavy Lifts as defined in Section 6.0 of this instruction are reviewedand approved by the BEO Rigging Department prior to the work being performed.

5.2 Rigging Engineer

The Rigging Engineer is responsible to prepare rigging plans and calculations under thedirection of the PFE and the Rigging Supervisor.

5.3 Rigging Supervisor or Superintendent

The Rigging Supervisor or Superintendent is responsible for developing work methodsand plans for rigging operations and for supervising the performance of the work. TheRigging Engineer will assist the Rigging Supervisor by providing the design supportneeded for the rigging plan development.

5.4 Bechtel Equipment Operations (BEO) Rigging Department

The BEO Rigging Department is responsible to support Bechtel projects with heavy lift andheavy haul rigging services. This includes developing heavy haul and/or heavy lift riggingplans, reviewing heavy haul and/or heavy lift plans developed by others, and providingheavy lift rigging training services.

6.0 REQUIREMENTS

6.1 Regardless of size or weight, each heavy lift rigging operation should be pre-planned toensure the lift will be performed safely. Due to the added exposure and complexity ofheavier lifts, the planning requirements for heavier lifts are more comprehensive. Construction site rigging operations are classified into the following four generalcategories:

a. Light Lifts (10 tons and less)

b. Medium Lifts (more than 10 tons but less than 50 tons)

c. Heavy Lifts (50 tons and greater)

d. Critical Lifts

6.2 Light Lifts

Light rigging lifts should be accomplished using good rigging practices under the directionof the responsible Rigging Supervisor.

6.3 Medium Lifts

A rigging plan must be prepared and approved by either the Rigging Engineer or theRigging Supervisor prior to performing the lift.

6.4 Heavy Lifts

A rigging plan shall be prepared for all heavy lifts. Unless otherwise approved by theManager of Construction, the plan shall be reviewed and approved by the BEO RiggingDepartment prior to performing the lift. As part of the documentation supporting therigging plan, applicable support calculations shall be formally prepared, checked by a

Construction Rigging Plans Instruction F4.3


qualified Rigging Engineer, and retained as part of permanent project documentation.

6.5 Critical Lifts

Regardless of weight, a rigging plan shall be prepared for:

a. Lifts involving lifting expensive or sensitive permanent plant equipment whose losswould have a significant financial or schedule impact on the project.

b. Lifts which must be made over or near energized systems such has high voltageelectrical power lines or energized steam lines.

c. Lifts of large or unusually shaped components that require special care in handlingand lifting to prevent damage.

6.6 Heavy Lift Rigging Plans

Heavy Lift Rigging Plans may be prepared by a Subcontractor, a Field Engineer, theRigging Supervisor, or the Rigging Engineer and are intended to reflect all importantaspects of the rigging work operation. The plans are utilized both for preplanning the liftwith the Rigging Supervisor and Rigging Engineer and for pre-lift briefings with theconstruction crews or the subcontractor performing the work. Heavy Lift Rigging Plans areto include the following minimum elements:

a. A layout of the work area including the locations of all obstacles and interferences

b. Minimum clearances and clearance requirements from existing facilities and utilities

c. Definition of the component(s) to be lifted including the verified weight of the item andthe authorized attachment or lift points

d. Locations of underground utilities that could affect the rigging work operation and thatrequire special clearances or cribbing to perform the work

e. Rigging equipment to be used for the rigging operation including cranes, wire ropeslings, spreader beams, shackles, hooks and other components in the load chain

f. Any special precautions that the construction work crew or subcontractor should beaware of prior to making the lift (e.g. removal of temporary shipping skids prior torigging)

6.7 Rigging Calculations

Calculations performed in support of rigging work operations shall identify any specialrequirements for the lift, the type of equipment and hardware to be used, and thesequence of the rigging operation.

6.7.1 A qualified Rigging Engineer must check all calculations supporting heavy lifts.

6.7.2 At the discretion of the PFE, formal rigging calculations may also be developed for light,medium, or critical lifts depending on the nature of the lift. The PFE may also require thata qualified Rigging Engineer check these calculations.

6.8 Heavy Haul Plans

Heavy Haul Plans may be prepared by a Subcontractor, a Field Engineer, the Rigging

Instruction F4.3 Construction Rigging Plans


Supervisor, or the Rigging Engineer and are intended to reflect all important aspects of theheavy haul work operation. The plans are utilized both for preplanning the heavy haul andfor pre-haul briefings with the transport crew or the heavy haul subcontractor performingthe work. Heavy Haul Plans are to include the following minimum elements:

a. A layout of the haul route including the locations of all potential obstacles andinterferences such as underpasses, overhead power lines, and short turning radiuses.

b. Minimum clearances and clearance requirements from obstacles, interferences,existing facilities, and utilities

c. Definition of the component(s) to be hauled including the verified weight of the itemincluding shipping frame and dunnage

d. Locations of underground utilities that could affect the heavy haul work operation andthat require special clearances or cribbing to perform the work

e. Equipment to be used for the heavy haul work operation including heavy haul trailers,tie down slings, rollers, and other components used to secure or transport the load

f. Any special precautions that the transport crew or heavy haul subcontractor should beaware of prior to transporting the load such as special permits, maximum speed,special flagging requirements, and escort vehicles

6.9 Automated Lift Planning System (ALPS)

The Bechtel Automated Lift Planning System (ALPS) is a full-featured automation tooldesigned to pre-plan and simulate heavy lift rigging work operations. The applicationincludes 3D models and load charts for a number of heavy lift cranes that can be used inconjunction with project 3D or 2D CAD drawings. ALPS may be used to:

a. Evaluate multiple heavy lift rigging options

b. Check for interferences with permanent plan structures and components during therigging operation

c. Conduct pre-lift briefings with the construction crew or the subcontractor performingthe work

d. Check crane capacities

6.10 Heavy Haul and Heavy Lift Rigging Support Services

Bechtel Equipment Operations maintains a staff of Certified Rigging Engineers andRigging Supervisors to support project heavy haul and heavy lift rigging work operations.


Instruction F4.4Construction Site Survey Program

1.0 PURPOSE

This instruction establishes the requirements for implementing construction site surveyprograms.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

None



The Project Field Engineer is responsible for developing a project survey control plan thataddresses how site survey activities will be performed and controlled.

6.0 REQUIREMENTS

6.1 A project specific survey control plan shall be developed by the PFE that defines how sitesurvey activities will be performed and controlled. Since Total Survey Stations provide asignificant improvement in the quality and the cost of site survey control, the PFE shouldinclude this technology in the project specific plan. The survey control plan should:

a. Define the type of survey equipment to be used

b. Define the use of the project 2D or 3D CAD design model to extract data pointselectronically for use in survey activities

c. In revamp or retrofit projects, define the use of survey work processes to collect as-built data for use by design engineering to reduce potential field rework

d. If multiple contractors/subcontractors are involved with the project construction efforts,define how survey control activities will be coordinated to avoid conflicts

6.2 Effective implementation of the construction survey at the site will reduce layout errors,increase construction efficiency, and improve construction quality.

Instruction F4.4 Construction Site Survey Program


6.3 The following general survey techniques are considered good survey control practice andshould be incorporated into the site survey control procedures:

a. All traverses must be closed and properly documented

b. Independent checks must be periodically performed of the traverse

c. A topographical map or aerial photographs of the site should be obtained and checkedto determine if the primary horizontal control (traverse) is correctly located in relation tomajor topographical features

d. Arrange for the client to provide property boundary survey services and obtain theservices of a local surveyor to resolve uncertainties with local monuments or localsurvey practice

e. Checks to ensure all survey equipment is properly calibrated and maintained

f. Require that all surveyor sketches, field notes, and computations are maintained in aField Book and that all books are kept as permanent project records

g. The plan should specify what data is to be saved at the end of project. Survey dataincludes field data books, survey files, and electronic data records.

h. Require that all bench marks are established by closed circuit

i. Require that control points with a given or predetermined elevation be used to doublecheck existing points and to validate new elevations

j. Provide checks to ensure that the correct CAD file or design drawing is used for surveylayouts

k. Require that all notes and dimensions are checked and double checked

l. Require surveyors to:

• Ensure that layouts are clear and understood by the personnel who will use thelayouts

• Double check for errors by making sure the layout "looks" right after all calculationshave been checked

• Adopt a philosophy that survey errors are not acceptable and must be prevented

m. Determine the qualifications of available survey personnel. Training requirements willdepend on individual capabilities with Total Station equipment, COGO and B2DCoordinate Extraction & Retrieval Software. The project survey plan should addressthe type and method of training to be implemented on the project.

6.4 The following survey work practices should be used in implemented in site layout andcontrol:

a. Locate the existing survey control and use this control to establish the primaryhorizontal control and orientation for the project. Examples may be US Coastal &Geodetic Survey Markers, Highway Bounds, or Property Monuments. When multiplesurvey controls exist near the project site, check the primary horizontal control and

Construction Site Survey Program Instruction F4.4


orientation for the site against each existing control to verify accuracy of the layout.

b. Establish the construction site control traverse. Establish permanent survey controlpoints at locations convenient for the future work.

c. Locate construction site temporary facilities such as buildings, pipelines, andunderground utilities as shown in the project CAD file or on the design drawings. Coordinate with the Field Superintendent, the Project Field Engineer and Crafts toverify the type of survey layout required.

d. Obtain as-built survey data on existing facilities if applicable to assist with future designand to confirm existing design assumptions.

6.5 Table F4.4-1 provides a list of basic survey equipment required to implement the standardBechtel survey control program.

TABLE F4.4-1BECHTEL STANDARD SURVEY PROGRAM EQUIPMENT LIST

QUANTITY DESCRIPTION1 Total Station, Nikon DTM 750, including handle batteries, carrying

case and shoulder strap1 N-S95 Software1 Diagonal Eyepiece, RT angle2 Wood Tripods

Note: Heavier Tripods are more stable2 External battery, Nikon B-4, or equal

Note: One for charging while the other is in use1 Battery Charger, Nikon Q-B4U2 Seco “Sure Lock” 12 ft. Telescopic Prism Pole2 Mini Prism Set, Omni Jr., 25.4 mm model 1600 by Omni Optical

Products1 Tribrach Optical Plummet1 Tribrach Adapter (Rotating)1 Tiltable Single Prism Holder with Target Plate1 Standard Round Single Prism (Triple Prism and Target Pole for

distances over 1500 ft.)1 External PCMCIA Card Reader1 Sokkia 25 ft. Level Rod (Fiberglass)

6.6 Civilsoft COGO PC Software is used in conjunction with the standard Bechtel surveycontrol program to check survey coordinate geometry. The following are typical examplesof COGO PC Software usage:

a. Calculating distances and angles from known set up points to any number of points tobe laid out

b. Converting captured as-built points, as measured in angles and distances by the TotalStation, into usable site coordinates

c. Checking survey layout geometry

Instruction F4.4 Construction Site Survey Program


6.7 Table F4.4-2 provides a list of hardware required to use COGO PC Software at the projectsite.

TABLE F4.4-2HARDWARE AND SOFTWARE REQUIRED TO USE COGO PC AT THE SITE

QUANTITY DESCRIPTION1 Civilsoft COGO-PC Plus Program1 Computer (IBM Compatible) with at least 640 KB of Memory for full

program capability; One disk drive and one hard drive (20 MBminimum); any standard display card and monitor for text; anycolor/graphics cards for screen graphics as well as text

1 Printer (80 column)1 Color Monitor1 IBM PC-DOS or MS-DOS 3.1 or greater operating system

6.8 CAD Data Transmission

To effectively utilize the Total Station and COGO PC at the site, the coordinates of varioussurvey points must be known. To avoid manual calculation of coordinates, the Bechtelsoftware application B2D Coordinate Extraction and Retrieval Software extracts coordinatedata electronically from 2D and 3D CAD models and transfers the coordinates to theCOGO PC software. This transfer expedites the function, and eliminates manualcoordinate calculation errors. To perform this operation, a CAD computer must beavailable at the construction site. To implement the usage of this software on the project,the following points should be considered:

a. Coordinate with the design engineering organization early in the project schedule toensure they understand that a survey data extraction process will be used on theproject

b. Ensure that each structure or component in the model is uniquely located andmodeled. Structures that are modeled once and then copied from location to locationmay not have the required the location coordinates for use in construction survey workprocess.

6.9 The project survey plan should provide the following miscellaneous equipment:

a. Automatic Level with Tripod

b. 100 ft. Steel Tape, feet and tenths

c. 100 ft. Cloth Tape, feet and tenths

d. 200 ft. Cloth Tape, feet and tenths

e. 25 ft. Steel Tape (Engineer’s 100th and inches)

f. Folding Rulers

g. Plumb Bobs, 16 oz. with sheaths and gammond reels.

h. PK Nails

Construction Site Survey Program Instruction F4.4


i. Cuphead Tacks

j. Colored Flagging

k. Field Books

l. Bull Point

m. Tack Ball

n. Keel

o. Florescent Red Spray Paint

p. Concrete Scribes

q. Transit, One Minute with Tripod - Optional

r. Rotating laser level with 2 sensors (min)

6.10 To assist the PFE in developing the project survey plan, a sample plan is included in theConstruction Generic Procedures on the BecWeb.


Instruction F4.5Field Welding Control

1.0 PURPOSE

This instruction describes the requirements for implementing the field welding controlprogram at the construction site.

2.0 SCOPE


3.0 DEFINITIONS

3.1 Field Welding Services

Field Welding Services (FWS) provides corporate oversight of welding, nondestructivetesting and special processes. All documents referenced in Section 6.0 are issued andcontrolled by Field Welding Services.

3.2 Special Processes Manual (SPM)

The SPM provides project specific technical direction for required field welding, post weldheat treatment, and nondestructive testing requirements as required by applicable codes,engineering standards, and client requirements.

3.3 Form 84/167

The Form 84/167 is a tabular form included in the SPM that defines specific weldprocedure, welding electrode, nondestructive examination, and post weld heat treatmentfor each weld process required for the project.

3.4 Authorized Inspector (AI) or Authorized Nuclear Inspector (ANI)

A third party inspection agent contracted by the stamp holder to provide oversight ofASME boiler and pressure vessel code work and National Board Inspection Code (NBIC)alterations and repairs in accordance with the NBIC. The AI provides oversight of workperformed in accordance with the requirements of ASME Sections I, VIII, Division I and theNational Board Inspection Code. The ANI provides oversight of work performed inaccordance with the requirements of ASME Section III.

4.0 REFERENCES

4.1 Special Processes Manual (Project Specific)



The PFE is responsible for the implementation of the field welding program at theconstruction site and for ensuring that all required procedures have been approved per

Instruction F4.5 Field Welding Control


project requirements. For ASME code work, the responsible AI or ANI must be notified ofany code work to be done.

5.2 Lead Field Welding Engineer (LFWE)

The LFWE is responsible for all welding and welding related activities at the constructionsite and is responsible for ensuring that all welding and nondestructive testingrequirements are implemented per the requirements of applicable SPM.

6.0 REQUIREMENTS

6.1 The field welding program is implemented through the approved Project SpecialProcesses Manual (SPM) for the specific construction site. The SPM will define thefollowing:

a. Welding Procedure Specifications

b. General Welding Standards

c. Welder Performance Testing

d. Form 84/167

e. Post Weld Heat Treatment

f. Non-Destructive Examinations

g. Weld filler material control and filler material technical requirements

h. Weld Documentation

6.2 A SPM is not required when Bechtel is performing welding operations under a weldingprogram established by a client or other organization. When a subcontractor isresponsible for special procedures, the subcontractor shall complete the Form 84/167listing proposed welding procedures and submit the form to FWS, including copies ofapplicable welding procedures and procedure qualification records, for review andapproval prior to the start of work.

6.3 The PFE/LFWE shall ensure that required weld inspections are performed as required byproject specific requirements.

6.4 The PFE/LFWE shall specify technical requirements for the procurement of the weldingequipment, materials, and tools required to complete the welding activities and coordinateprocurement with the Site Manager.

6.5 The PFE/LFWE shall coordinate the project welding control program with Field WeldingServices. This includes the issue and revision to the project SPM and any special processprocedures required.

6.6 The PFE shall ensure that the appropriate code requirements and the appropriate projectcontractual requirements for turnover and retention of records are satisfied.


Instruction F4.6Standard Engineering Deliverables

1.0 PURPOSE

This instruction summarizes the standard engineering design drawing deliverables thatshould be provided on Bechtel construction projects.

2.0 SCOPE

This instruction is applicable to all Bechtel construction projects. This instruction includesrequirements for CAD files, electronic databases, and design drawings and does notinclude requirements for specifications or calculations that may also be consideredengineering deliverables.

3.0 DEFINITIONS

3.1 Project Development Center (PDC)

The expression PDC is used in this instruction as a generic term to define thecross-functional group in the regional office that produces the front-end project designdeliverables and develops the project execution plan. The actual name of this groupvaries and may be called the Project Optimisation Center, Fossil Technology Group, or theProduct Development Department. Regardless of the name, the responsibility of thesegroups is to provide consistent and optimized design deliverables for industry specificproject execution. In this instruction, the generic term PDC is used to refer to all of thesecentral groups.

3.2 Multi-Project Acquisition Group (MPAG)

The MPAG is the cross-functional group in the regional office that optimizes the design,acquisition, installation, and testing of specific commodities for multiple industry segments.In this instruction, the generic term MPAG is used to refer to all of the central MPAGgroups.

3.3 Project Management Team (PMT)

The PMT in conjunction with the PDC defines project execution plan which includesrequired engineering deliverables. Deliverable requirements are defined by the projectstakeholders that consider what is the best fit for the project. The client is part of the PMT.

3.4 Project Execution Team (PET)

The PET implements the proper design and utilizes the agreed upon engineeringdeliverables in the performance of the actual design.

4.0 REFERENCES

4.1 Engineering Department Procedures (EDP)

Instruction F4.6 Standard Engineering Deliverables



5.1 Construction Representative to the PDC

The construction representative to the PDC is responsible for providing construction inputinto the development of standard project offerings and designs and for providing input intothe front-end design of new projects. In this regard, the representative is responsible forensuring that the design deliverables will support an optimized and safe constructionexecution plan using the agreed upon tools and standards.

5.2 Construction Representative to the MPAG

The construction representative to the MPAG is responsible for providing constructioninput into the development of design, acquisition, installation, and testing of standardcommodities such as piping. In this regard, the representative is responsible for ensuringthat the product design deliverables will support an optimized construction execution planusing the agreed upon tools and standards.

5.3 Construction Representative to IS&T

The construction representative to the Information Systems & Technology (IS&T) group isresponsible for providing construction input into the development of corporate EPCautomation tools. In this regard, the representative is responsible for ensuring that thedesign deliverable requirements will support standard EPC and construction automationtools.


The Project Field Engineer is responsible for establishing lines of communications with theconstruction representatives to the PDC and the MPAG’s and the Project Engineer prior tothe start of the project to confirm that the engineering deliverables supplied for the projectcomply with agreed upon deliverables. The Standard Engineering Deliverables Checklistincluded in this instruction provides a summary of expected minimum deliverables.

6.0 REQUIREMENTS

6.1 The attached Exhibit F4.6-1, Engineering Deliverables Supporting an Integrated EPCWork Process, defines the work process integration drivers which drive the need forstandardized engineering deliverables on all the work done by Bechtel. This exhibit isintended to provide project team members with some background into the reasons whymandated standards are important and add value.

6.2 The attached Exhibit F4.6-2, Standard Engineering Deliverables Checklist, has beenjointly developed by Bechtel Engineering and Construction and lists the engineeringdeliverables that will be provided on each project designed and constructed by Bechtel.

6.3 The PFE shall use the attached checklist to review the engineering deliverables suppliedand identify any discrepancies to the Project Engineer for resolution.

6.3.1 Project specific agreements to deviate from the minimum engineering deliverables shownon the attached checklist shall be specifically approved by the responsible Managers ofEngineering and Construction.

Standard Engineering Deliverables Instruction F4.6


TABLE 4.6-1APPLICATION OF STANDARD ENGINEERING DELIVERABLE STANDARDS TO VARIOUS PROJECT

FORMS

BECHTEL SCOPE ENGINEERING DELIVERABLES

EPC Directly apply the deliverable standards shown in Exhibit 4.6-2.

CM When Bechtel provides Construction Management services, the application of the Bechtelengineering deliverable standards should focus on improving the performance of theengineer and the contractors and on the incentives included in Bechtel’s Prime Contract.

The CM team should work with the engineer to provide deliverables that can be used to reducethe project duration. For example, the use of material take-off databases such as TEAMWorkscan enable the CM team to develop resource driven critical path project schedules and reduceoverall project schedule.

The CM team should work with the engineer to provide deliverables which can be used to lowerproject costs. An example of this would be the use of 3D CAD engineering models thateliminate interferences and reduce rework costs.

ECM When Bechtel provides both Engineering and Construction Management services, theapplication of the Bechtel engineering deliverable standards should focus on improvingcontractor performance and on maximizing the incentives included in Bechtel’s PrimeContract.

For example, the ECM team should use of the Bechtel Setroute application for electrical designdeliverables that can help the electrical contractor reduce electrical quantity uncertainty andreduce overall project schedule duration.

The ECM team should use TEAMWorks material take-offs from the project 3D CAD model toprepare detailed contract work packages that reduce contractor uncertainty and lower projectcosts.

EPCM When Bechtel provides Engineering, Procurement, and Construction Management services, theapplication of the Bechtel engineering deliverable standards should focus on improving theEPC work process and on maximizing the incentives included in Bechtel’s Prime Contract.

The EPCM team should provide deliverables that facilitate the use of Bechtel MPAG’s and MPAsuppliers. For example, the use of the Bechtel Civil-Structural MPAG and a Bechtel StructuralSteel Fabrication MPA supplier will enable the EPCM team to optimize the structural steel EPCwork process and reduce overall project schedule.

The EPCM team should provide engineering deliverables that enable an integrated projectmaterials management work process. This would include the use of the full suite ofengineering tools and deliverables defined in Exhibit F4.6-2 to reduce contractor uncertaintyand lower project costs.

EPCM with JVContractor

Since the intent of this contract form is integrate the Joint Venture contractor into the standardBechtel work processes, the deliverable standards shown in Exhibit 4.6-2 should be directlyapplied.

EPCM with LaborBroker Contractor

Since this contract form is virtually identical to EPC, the deliverable standards shown inExhibit 4.6-2 should be directly applied.

6.4 The application of engineering deliverable standards on specific projects is dependent onthe scope of Bechtel’s services on the project. EPC Lump Sum projects may needdifferent engineering deliverables than Construction Management projects. Requiredproject deliverables will vary by the nature of the project and the capability of theconstruction team or the local contractors to use the deliverables supplied. To determinethe appropriate level of engineering deliverables for a particular project, begin with the listof EPC project deliverables and make appropriate adjustments to accommodate project



specific needs. Table 4.6-1 provides guidelines on the application of engineeringdeliverable standards to various project forms. The intent in applying these standardsshould focus on maximizing Bechtel’s performance and profitability on the project.

6.5 On construction projects not designed by Bechtel, the attached checklist shall be used todefine Bechtel's minimum expected engineering deliverable standards. The PFE shall usethe checklist to review the engineering deliverables supplied and identify anydiscrepancies to the Site Manager for resolution.



ENGINEERING DELIVERABLES SUPPORTING AN INTEGRATED EPCWORK PROCESS

EXHIBIT F4.6-1

Benefits to Procurement, Construction, and Startup

Design products (drawings, specifications, calculations, and similar products) are used by alldownstream customers (procurement, construction, and startup) to define the materials to beprocured, the work to be constructed, and the components to be tested. The completeness andclarity of this information is key to the successful performance of the work by all downstreamorganizations.

Conceptual design information which requires users to apply one of many standard details, tocalculate application standards, or to supply missing dimensions may drive up the total cost of theinstallation or even reduce the quality of the final product. The best way to achieve the lowesttotal installed cost while maintaining highest quality is to produce optimum constructable designinformation.

Given complete engineering deliverables, downstream organizations can achieve the followingobjectives:

• Integration of engineering, procurement, supplier, construction, and startup automation tools• Improved materials management• Reduced field nonmanual work forces• Reduced craft installation unit rates• Improved work quality• Safe working methods

While it is easy to establish complete design deliverables as a goal, it is far more difficult toactually implement the goal on a project. The pressures to reduce project engineering budgetsand to meet schedule milestones make engineering deliverables a very tempting target. It costsvery little in engineering budget to add a note to a design drawing stating field route or by field. The downstream implications of this notation, however, may have a substantial impact on bothproject budget and schedule.

SELECT STANDARDENGINEERING TOOLS

DEFINE STANDARDDESIGN PRACTICESAND PROCEDURES

PRODUCE DESIGNDRAWINGS AND

ELECTRONICDATABASES

Step 1 Step 2 Step 3

FIGURE 4.6-1-1 - THE THREE-STEP PROCESS OF PRODUCING ENGINEERINGDELIVERABLES



The process of Producing Engineering Deliverables

To understand why Bechtel has established specific engineering deliverable standards, it isimportant to first understand the basics of design development work process. In its simplest form,producing engineering deliverables such as electronic databases and design drawings can beviewed as a three-step process as shown in Figure F4.6-1-1.

The standard method of defining standard engineering deliverables is to review the productsproduced in Step 3 of the simplified work process diagram shown above. Unfortunately, withoutthe selection of the proper engineering tools and the definition of standard design practices andprocedures, the desired deliverables may not be able to be produced.

As an example, if a project team desires to have detailed material take-offs at the constructionsite to enable just-in-time material deliveries from a fabricator, it is vital that the designorganization use a computer aided design (CAD) application which will permit the direct downloadof the completed design information into the materials tracking tool (e.g. TEAMWorks). If thedesigner uses an incompatible design application, it may not be possible to extract theinformation without a significant amount of effort.

Beyond the selection of compatible engineering tools, it is also important that the design practicesand procedures used to develop the design deliverables support the desired outcome. In theexample cited above, if the design organization does not enter component tag numbers into theCAD application, the information downloaded into the material tracking application will be of littlevalue in prioritizing deliveries to the site. To ensure success, the designer must use standardnumbering and component identification procedures that are compatible with downstream users.

It is essential then that we look beyond drawing details in establishing engineering deliverablestandards and that we ensure that the engineering, procurement, and construction automationtools and work processes are consistent and compatible to achieve the full benefits of EPCintegration.

TABLE F4.6-1-1 - BASIC DESIGN TOOLS FOR USE ON ALL BECHTEL PROJECTS

DESIGN APPLICATION TOOL

3D CAD: Intergraph PDS (Petrochemical) 3DM (Power)

2D CAD: Microstation

Isometrics: Isogen

P&ID: Intergraph IPID

Electrical Design: SETROUTE

Structural Steel Design: Frameworks

Equipment Database: EquipmentWorks

Instrumentation Design: CAIES

Architectural Design PARCH and SPEEDIKON

Specifications Bechtel Master Spec



Engineering Tools

There are an overwhelming number of commercial software tools available to produce designinformation. While the large number of products creates competition and lowers software prices,it also creates a software compatibility problem for end users like Bechtel. Each CAD applicationhas its own proprietary features and each has its strengths and limitations. It is almost certain,however, that a database set up to receive information from a design created in one application(e.g. Intergraph PDS 3D CAD) will not be compatible to receive information from a design createdin another application (e.g. AutoCAD or PDMS 3D CAD). As a first step in developing consistentengineering deliverables, Bechtel has selected very specific design applications as standards foruse on all projects. Table F4.6-1-1 lists the basic design tools that should be used on everyBechtel project.

TABLE F4.6-1-2 - DESIGN MODELING HIERARCHY AND ASSOCIATED INFORMATION NEEDS

Design Hierarchy Level Materials ManagementInformation Needs

Installation, Testing, andOperability Needs

Manufactured Component Bulk Quantity Take-off by

Stock Code Bulk Material InventoryControl

Tagged Subassembly Need Date and DeliveryStatus

Field Material Control

Installed Assembly Installation Status Installation Inspection

Completed System or Area Completion Activities(Coating, Insulation, Gaskets,etc.)

Construction and StartupTesting

Operable Unit, Facility, orBuilding

Spares and ReplacementsInventory

Information Retrieval forCorrective and PreventativeMaintenance

Procurement, construction, and startup tools have been built to interface with these specificstandards. While the use of other non-standard applications may reduce engineering costs, itmay also cause downstream compatibility problems that will drive up project costs. Non-standardapplications should be avoided until their full impact on the integrated EPC work process is fully



understood.

At the start of the project, the specific engineering, procurement, project controls, constructionand startup automation tools intended for use must be defined in the project automation plan. Inaddition to considering hardware, communications, networking and training impacts, theautomation plan must also consider the compatibility of the selected design tools with oneanother.

Standard Engineering Design Practices and Procedures

As mentioned earlier, maintaining consistent design practices and procedures is absolutelyessential to producing standard engineering deliverables. Before the standards can beunderstood, however, it is important to understand the fundamentals of design informationdevelopment and how downstream users such as construction interface with the designinformation that is generated.

Table F4.6-1-2 graphically depicts the hierarchy of design modeling or detailing and the types ofinformation required by downstream users from each modeling hierarchy level. To satisfy theseinformation needs, the engineering deliverables for a project must provide very specific data in apredefined format to ensure the data will be available to the downstream users. The Bechtelstandard engineering deliverables define which data elements are required and the format inwhich they must be provided for each modeling hierarchy.

The following is a summary of data elements and data element formatting required modelinghierarchy:

Manufactured Components

Since these components are available directly from manufacturers and the information need is tocontrol bulk materials, the design must define the stock code for each component using standardBechtel stock codes. To ensure compatibility with other Bechtel Standard Automation Programs

PipeWorks

3D CAD Model

ProcurementTracking System

(PTS)

EnterpriseNavigator Model

Viewer

ISOGEN IsometricDrawing

Extraction

Bulk MaterialDelivery Status

Reports

IsometricDrawings

Manufactured ComponentInformation

Spec DrivenModeling

FIGURE 4.6-1-2 - MANUFACTURED PIPING COMPONENT MODELAND DATA FLOW DIAGRAM



(BSAPs), the stock code information must be entered into the source engineering application. Inthis context, the source engineering application is the first application in which the need for thecomponent is defined. For example, in the flow chart shown in Figure F4.6-1-2, the sourceengineering application used to define the stock code for the manufactured piping component isthe 3D CAD model since all other applications draw information from this source application.

Exhibit F4.6-2 tabulates data requirements and source applications for key manufacturedcomponents typically used in Bechtel designs.

Tagged Subassemblies

Tagged subassemblies combine several manufactured components into a single componentwhich is then installed by construction. Examples of tagged subassemblies include:

• Pipe Spools• Pipe Supports• Valves• Cut to Length Electrical Cable• Instrument Racks• Fabricated Structural Steel Members

Since tagged subassemblies are unique, they must be tracked by Bechtel tag number. As withmanufactured components, tag numbers are entered into the source engineering application andthe tag numbering must comply with the Bechtel standard tag numbering procedure.

Building on the same example used for manufactured components, Figure F4.6-1-3 shows theinformation data flow for a tagged piping subassembly. In addition to pipe spool tag number,design information must include material type, material size and schedule, spool length, lineoperating/design pressures and temperatures, and insulation/coating requirements.

Exhibit F4.6-2 tabulates tag numbering requirements, data requirements, and source applicationsfor tagged subassemblies normally used in Bechtel designs.

Installed Assemblies

Installed assemblies are comprised of both manufactured components and tagged subassemblieswhich have been installed in their final project location. Examples of installed assemblies include:

• Piping lines complete with hangers and supports• Pumps with interconnected piping• Building structures• Pulled and terminated electrical cable

Installed assemblies are subject to a final construction inspection to verify proper installation. Theroot identification number included in the tagged subassembly number identifies installedassemblies. This designator may be a system, line, building, or area identifier.

Completed System or Area

Multiple installed assemblies and other miscellaneous materials are combined into a final system



or structure that is then packaged for turnover to the customer. System and area identificationnumbers are assigned based on the startup plan for the project. This assignment should occur asthe engineering design is performed to ensure that identifiers are properly embedded into thesystem documentation.

To support completion activities and construction/startup testing of the completed system or area,design information must specify:

• Coating, trim, finish, insulation, and lagging requirements• System operating conditions which in turn dictate construction/startup testing

Operable Unit or Facility

The final hierarchy of design modeling is that of the entire unit or facility. This level combines allcompleted system and area information into a project historical file that is archived for futurereference. The organization of the design information must be such that information can beeasily accessed and reviewed to facilitate corrective and preventative maintenance activities.

Design Deliverable Definitions

Exhibit F4.6-2 tabulates data requirements and source applications for key manufacturedcomponents and tagged subassemblies typically used in Bechtel designs.

PipeWorks

3D CAD Model

ProcurementTracking System

(PTS)

EnterpriseNavigator Model

Viewer

ISOGEN IsometricDrawing

Extraction

Bulk MaterialDelivery Status

Reports

IsometricDrawings

Manufactured ComponentInformation

Spec DrivenModeling

TEAMWorks

Tagg

ed S

ubas

sem

bly

Info

rmat

ion

FabricatorDatabase

Need DateInformation

FabricationStatus

Installed/TestedStatus

Color Code Feedback Delivery, Installation, and Testing Status

FIGURE 4.6-1-3 - TAGGED SUBASSEMBLY INFORMATION DATA FLOW



STANDARD ENGINEERING DELIVERABLES

EXHIBIT F4.6-2

Standard Deliverables Vision

The engineering deliverables defined in this exhibit are based on the production of engineeringdrawings and other paper design documents. As computer based design application becomemore robust and high speed data communications become more common worldwide, theproduction of paper design products will be phased out in favor of fully electronic designdeliverables. In this future state, it is assumed that the following condition will exist:

• All Bechtel construction sites will be capable of receiving and using 3D design products

• Bechtel construction personnel will possess the requisite automation skills to fully utilize alldesign applications including 3D CAD, IP&ID, Setroute, etc.

• Design products will be developed, reviewed, approved, and transmitted electronically

• Design products will be provided with data layers which will permit construction and startuppersonnel to annotate special features such temporary facilities and boundaries such systemscoping and hydrostatic test boundaries directly into the design deliverable

• The construction site will have the capability to select portions on the electronic designdeliverable (e.g. the 3D model or P&ID) and print a paper drawing for reference or for the useby the construction workers to perform the installation

• Design information requests, change requests, and construction deviations will be processedelectronically and will be reviewed interactively between the site and the design office usingan electronically annotated version of the design deliverable

• The project 3D model will show all materials and components to be installed including allpiping, conduit, tubing, and ductwork

• The project 3D model will integrate vendor models into the overall project model

• The level of 3D modeling will be consistent with the materials delivered to the site forinstallation (e.g. bulk piping will be modeled as material components and spooled piping willbe modeled as pipe spools showing field welds)

• Each component included in the 3D model will be provided with a unique identification numberthat can be used for tracking fabrication, delivery, installation and testing of the component

• Appropriate component identification will be provided to allow procurement, construction, andstartup personnel to extract information by unit, area, system, or user defined boundary

• Project design information such as specifications, vendor prints, vendor documentation,inspection records, and test records will be accessible via the 3D model

The design deliverables included in this exhibit are therefore an interim step in the ultimatedevelopment of fully electronic design information. Projects that have the capability to more fullyutilize electronic design deliverables are encouraged to do so and to eliminate paper designdrawings completely. For example, on projects that have 3D CAD capability at the site,orthographics drawings may be eliminated since the site has the capability to view the 3D model.



The attached deliverable definitions specify the design information that is to be developed and isnot which design group is to prepare the design information. For example, the list Civildeliverables include requirements for the preparation of a plot plan for the project. In suchoffices, this document may be prepared by the plant design group rather that the civil group.



STANDARD ENGINEERING DELIVERABLES EXHIBIT F4.6-2

DOCUMENT TYPE/DESCRIPTION ProjectWorks SOURCEAPPLICATION

CONSTRUCTION APPLICATION

GENERAL

Document Numbering: All engineeringdocuments must be numbered per EDP 3.43.List document revision number and issue date.Cross-reference all change documents(DCN’s, DCP’s, NCR’s, FCR, etc.).

If a client numbering system must be used onthe project in addition to the Bechtel EDPstandard, show both numbers on documents.

InfoWorks, DocumentControl Register (DCR)

Enables consistent document tracking atthe construction site.

Component Numbering: All taggedcomponents and fabricated subassembliesmust be numbered per EDP 3.44.

Note: ProjectWorks applications require theuse of the standard component numberingsystem and much of the benefit of integrateddesign systems is lost if the standardcomponent numbering system is not used.

IPID, CAIES,EquipmentWorks,Setroute, TEAMWorks

Ensures compatibility with constructiondatabases such as TEAMWorks,Setroute, and QRS and enables theconstruction team to manage materialdeliveries, to prepare work packages,and to track installed quantities.

Commodity Coding: Engineering materialsmust include the applicable commodity code.

IPID, CAIES,EquipmentWorks,Setroute, TEAMWorks

Enables Bechtel to track purchasedcommodities across multiple projectsand leverage its purchasing power.

Engineering Automation Plan: Identifies thesoftware and hardware planned for use by thedesign engineering team.

This plan (along with the ConstructionAutomation Plan) is incorporated into theoverall Project Automation Plan.

PC – MS Word, Excel,Powerpoint

Ensures compatibility betweenengineering, procurement, projectcontrols, construction and startupautomation plans.

Engineering Planning: Listing of all plannedengineering design specifications, drawings,documents, and databases anticipated to beissued for the project.

In addition, client and engineeringrequirements should be listed for each designdocument in InfoWorks. This attribute shallflag whether the document is needed for: As-builts records, Startup, Data Books, ClientTurnover, etc.

Synergy - EPPR module,InfoWorks

Enables the construction team todetermine which engineering deliverablesare yet to be issued and to sequence therelease of specific design information tosupport the overall project schedule.

Document attributes enable theconstruction and startup team toassemble data packages by queryingagainst a specific attribute and ensurethe contractual requirements aresatisfied.

System Descriptions: A operationaldescription of the overall facility and a detaileddescription of the intended operation of eachmajor system.

PC – MS Word These documents are used by startup todevelop Operator and Maintenance(O&M) training programs. They are alsovery useful in helping Construction andStartup Engineers who may not haveseen a particular system designpreviously to understand the Engineer'sdesign intent. Owners also use theinformation contained in these






documents to develop their OperatingProcedures and ongoing O&M TrainingPrograms.

Design Document Standards: Listapplicable General Notes and ReferenceDocuments on each drawing. On non-schematic drawings, show coordinates, northarrow, bar scale, and key plan. Providematch-line/coordinates and continuationdrawing reference at each drawingcontinuation break point.

Show "clouds" around drawing revisions,additions, and changes and detail the drawingchanges in the revision block. "Revised asNoted" is not acceptable. If the changes areextensive, attach an 8-1/2" x 11" or A4supplementary sheet summarizing thechanges.

Provide specific detail numbers and showwhich drawings depict the referenced details.Non-standard designs that are described in thenotes must also be flagged in the main bodyof the drawing.

Provide a legend of specialized symbols andabbreviations shown on the drawing.

Microstation, 2D CAD,3DM, PDS,SPEEDIKON, PARCH

Ensures consistency to engineeringdeliverables and avoids errors at the site.

Database Updates: Engineering designdatabases (e.g. Setroute, EquipmentWorks,etc.) must be synchronized with theconstruction site at least once a week toensure that the information is current.

Provides construction with access tocurrent design database information.

Bulk Commodity Curves: Expectedengineering design release of bulkcommodities such as piping, electrical cable,etc. over the duration of the project.

Engineering Progressand Performance Report(EPPR)

Provides the construction team with aplanned release of engineering designinformation. This information is used todevelop the resource loaded constructionschedule for bulk commodity installation.

Engineering Progress: Status of engineeringprogress and performance.

Engineering Progressand Performance Report(EPPR)

Enables the construction team to monitorengineering progress and performance incompleting planned design activities.






Tagged Component Material Tracking: Each construction project must use of theTEAMWorks application for tracking andmanaging tagged components throughout theEPC process.

To be used effectively, the TEAMWorksapplication requires the full usage and supportof the project design team. This includes:• Providing the construction team with a

fully populated TEAMWorks databaseslisting all tag numbered components thatmust be installed. This can be done byengineering through CAD modelextraction or manual entry.

• Complete component databases must beprovided and maintained by engineeringfor the following commodities:⇒ Pipe Spools⇒ Pipe Hangers⇒ Valves⇒ Mechanical Equipment⇒ Instruments⇒ Structural Steel

When piping is modeled in a 3D application,field welds must be shown in the 3D model tofacilitate the extraction of a pipe spool andfield weld Pipeline database directly from the3D CAD model.

TEAMWorks The construction and startup teams usethe tagged component material trackinginformation contained in TEAMWorks toprioritize field delivery of materials,status the delivery status of specificcomponents, develop field installationand testing work packages, and monitorthe completion status of field installationand testing work activities.






ARCHITECTURAL

GENERAL

Conceptual Design Drawings/Sketches: General layout studies and sketchesevaluating project design alternatives.

Microstation Enables the construction team tobecome familiar with the development ofbuilding/site design concepts and designintent of facilities required by the client.

Virtual Reality Files: Provides a 3D view ofthe facility.

Fused Reality Enables the construction team and theclient to view the design intent ofcompleted facilities.

DESIGN CRITERIA

Architectural Design Criteria: Generaldescription of the project architecturalelements and building code/ADArequirements.

PC – MS Word Enables the construction team tobecome familiar with the variousarchitectural elements and applicablebuilding code requirements.

Architectural Specifications: Specifictechnical details for the supply, fabrication,and construction of architectural features.

Bechtel Master Spec Allows the project team to providetechnical requirements for purchasing,construction, and/or subcontracting.

Facility Programs: Provides details of clientrequirements for occupancy and operation ofcompleted facilities and sites.

PC – MS Word Enables the construction team tobecome familiar with client requirementsfor acceptance of the completed facilityor site.

ARCHITECTURAL 3D MODELS & DRAWINGS

Architectural Rendering: Perspective viewsof the overall project, usually a colorrendering.

Microstation, PARCH,SPEEDIKON, Autodesk,and Modelview

Allows the construction team to becomefamiliar with the final appearance of thecompleted facility.

Index/Legend/Symbols Sheet: List/Description of architectural drawings,abbreviations, symbols, and legends.

Microstation Ensures the construction teamunderstands the design deliverables.

Site Master Plan: Depicts site developmentand facilities/land use in various projectphases such as pre-construction, first phasefacility construction, first phase operationduring second phase construction, etc. untilfinal phase turnover to the client.

InRoads Enables the construction team tounderstand and participate in thedevelopment of the project deliveryphases.

Landscaping Plans and Details: Showsplanting, hardscape and irrigation plans, plantmaterial, and irrigation schedule andinstallation details.

Microstation, InRoads Enables the preparation of a fieldcontract for landscaping.

Floor Plans: Plan view of all building floorsshowing location and arrangement ofarchitectural components.

Microstation, PARCH Allows the construction team to becomefamiliar with floor plan details.



Roof Plans: Plan view of each building roofshowing materials, drainage, equipment, andany special details.

Microstation, PARCH,SPEEDIKON

Allows the construction team to becomefamiliar with roof details.

Building Cross Sections: Shows sectionsthrough buildings to show relation of walls androof to structure, heights and materials.

Microstation,SPEEDIKON

Allows the construction team to becomefamiliar with building details.

Wall Sections: Shows at a larger scale theassembly of materials and systems in eachtype of building wall.



Building Exterior Elevations: Shows eachbuilding facade identifying materials andarrangement of architectural elements.


Allows the construction team to becomefamiliar with building facade materialsand details.

Enlarged Floor Plans: Plans of partial areasof building, enlarged to more clearly showarrangement and details.



Building Interior Elevations: Large scaleplan/section details for special interiorconditions.


Allows the construction team to becomefamiliar with interior building details.

Interior Wall Elevations: View of interiorwalls (when required).



Interior Wall Elevations: View of interiorwalls (when required).



Reflected Ceiling Plans: Plans of ceilingsshowing fabrication and installation details.

Microstation Allows the construction team to becomefamiliar with ceiling configurations anddetails as well as integration andcoordination of other disciplinecommodities to be installed in the ceilingarea.

Stairs, Plans and Sections: Shows plan andsection view of stairs and stair shafts.


Enables the fabrication and erection ofbuilding stairs.

Elevator Plans, Sections, and Details: Planand section view of elevator hoistway.


Enables the preparation of a fieldcontract for elevator construction.

Door Schedule and Details: List of doors,sizes, types, and reference details. Showshead, jamb, and sill conditions for each typedoor for each wall/floor condition. Provideeach door with a unique identification number.


Allows the procurement and constructionteams to prioritize the delivery of facilitydoors for the door fabricator.

Enables the construction team tounderstand door installationrequirements.

Wall Type Schedules: List of interior walls,sizes, construction types, and referencedetails. Shows anchorage and penetrationconditions for each wall.

Microstation Enables the construction team tounderstand design requirements.

Finish/Paint Schedule: Lists each buildingroom and specifies ceiling, wall, and floorsubstrates and finishes.

Microstation, PARCH Allows facility coatings work activities tobe scheduled.



Window Schedule and Details: List ofwindows including size, types, referencedetails, and specific details showing head,jamb, and sill conditions for each wallcondition. Provide each window with a uniqueidentification number.


Allows window deliveries to be prioritizedand tracked.

Louver Schedule and Louver Details: List oflouvers including size, types, reference details,and specific details showing head, jamb, andsill conditions for each wall condition. Provideeach louver with a unique identificationnumber.

Microstation, PARCH Allows louver deliveries to be prioritizedand tracked.

Building Exterior Details: Large scaleplan/section details for exterior conditions.

Microstation Allows the construction team to becomefamiliar with the final appearance of thecompleted facility and exteriorconstruction and finish details.

Wall Details: Wall details includinganchorage, construction, and reinforcement.

Microstation Enables the preparation of a fieldcontract for wall construction.

Metal Roofing Details: Plan and sectiondetails for metal roofing conditions.

Microstation Enables the preparation of a fieldcontract for metal roofing construction.

Membrane Roofing Details: Plan and sectiondetails for membrane roofing conditions.

Microstation Enables the construction team to preparea field contract for membrane roofinginstallation.

Interior Details: Large scale plan/sectiondetails for interior conditions

Microstation Allows the construction team to becomefamiliar with the final appearance of thecompleted facility and interiorconstruction and finish details.

Miscellaneous Details: Large scaleplan/section details of miscellaneousconditions

Microstation Allows the construction team to becomefamiliar with specific details.

Out-Building Plans, Elevations, andSections: Plan, exterior elevation, and crosssection of smaller buildings (combined on onedrawing).


Enables the preparation of a fieldcontract for out-building construction.

Colony Site Layout Drawings: Housingcolony site planning drawings, includingroadway, building, and landscapingarrangements (when required).


Enables the preparation of a fieldcontract for colony site construction.






CIVIL/STRUCTURAL

DESIGN CRITERIA

Design Criteria: Establishes the projectdesign requirements.

PC – MS Word Enables the construction team tobecome familiar with the project designcriteria and applicable building coderequirements.

STANDARD DETAILS

Standard Details: There are approximately265 corporate details included as CADD cells.The project selects those needed and showsthem on a set of standard project drawings. These details include those items that do notneed to be uniquely designed for a specific setof loads or job conditions. They include butare not limited to:

• Small yard structures (fire hydrants, ductbanks, fences, gates, etc.)

• Sediment and erosion control structures(storm basins, riprap details, etc.)

• Roads and paving, including roadmarkings, guard rail details, parking lotdetails, curbs, etc.

• Storm Drainage (ditches, head walls,manholes, catch basins, storm inlets,gutters, etc.)

• Parking Lot details

• Survey monuments

• Standard structural configurations (rebarconfigurations for small slabs, rebarsplicing details, concrete stairs,construction and expansion joints, etc.)

• Metal decking details

• Grating details

• Structural steel bracing and connectiondetails

• Precast concrete panel details

• Equipment pads

• Anchor bolt details

• Miscellaneous steel details such as stairs,ladders, safety cages, and handrails.

Microstation Use of standard details ensures thatconstructability input to corporatestandards is included in the projectdesign.






Project Unique Details: Project uniquegeneral notes and detail drawings, including:

• General Notes

• Structural steel notes and details

• Concrete notes and details

• Anchor bolts and embed details

• Fence details

• Electrical manhole details

• Ductback details

• Underground utility details

Microstation The construction team reviews theproject unique standard notes and detailsand provides constructability inputincluding material selection/availabilityand potential cost savings.

Project Unique Designs: These drawingsshow project unique designs such as bunkersand silos based on Bechtel design guides.

Microstation The construction team reviews theproject unique designs and providesconstructability input.

SITE DRAWINGS

Site Plan: Shows the facility layout, locationof yard structures and features includingdrainage and roads.

Microstation Enables layout of the site.

At sites with Microstation capability,electronic survey coordinates are directlyextracted from the CAD site plan file.

Plot Plan: Identifies precise locations ofstructures and property boundaries to a knownsite reference point.

Note: This design deliverable may beproduced by either the Civil or PlantDesign organization.

Microstation Enables layout of project structures.

At sites with Microstation capability,electronic survey coordinates are directlyextracted from the CAD drawing file.

Existing Site Contours: Provides contours ofthe site prior to beginning construction and/orsite improvements.

Microstation, In-Roads The design and construction teamscompare existing and final excavationplans to calculate cut and fill quantities.

During site earthwork construction,in-process site survey data is collected tomonitor site earthwork progress. To dothis, electronic survey data is transmittedfrom the site to the design team.

Boring Location Plan: Used by the Geotechengineering group to locate site soilexploration borings needed to establishfoundation conditions.

Microstation Enables the planning of site excavationwork activities using the boringinformation to define subsurfaceconditions.

Settlement Monitoring: Provides locations ofmonuments and requirements for settlementmonitoring (if required). Provide a uniqueidentification number for each monument.

Microstation Enables the establishment of the sitesettlement monitoring system and thecollection of settlement data duringconstruction.






Piling Plan: Shows the location, size, andtype of piles. Also shows concrete dimensionsand rebar requirements for pile caps.

This information is also shown in the project3D CAD model and is used to performinterference detection.

Microstation Enables the layout of pile locations.


Finish Grading and Paving Plan andDetails: Provides and locates final gradeelevations, road types, and details (e.g.curbing, guard rail locations, etc.)

Microstation Enables the layout of finish grading andpaving.


Stormwater/Sanitary Drainage Plan andDetails: Defines all drainage routes, sources,and systems (e.g. piping, manholes, etc.).


Microstation Enables the layout of stormwater andsanitary drainage systems andstructures.


Rough Grading Plan and Details: Showinitial grading and erosion control measures.

Microstation The design and construction teamscompare existing contour and roughgrading plans to calculate cut and fillquantities.

During site earthwork construction,in-process site survey data is collected tomonitor site earthwork progress. To dothis, electronic survey data is transmittedfrom the site to the design team.

Solid Waste Disposal Area: Shows thelocation, dimensions, and details of the facility.

Microstation Enables the layout and construction ofthe facility.


Foundation Excavation Plan, Sections, andDetails: Shows the locations, dimensions,and types (e.g. sheeting, shoring, etc.) ofexcavation required.


Microstation Enables site excavation to be performed.


Foundation Dewatering Plan, Sections, andDetails: Shows the location and basicinformation of the required dewatering plan.

Microstation Enables the implementation of the sitedewatering plan.






Cofferdam/Sheet Piling: Provides locations,dimensions, and details for cofferdams and/orsheet piling.


Microstation Enables the layout and installation ofrequired cofferdams and/or sheet piling.


Demolition Plan: Identifies structures andfacilities that must be cleared from the site.

Microstation Enables the implementation of requiredsite demolition.

When portions of the existing facilitiesare to be used in the final project,electronic construction as-built surveydata is integrated into the final design.

Underground Concrete and Utility PipingDrawings: Shows the precise location ofunderground piping in plan and elevation. Specifies the type of pipe, special installationrequirements, and bedding material.


Microstation Enables the layout and installation ofunderground concrete and utility piping.


TEMPORARY CONSTRUCTION DRAWINGS

Construction Facilities/Site CoordinatingPlan: Shows the location and type of requiredfacilities, including lay down areas, trailerlocations, fabrication areas, and temporarywarehouses.


Microstation The construction team prepares thisinformation based on the constructionexecution plan.

Temporary Construction Roads: Shows thelocation and construction requirements fortemporary access roads and parking lots.

Microstation The construction team prepares thisinformation based on the constructionexecution plan.

BUILDING DRAWINGS

Structure and Equipment Foundations: Shows concrete dimensions, type of concrete,special details, anchor bolts, baseplates, rebarrequirements, location of equipment pads,blockouts, construction joints, and expansionjoints.

Microstation Enables the quantity take-off, layout, andconstruction of required foundations Inconjunction with embedded metals,formwork, and rebar detail drawings.







Foundation Drawings for Special SiteFeatures: Shows concrete dimensions, typeof concrete, blockouts, pipe trenches, rebar,base plates, and anchor bolts required forspecial features such as silos, transformers,stacks, turbine generators, columns, etc. Foundation drawings for tanks also showbedding requirements.

Microstation Enables the quantity take-off, layout, andconstruction of required special features.


Grade Slabs: Shows concrete dimensions,types of concrete, cricket lines, and rebarrequirements for grade slabs. These drawingsmay be combined with structure foundationdrawings.

Microstation Enables the quantity take-off, layout, andconstruction of required grade slabs.


Elevated Concrete Slab Plans and Details: Shows concrete dimensions, type of concrete,special details, anchor bolts, baseplates, rebarrequirements, location of equipment pads,blockouts, construction joints, and expansionjoints.

Microstation Enables the quantity take-off, temporaryshoring design, formwork design, layout,and construction of required concreteslabs.


Building Sections and Details (Concrete): Shows sections of walls and slabs and includeconcrete dimensions, type of concrete, specialdetails, rebar requirements, blockouts,construction joints, expansion joints, andembedded anchor bolts or plates.

Microstation Enables the quantity take-off, layout, andconstruction of required structures.

Elevation Drawings: Show elevations forconcrete structures.

Microstation Enables the quantity take-off, layout, andconstruction of required structures.

Miscellaneous Equipment Foundations: Shows concrete dimensions, rebar and anchorbolt requirements. Alternatively, thisinformation may also be shown on theelevated slab drawings.

Microstation Enables the quantity take-off, layout, andconstruction of required foundations.


Anchor Bolt Locations: Shows anchor boltlocations and types. This information may beshown on the elevated slab drawings.

Microstation Enables the quantity take-off, layout, andinstallation of required anchor bolts.


Building Reinforcing Plans and Details: Shows rebar location, size, spacing, andbending requirements. Alternatively, thisinformation may also be shown directly on thefoundation, elevated slab, or building sectiondrawings if there is sufficient room to show thedetails clearly.

Microstation Enables the quantity take-off, detailing,layout, and installation of requiredreinforcing.

The construction team provides input onconstruction joint locations.






Precast Concrete Plan, Sections, andDetails: Shows plans, elevations, locationsand details of precast concrete panelsincluding dimensions, “top of concrete”elevation for horizontal members, type ofconcrete, finish requirements, special details,rebar requirements, joint details, andconnection details.

Shows detailed drawings of all precastmembers showing the face to facedimensions, location of embedded items,reinforcement steel, chamfers and connections(including weld sizes and lengths).

Shows plans and elevations of all cast in placeconcrete walls and superstructures such asturbine pedestals with dimensions, locations,"top of concrete" elevations, penetrations,sleeves, embedded items, grout pockets,reinforcement steel locations and details,construction joints, crack control joints,decking with orientation of ribs, anchor boltsand equipment centerlines.

Each panel to be provided with a uniqueidentification number. This design deliverablemay be provided by either the civil orarchitectural design group.

Microstation Enables the preparation of a fieldcontract for precast concrete fabricationand enables the prioritization andtracking of site deliveries.

Also enables field erection of precastpanels.

Structural Steel Column Location Plan: Identifies the exact location of each buildingcolumn. Several drawings may be required toshow all building columns and a columnschedule may also be included on thesedrawings.

Microstation Enables the detailing, layout, anderection of building columns.


Structural Steel Column and Anchor BoltSchedule: Identifies column member sizes,splice locations, design loads, and uniquelycorrelates the columns to a column numbershown on the plan drawings.

Microstation Enables the detailing, layout, anderection of building columns.

Structural Steel Framing Plans: Showsstructural steel framing and member sizes offloor beams, bracing, and related structuralsteel.

Microstation,FrameWorks, 3DM, PDS

Enables the detailing, fabrication, layout,and erection of building structural steel. The framing plan (i.e. structural model)are imported into the fabricators detailingapplication (e.g. SDS2, StruCAD, XSteel)for automated detailing and fabricationcontrols.

Fabricator detailing files are loaded into3D CAD for interference checking andinto TEAMWorks for deliveryprioritization and installed quantity






reporting.


Structural Steel Elevations, Sections, andDetails: Shows structural steel elevations andadditional sections and details necessary tocompletely describe the structural steelframing..

Microstation,FrameWorks, 3DM, PDS

Enables the detailing, fabrication, layout,and erection of building structural steel.

Crane Rail Plan: Shows the location, size,and special requirements for crane rails. Alternately, this information may be shown onthe structural steel drawings.

Microstation Enables the detailing, fabrication, layout,and erection of building crane rails.

Stair Drawings: Provides dimensions,shapes, and sizes for structural steel stairs.

Microstation Enables the detailing, fabrication, layout,and erection of building stairs.

Miscellaneous Steel Drawings: Shows thelocation, dimensions, and member sizes formiscellaneous platforms, embeds, and othermiscellaneous structural steel. Alternatively,this information may be shown on the mainstructural steel framing drawings.

Microstation Enables the detailing, fabrication, layout,and erection of building miscellaneoussteel. Miscellaneous steel drawings areimported into the fabricator’s detailingapplication (e.g. SDS2, StruCAD, Xsteel)for automated detailing and fabricationcontrols.

Fabricator detailing files are then loadedinto 3D CAD for interference checkingand into TEAMWorks for deliveryprioritization and installed quantityreporting.


Pipe Rack or Piping Bridge Framing,Elevations, and Details: Shows locations,dimensions, material requirements, andconnection details for pipe racks.

Microstation Enables the detailing, fabrication, layout,and erection of pipe rack steel. Pipe rackdrawings are imported into thefabricator’s detailing application (e.g.SDS2, StruCAD, XSteel) for automateddetailing and fabrication controls.

Fabricator detailing files are then loadedinto 3D CAD for interference checkingand into TEAMWorks for deliveryprioritization and installed quantityreporting.




STANDARD ENGINEERING DELIVERABLESEXHIBIT F4.6-2



PLANT DESIGN

General Arrangement(s) (Plans, Elevationsand Sections): Shows building outlines, floorelevations, stairwells, and locations of majorequipment. These drawing files may also beused as backgrounds for equipment location,cable tray, conduit, HVAC, and pipingdrawings.

Interference checking is performed using thecomposite 3D CAD files.

Microstation, PDS, 3DM Enables work planning at theconstruction site by permittingvisualization of the work to be performed.

Equipment Location Drawings: Shows thelocation and elevation of equipment based onvendor information including hoists, cranes,and monorails.

Microstation, PDS Enables work planning at theconstruction site by permittingvisualization of the work to be performed.

Piping Composite(s): Shows backgroundstructures (i.e. column lines) and routing pathsfor piping. Also show cable tray and HVACducts as background information. Cable trayand HVAC ducts are shown as a separatelevel of the model so they can be “turned off”as desired if individual drawings are toocongested. The issued drawings are eitherextracted from the 3D model or developedthrough 2D CADD (ortho drawings). Thesedrawings are issued twice. Once at 50%engineering complete and again whenengineering is 90% complete.

On government projects, drawings are issuedat 30%, 60%, and 90% design complete.

Piping hanger tag numbers are shown but thehanger type and dimensions are typically notshown. Hanger types and dimensions areextracted through the Hanger Sketch Programand shown on the hanger detail drawings.

Physical copies of piping composite drawingsare not required on projects that have CADDterminals at the construction site.

3DM or PDS Orthographic pipe rack piping drawings,3D viewers (e.g. Enterprise Navigator)and/or CADD workstations are theprimary tools used by Construction in thedesign office and at the jobsite forplanning purposes. If these tools are notavailable, Engineering will produceorthographic composites (extracted fromthe 3D model) with sufficient detail toshow the required level of detail.

When produced, these drawings areused for planning purposes and forpiping installation in conjunction with thepiping isometric drawings.


Piping Material Management: Summarymaterials takeoff database of piping systemcomponents including pipe spools, valves, andin-line components. Materials are extractedfrom the 3D model. To facilitate materialsextractions from the 3D model, the modelmust include piping field weld locations, pipespool identification, unique valve numbering,and unique in-line component numbering.

3DM or PDS,TEAMWorks

The construction team uses thisinformation to prioritize materialdeliveries, develop field installation workpackages, and track field installationprogress.

The field weld information is used togenerate field weld installation cards.






Piping Isometric Drawings: Show pipingdimensions, materials, components, hangers(including hanger numbers and relativelocations), floor penetrations, column linelocations, identification of field welds(including weld numbers), and pipe spoolnumbers.

Piping isometric drawings are extracted fromthe 3D model via Isogen.

3DM or PDS, Isogen Used for piping fabrication andinstallation.

Large Bore and Small Bore Pipe SupportDrawings: Show detailed engineered hangerdesign including bill of materials, buildinglocation plan, and direction orientation. Aunique identification number is assigned and adrawing is prepared for each engineeredhanger. The Hanger Sketch programgenerates hanger drawings based oninformation from the 3D model.

For semi-engineered hangers, a hangerdrawing is produced for each hanger using alibrary of typical hangers. The typical hangeris merged with building location andorientation information to produce a uniquehanger drawing including a parts listing withsizes and lengths of individual parts. A uniqueidentification number is assigned for eachsemi-engineered hanger.

Semi-engineered hanger drawings are notproduced when Bechtel does not provideconstruction services on the project.

Microstation, 3DM orPDS

Hanger drawings are transmitted to thehanger manufacturer or fabricatorelectronically. The drawings are used atthe construction site to enable fielderection of the hanger.

Startup Flush Piping: Shows the location oftemporary piping and supports required forstartup and pre-commissioning activities.

Interference checks of the routing are madeusing the composite 3D CAD file.

This design is only required when Bechtelperforms startup and pre-commissioningactivities.

3DM or PDS The startup team provides input into thedevelopment of this design. The designenables the procurement and installationof required flush piping.

The flush drawings are important as theycommunicate the flushing plan to the restof the Project Team and the drawingsalso help to ensure systems are ready forflushing/blowing/chemical cleaning.

Plumbing & Drainage System Notes,Symbols & Schedules: Shows notes,symbols, and details of the facility plumbingand drainage system.

Microstation Enables the take-off, detailing, andinstallation of facility plumbing system.






Area Piping Drainage Drawings andPlumbing Risers: Piping layout for buildingplumbing drains.

An interference check of the routing is madeusing the composite 3D CAD file.

3DM or PDS Enables the take-off, detailing, andinstallation of facility plumbing system.


HVAC Drawings: Shows HVAC ductarrangement drawings including locations,sizes, and configurations.

An interference check of the routing is madeusing the composite 3D CAD file.

3DM or PDS Enables the detailing, fabrication, anderection of HVAC ducts and ductsupports.







CONTROL SYSTEMS

DESIGN CRITERIA

Design Criteria: Establishes the projectdesign requirements.

PC – MS Word Enables the construction team tobecome familiar with the project designcriteria and applicable building coderequirements.

DESIGN INFORMATION

Loop Diagrams: Loops can either betraditional drawings, or the same informationcan be communicated by Schematic Diagram,as long as all components and cable junctionsand terminations are shown on a singledrawing for each loop. Any number of loopscan be shown on a single drawing, but theyshould be grouped by system.

2D CAD Enables the construction and startupproject teams to quickly understand theintended function of the control system.

DCS I/O Listing: Computerized input/outputsummary for the distributed control system.

CAIES Reference document for checkout of theDCS system.

Instrument Index: Computerized listing ofproject instrumentation including referencedata associated with each instrument. Instrument setpoint instrumentation is oftenincluded in the instrument index.

CAIES, TEAMWorks CAIES data loaded into TEAMWorkswhich is used for field work planning andinstalled quantity reporting.

Instruction for Instrument Tagging: Specifies standards for instrument tagging.

PC – MS Word Supports field installation ofinstrumentation systems.

Indicating Light Color: Specifies standardsfor indicating lights. Requirements may beincluded in the design criteria or generalinstrument specification for the project.

PC – MS Word Supports field installation ofinstrumentation systems.

Instrument Installation Details: Showsphysical instrument installation details using alibrary of instrument installation detailsprovided in the CAIES database. Aninstallation detail is assigned to devicesrequiring field installation. Details includerequirements for materials, accessories,orientation, and anchoring method.

CAIES Supports field installation ofinstrumentation systems.

Instrument location diagrams: Shows thephysical location of instruments andinstrument panels.

Microstation Supports field installation ofinstrumentation systems.

Control Panel(s) Arrangement and Details: Shows the physical instrumentationarrangement and details of the main andauxiliary control panels. These are in

Microstation or Visio Supports field installation ofinstrumentation systems.






sufficient detail for the manufacturer toprepare fabrication drawings.

Distributed Control System Block Diagram:Defines the system architecture andequipment interconnection.

Microstation or Visio Supports field installation and checkoutof the DCS system.

Setroute Database: A detailed summary ofinstrumentation cable routing and terminationrequirements for the process control system.

These design requirements may be included inthe electrical Setroute database.

Setroute Enables field tracking of instrumentationmaterials and installation progress. Construction status is entered intoSetroute at the site and synchronizedwith the design engineering file.

Control System(s) P&ID: Representation ofthe piping, process control andinstrumentation for various facility controlsystems such as sampling systems.

These design requirements may be included inMechanical System P&ID’s.

IP&ID Primary source of information on controlsystem valves, sampling instrumentation,level transmitters, pressure transmitters,and instrumentation tubing.

Tagged component information loadedinto TEAMWorks for site materialdelivery prioritization and for installedquantity reporting.

System Logic Diagrams or Narratives: Logic diagrams or narratives for the variousmechanical systems. Diagrams must includea list generic symbols and notes for logicdiagrams and a description of standard DCSlogic functions defining the operation ofequipment controls.

Visio or MS Word Supports field installation and checkoutof the DCS system.

Level Setting Diagrams: Shows theelevations and ranges of level instrumentationand the elevations of their associated vessels.

Microstation or Visio Supports field installation and checkoutof the instrumentation system.

ESD I/O, F&G I/O, F&G Layouts: Showsinput-output logic and control system layout.

Microstation Supports field installation and checkoutof the instrumentation system.

General Arrangement Drawings: Shows thegeneral layout of the control room panels,computer systems, etc.

Microstation or Visio

Use Microstation to allowchecking with othergroups

Supports field installation and checkoutof the facility control system.

SAMA Diagrams: Analog diagrams forvarious facility control loops.

(Standard deliverable for Power projects only.)

Microstation or Visio Supports field installation and checkoutof the facility control system.






ELECTRICAL

DESIGN INFORMATION

Schematic Diagrams: Schematic Diagramsshow an overall graphical representation of theelectrical system design on one drawing.

2D CAD These documents are essential tocheckout and troubleshooting. While thework can be accomplished usingnumerous other pieces ofdocumentation, many hours of startupand craft time are saved by eliminatingresearch time and effort trying todetermine how a system, or circuit isintended to work or why the system is notworking the way it should.

Setroute Database: A detailed summary ofcable routing and termination requirements forthe facility electrical system. Includeselectrical systems for power and processcontrol electrical systems.

The Setroute database must include allraceway, cable, termination, lighting circuit,and electrical equipment information.

Setroute Enables field tracking of electricalmaterials and installation progress. Construction status is entered intoSetroute at the site and synchronizedwith the design engineering file.

Single Line Diagrams: Depicts configurationand ratings of electrical equipment andbusses.

2D CAD Enables checkout of electrical systems atthe site.

Single Line Relay & Meter Diagrams: Shows basic protective relaying and meteringschematics.


Protection Schematics: Detailed AC and DCprotective relaying and metering schematics.


Grounding Plan, Details, and Bill ofMaterials: Grounding grid layout andmaterial.

2D CAD Enables material tracking and fieldinstallation of the facility groundingsystem.

Raceway Plan, Details, and Bill of Materials:Shows installation and material requirementsfor electrical raceway including cable tray,conduit, and raceway hangers.

Cable tray and 4 inch and larger conduit areincluded in the composite 3D CAD file toenable interference checking.

Microstation, 3DM, PDS Enables field take-off, material tracking,and installation of electrical raceway.

Electrical Equipment Plans and Details: Shows arrangement layout and cross-sectionsof electrical equipment including dimensions,access door details, and wireways.

Microstation Enables field installation of electricalequipment.

Electrical Distribution Panel Arrangement: 2D CAD Supports field system installation.






Shows the physical arrangement and details ofthe electrical distribution panels. These are insufficient detail for the manufacturer toprepare fabrication drawings.

Lightning Protection: Layout drawingshowing the area protected by the lightningprotection design.

Microstation Enables field take-off, material tracking,and installation of lightning protectionsystems.

Relay Panel(s) Layouts and Material Lists: Panel line-up and relay arrangementsincluding material lists.

Microstation Enables installation of relay panels.

DC Service Single Line: Diagram for battery,charger, and distribution equipment andratings.


AC Service Single Line: Diagram for the ACservice transformers and distributionequipment and ratings.


Lighting Service: Shows lighting panels andwiring diagrams for the facility.

Microstation Enables field take-off, material tracking,and installation of lighting systems.

SUBSTATIONS/TRANSMISSION

Take-off Tower & Equipment SupportStructures - Foundations: Plans, sections,and details for the structure foundation.

Microstation Enables the detailing, fabrication, anderection of support structures.


Switchyard General Arrangement: Showslocations of all structures, fences, gates, androads.

Microstation Supports the construction of theswitchyard.

Plan and Profile: Shows plan and profile oftransmission lines.

Microstation Supports the construction of thetransmission lines.

Steel Structures: Plans, sections, and detailsfor substation and transmission system steelstructures.

Microstation Enables the detailing, fabrication, anderection of the steel structures.


Guy Wire and Anchor Details: Showsanchorage details for wood poles.

Microstation Enables the detailing, fabrication, anderection of guy wires and anchors.

Wood Poles: Shows elevations and detailsfor wood poles.

Microstation Enables the detailing, fabrication, anderection of wood poles.







MECHANICAL

System P&ID’s: Representation of the piping,process control and instrumentation for thevarious facility systems.

Each piping line, valve, and in-line deviceprovided with a unique identification number.

IP&ID Primary source of information onfacility system lines, equipment,valves, and in-line devices (e.g.strainers, surge suppressors, flowelements, etc.).

Tagged component information isloaded into TEAMWorks for sitematerial delivery prioritization and forinstalled quantity reporting.

EquipmentWorks Database: A detailedsummary of project equipment includingprocess data sheets, equipment sizeinformation, and cross-reference information.

Each piece of equipment provided with aunique identification number.

EquipmentWorks,TEAMWorks

Equipment information from thesystem P&ID is loaded intoEquipmentWorks, which is used todefine specific equipment designparameters.

EquipmentWorks data loaded intoTEAMWorks for field equipmentdelivery prioritization and for installedquantity reporting.

Line List: A listing of all project piping linesincluding line sizes, design temperatures,operating temperatures, and insulationrequirements.

Each line provided with a unique identificationnumber.

IP&ID, PPS, TEAMWorks Line information from system P&ID orPressure Profile Suite (PPS) isloaded into the TEAMWorks Line Listmodule which is used identify linedesign pressure and temperature,operating pressure and temperature,and insulation requirements.

Valve List: A listing of all project valvesincluding valve identification number, valvetype, valve trim, operator type, andrequirements for remote operator.

Each valve provided with a uniqueidentification number.

IP&ID, TEAMWorks Valve information from system P&IDor Pressure Profile Suite (PPS) isloaded into the TEAMWorks ValveList module for field valve deliveryprioritization and for installed quantityreporting.


Instruction F4.7Site Excavation Control

1.0 PURPOSE

This instruction establishes requirements for control of site excavation activities.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

None



The Project Field Engineer is responsible for developing the project specific excavationcontrol procedure based on the hazards and requirements applicable to the project.

5.2 Site Manager

The Site Manager is responsible for approving and implementing the project siteexcavation control procedure.

6.0 REQUIREMENTS

6.1 Each project shall establish a site excavation control program. Special excavation controlsthat the project may encounter include:

a. Known underground lines and utilities

b. Unknown underground hazards such as unmapped underground lines and utilities

c. Hazardous materials such as lead that may be contained in the soil

d. Subsurface hazards such as methane gas that may be present in the excavation area

e. Archeological items that may be present in the excavation area

6.2 All non-manual and craft personnel involved with excavation and backfill activities shall betrained on the requirements of the project site excavation control procedure. They mustunderstand who is responsible for each activity. Training objectives should include:

a. Excavation Permit Procedure

Instruction F4.7 Site Excavation Control


b. Layout Responsibility

c. Shoring Requirements

d. Dewatering

e. Responses to Hazardous Materials

f. Spoils Disposal Requirements

g. Compaction Requirements

h. Excavation Access/Egress Requirements

i. Safety Standby or "Spotter" Requirements

j. As-built Requirements

6.3 Excavation Permits

6.3.1 Excavation permitting provides one method of ensuring a systematic review of all aspectsof the proposed excavation by all parties to be involved. It also serves as acommunication tool and documentation of the reviews conducted. A sample SiteExcavation Permit form is shown in Exhibit F4.7-1 and is available on the BecWeb.

6.3.2 Excavation permits must:

a. List all applicable drawings

b. Show specific excavation locations on drawings

c. Identify all known interferences

d. Identify all necessary precautions and hold points

e. List signatures for each discipline

6.3.3 The permit initiator must coordinate with all other disciplines on the project and obtain theirreview and signatures. The permit must not be approved until all reviews are complete.

6.3.4 The responsible craft supervisor must have an approved permit at the work location beforework is started.

6.4 Layout

6.4.1 The responsible Field Engineer must review appropriate CAD files and drawings to locateexisting conditions in the vicinity of the proposed excavation. The Field Engineer mustthen determine if the proposed excavation will result in any interferences. Particular careshould be exercised when looking for existing underground utilities, grounding, andfootings. The impact on subsequent new construction in the area should also beconsidered.

6.4.2 The excavation limits and/or position of the facilities should be laid out by painting lines orby setting batter boards, centerlines, or reference stakes. Elevation benchmarks and/orcut-fill distances should be provided.

6.4.3 The craft supervisor should review the layout and consider its impact on adjacent facilities,

Site Excavation Control Instruction F4.7


traffic, and other ongoing work.

6.5 If the excavation is of sufficient depth or will endanger adjacent facilities, a shoring planmust be developed and materials brought to the site before excavation begins.

6.6 If the excavation is expected to encounter water either through ground water, leakingpipes, stormwater or other sources, a dewatering system must be provided. The type ofpumps, well point system, availability of power, quality of water, and water dischargelocation must be considered. The use of a gravel base, with or without geotextile fabric orconcrete mudmat, may require additional excavation depth.

6.7 If hazardous or unknown materials are encountered, the work shall stop until the siteSafety Representative or other qualified individual can identify and ensure it is safe tocontinue working. If required, the Safety Representative shall specify the means of safedisposal for any hazardous material.

6.8 Some areas may contain unexpected items of archeological interest. If such items areencountered, all work should be suspended until its significance can be evaluated.

6.9 Materials coming out of an excavation may vary widely even in the same hole. Someexcavated materials may be suitable for reuse as backfill, while others may be unsuitableor even hazardous. The responsible Field Engineer and Safety Representative shouldevaluate the encountered materials and ensure that excavated materials are properlyclassified and handled. Mixing good material with poor or hazardous materials may onlyincrease the volume (and cost) of disposal.

6.10 Upon reaching the bottom elevation, the responsible Field Engineer should evaluate thecondition of the grade. Loose materials should be compacted and if unsuitable peat orother soft material is encountered, addition excavation and replacement with suitablematerials provided.

6.11 All excavations must have suitable means of access and egress. This may in the form oframps and/or ladders spaced appropriately for the safety and efficiency of material andworker movements.

6.11.1 For excavations that have the potential for encountering unknown underground hazards, asafety standby or spotter shall be assigned to the excavation. The standby shall beinstructed to signal for assistance if an underground hazard is encountered.

6.12 Any changes from the construction drawings should be surveyed for both location andelevation prior to covering with backfill or ongoing construction. As-built informationshould be documented per project requirements.

Instruction F4.7 Site Excavation Control


SAMPLE EXCAVATION PERMITEXHIBIT F4.7-1

SITE EXCAVATION PERMITREQUEST NUMBER: DATE:

PROJECT NUMBER: PROJECT NAME:

NAME OF REQUESTER: DISCIPLINE:

REQUIRED COMPLETION DATE:

REFERENCE DOCUMENT NO. REV. NO. REMARKS

LOCATION AND DESCRIPTION OF EXCAVATION REQUESTED:

PRECAUTIONS/HOLD POINTS:

EXCAVATION STANDBY/SPOTTER REQUIRED: YES NO

NAME DATE

PRE-EXCAVATION DISCIPLINE REVIEW:

ELECTRICAL

PIPING

CIVIL

SAFETY

OTHER

OTHER

POST-EXCAVATION SIGN-OFFS:

EXCAVATION COMPLETE (1)

EXCAVATION CLOSED

(1) DOCUMENT MATERIALS OR COMPONENTS ENCOUNTERED DURING EXCAVATION:

PERMIT CLOSED BY: DATE:

FORM T_EXCAV.DOC 1997:REV.1


Instruction F5.1Quantity Reporting

1.0 PURPOSE

This instruction establishes requirements for quantity reporting on construction projects.

2.0 SCOPE


3.0 DEFINITIONS

3.1 Installed Quantities

Quantities reported as installed are materials that are required to construct the designedfacility and do not include quantities installed for construction convenience, overage, erroror waste.

3.2 To Go Quantities

Quantities defined as to go are materials not yet installed that are required to construct thedesigned facility.

4.0 REFERENCES

4.1 Principles of Construction Controls

4.2 BGI (Bechtel Group Incorporated) Project Controls Procedures Manual, Procedure 4.10,Quantity Tracking



The PFE is responsible for the development of a project take-off and quantity reportingplan which ensures that installed and to go quantities are properly identified and reported. It is recognized that this process is restricted to tracking of all quantities released bydesign office engineering. Design office engineering is responsible for total quantitiesforecasted for the project.

6.0 REQUIREMENTS

6.1 The quantity reporting system implemented on the project should satisfy the followingobjectives:

a. Ensure timely and effective control of quantity scope, reporting and forecasting

b. Accurately measure construction progress with a minimum of Field Engineering effort

c. Support consistent performance measurement between projects

Instruction F5.1 Quantity Reporting


d. Identify manageable blocks of work for measurement

e. Generate schedule progress and support generation of cost data

f. Provide consistent major quantity information for the Site Manager

g. Generate process system data for monitoring project progress

h. Provide historical data for use in future proposals including quantities, pricing, laborperformance, and installation rates

i. Be based on the same data used to develop project material forecast requirements

j. Identify cause of deviations from plan and/or budget

6.2 The PFE will coordinate the development of the project Quantity Reporting Plan with theSite Manager, Design Engineering, Craft Supervision, and Field Project Controls to ensurethat the quantity reporting implemented is consistent with the needs of the project andapplicable department procedures.

6.3 The Quantity Reporting Plan should address the following minimum features:

a. A responsibility matrix outlining which organization or individual is responsible for keyfeatures of the system. An example responsibility matrix is shown in Exhibit F5.1-1 ofthis instruction.

b. The primary takeoff method that will be used (e.g. electronic transfer of data from the3D Model to populate TEAMWorks databases).

c. The level of automation that will be used to implement quantity reporting.

d. The method of reporting, reporting units (i.e., percent complete, feet installed, yardsplaced, etc.), and earning basis (i.e., 10% for laydown, 50% for erection, etc.).

e. The cutoff date for weekly quantity reporting.

f. The source of takeoff information to be used to monitor quantity forecast andinstallation progress.

g. The level of detail and coding breakdown required for tracking and reporting forecastand installed quantities in conjunction with the project code of accounts.

h. The status condition of quantities reported as installed (e.g., pipe spool on location andsupported).

i. Productivity reporting for bulk materials should clearly define what materials areincluded in the QURR (Quantity Unit Rate Report) rate (e.g., do the piping unit ratesinclude hangers; does the concrete unit rate include lean concrete; etc.) in conjunctionwith the Standard Code of Accounts (COA). The Standard Code of Accounts providesvery detailed direction on contents of QURR rates.

6.4 Exhibit F5.1-2 summaries the elements of quantity reporting to assist in trainingemployees in the principles and methods of quantity reporting.

6.5 To assist the PFE in developing the project plan, a sample Quantity Reporting Plan isavailable in electronic format on the BecWeb.

Quantity Reporting Instruction F5.1


QUANTITY REPORTING RESPONSIBILITY MATRIXEXHIBIT F5.1-1

TABLE F5.1-1TAKE-OFF RESPONSIBILITIES

R = PRIMARY RESPONSIBILITY S = SUPPORT ROLE

ResponsibilitySite

ManagementField

EngineeringField

SupervisionField Project

ControlsDevelop Quantity ReportingSystems Plan

S R S S

Identify Quantity ScopePrepare Take-Offs

R

Identify quantity changesresulting from drawingrevisions and field changes

R

Report Quantities R SAssure System Effectiveness,reasonableness and accuracy

R S

Assures Systems Adherence RMaintain System R S

RESPONSIBILITIES

1. The Project Field Engineer has overall responsibility for the implementation of the QuantityReporting Plan.

2. Field Engineers must assure that quantity take-offs are performed prior to the start ofconstruction and verify weekly installed quantities. Field Engineers must also review alldrawing revisions for quantity changes and update take-off information accordingly. TheMaterial Take-Off Responsibility Matrix on the next page outlines typical responsibilities formaterial take-offs.

3. Field Engineering must ensure that installed quantities are reported in accordance with theQuantity Reporting Plan.

4. The Field Project Controls Supervisor must assure record keeping methods are set-up andmust audit information for consistency and completeness.



THE ELEMENTS OF QUANTITY REPORTINGEXHIBIT F5.1-2

TAKE-OFF, QUANTITY REPORTING

SITEWORK

TAKE-OFF

Excavation (Cubic Yards or Cubic Meters) - Take-offs are a measure of the required excavatedvolume based on rough grade elevation, bottom of concrete elevation and cross sectiondimensions. As a general rule, the excavation should be 1.5 feet (0.5 meters) per side larger thanthe foundation footer. The 1.5 feet (0.5 meter) dimension will vary by project depending on sitesoil conditions. This dimension should be established early in the project and used consistentlyfor all excavation takeoffs thereafter. If the excavation is deeper than 5 feet (1.5 meters) the cutshould be calculated with a 45° angle slope beginning at a point 5 feet (1.5 meters) above bottomof concrete elevation. Excavation guidelines also apply to underground pipe, with the 1.5 feet(0.5 meter) added to the outside of the pipe wall on both sides. Verify excavation sizerequirements with Field Supervision and Safety and Health prior to performing quantity take-offcalculations.

Backfill (Cubic Yards or Cubic Meters) - Take-offs are a measure of volume to be backfilled basedon the excavation take-off minus the below grade concrete volume. Backfill is not a measure ofloose fill material placed to achieve compaction requirements.

Excavation and backfill take-offs are performed manually (no electronic data transfer for the3D model) and are done in conjunction with the foundation concrete take-offs. For excavationand backfill take-offs not associated with foundations, separate ledgers are typically maintainedfor recording take-off quantities.

Piping, electrical, architectural and structural steel drawings should be reviewed for items thatmay require excavation and backfill such as underground pipe, underground ductbank, pipesupports, miscellaneous platforms, manholes, light stanchions and guard posts.

REPORTING

1. Since excavation and backfill work activities change so rapidly, quantities are typicallyreported daily. Quantities are reported as the actual volume of earthwork excavated orbackfilled. Partial credit reporting is not used. Problems such as material and equipmentavailability as well as access to work areas should also be noted in the quantity reports.

2. Depending on the organization of the project, quantity reporting may be done by either theField Engineer or the Craft Superintendent.

3. Regardless of who does the reporting, the Field Engineer must typically verify by visualinspection that reported quantities are correct and properly excavated or backfilled. Anyquestions or problems must be resolved with the appropriate superintendent in a timelymanner. The Field Engineer assembles the daily reports and reports quantities to ProjectField Controls on a weekly basis as required by the project Quantity Reporting Plan.

4. Field Engineering should maintain both a marked up plot plan showing excavations (typicallymarked in yellow) and backfills (typically marked in blue) and a weekly ledger or log ofreported quantities.



5. Only those quantities included in the original take-off should be reported as installed. Ifadditional quantities are discovered, report the increase to Project Field Controls as apotential scope increase or as the basis for variance reporting.

6. All sitework quantities shall be reported “as completed”.

CONCRETE

TAKE-OFF

General - Formwork, rebar, and concrete take-offs should be made in sufficient detail to permitreporting by pour sequence (i.e., identify footings and piers as separate items on smallfoundations and as pour sequences on major foundations such as turbine pedestals andcompressor foundations). If the pour sequence is in question, do the take-offs in sufficient detailto avoid someone later having to interpret one line entries on the take-off. Where foundations arerepetitive and likely to be worked simultaneously, such as pipe rack foundations, the foundationtake-offs should be grouped together in a single take-off line by drawing number.

Take-offs should be organized to match the project code of accounts which may divide theconcrete into types such as structural steel foundations, equipment foundations, sumps andbasins, precast, and paving. Questions on how to classify a particular take-off item should beaddressed to Field Project Controls prior to the take-off being made.

Take-offs are typically recorded by drawing number and foundation number. If no foundationnumber applies, provide a description of the item including location. Examples would includeunderground ductbank, piping thrust blocks and other miscellaneous cast in place concrete.

Take-offs are performed manually since there is no electronic data transfer available from the 3DCAD Model.

The type of quantity tracking system adopted for the project will influence take-off methods.

Some systems (e.g., QRS) allow the user greater control by dividing work operations into smallerpieces and automatically calculating "Earned Significant Quantities" as the work operations areperformed and claimed. To gain the best advantage from these systems, example take-offsheets and computer printouts should be reviewed before starting take-offs. The system's userguide can provide more information in this area.

Concrete (Cubic Yards or Cubic Meters) - The concrete take-off is a measure of the "engineeredquantity" of concrete. Engineered quantity is a measure of concrete volume, rounded to thenearest tenth of a cubic yard, as defined by the formwork dimensions on the foundation drawings. This take-off should be "neat" with no allowances for waste or overpour. Take-offs for quantityreporting are based on the engineered quantity only.

Formwork (Square Feet or Square Meters) - The formwork quantity take-off is a measure of theformwork to concrete contact area as defined by the foundation drawings and are rounded up tothe nearest square foot. On major pours, additional formwork square feet required forconstruction joints should be included in the take-off.

Rebar (Tons) - Whenever possible, the rebar quantities are taken from the fabricators bill ofmaterial by foundation. A detailed rebar take-off is generally not required, however, and can beestimated by the weight of rebar per cubic yard (or cubic meter) of concrete basis if no vendor



information is available. Rebar quantities are normally rounded to the nearest 100 pounds.

Note: If rebar is estimated by weight per cubic yard or cubic meter of concrete when no vendorinformation is available, checks shall be made to verify if the rate used is consistent withthe evolving design.

Embeds (Pounds or Kilograms) - When required for quantity reporting, embedded metal andanchor bolts are quantified in pounds. The quantities should be taken from the fabricator bill ofmaterial. Depending on the project, embeds may be reported as part of the formwork operationwhen the installation jobhours are also charged to formwork. Verify required reportingrequirements with Project Field Controls.

Concrete Paving and Slabs (Square Yards or Square Meters) - All work associated with concretepaving and sidewalks, including forms, rebar, wire mesh and expansion joints are normallytracked under one account and reported as concrete cubic yards installed. If the QRS system isused, the take-off may be expanded to show the formwork and wire mesh quantities but the workwill still typically be reported as cubic yards.

Manholes, Catch-basins (Precast or partially precast) (Each) - Sitework drawings, andunderground pipe and electrical drawings are reviewed for manholes, catch-basins and liftstations which may be entirely precast or assembled from precast sections. These are taken-offand reported as a single item with one manhole equaling one each.

Fireproofing (Cubic Yards or Cubic Meters) - Fireproofing quantities are taken-off according to theneeds of the project. When the fireproofing material is troweled on over an expanded metalbase, it is taken-off in square feet or linear feet of steel to be fireproofed. When the fireproofingconsists of concrete encasement of steel by gunite or a combination of precasting and casting inplace, the quantity is taken-off in cubic yards or cubic meters.

TAKE-OFF METHODS

A single take-off is made for each concrete drawing (and other discipline drawings that containconcrete items). This take-off should capture all quantity reporting requirements and fieldmaterial requisitioning requirements in one effort. Rebar and embeds quantity information,however, may be obtained from vendor data at a later time.

As each drawing is reviewed, take-off dimensions, item count, calculations, and sketches shouldbe recorded and saved for future reference. As take-offs are completed, the quantities selectedfor quantity reporting will be entered by cost code into the quantity tracking system by the FieldEngineer.

REPORTING

1. The Field Engineer typically verifies installed quantities by visual inspection. Any questions orproblems should be resolved with the appropriate superintendent before quantities arereported. The Field Engineer reports quantities to Project Field Controls on a weekly basis asoutlined in the Quantity Reporting Plan. Partial installation credit may be reported as shown inTable F5.1-2(a) through (d)

2. Field Engineering should maintain updated reports of weekly installed quantity reports. Onlyquantities included in the original take-off should be reported as installed. Report anyadditional quantities to Project Field Controls as a potential scope increase.

3. The quantity of concrete installed is normally documented on pour cards or batch tickets. The



Field Engineer should collect the pour cards after the placement is made to determine theactual quantity of concrete placed.

4. The actual quantity of concrete placed should be compared to the take-off quantity todetermine the amount of overpour and waste that has occurred. This information is typicallylogged for all concrete placements on the project and the overall percentage overpour andwaste calculated and tracked.

TABLE F5.1-2(a)CONCRETE FORMWORK QUANTITY REPORTING MATRIX

Milestone Percent Complete

Offload & Install Formwork 40%

Offload, Build Templates, Set Embeds 20%

Concrete Placement 15%

Strip Forms 15%

Clean Forms for Reuse or Ship 10%

TABLE F5.1-2(b)REBAR QUANTITY REPORTING MATRIX


Offload & Install Rebar 40%

Tie Rebar 50%


TABLE F5.1-2(c)EMBED QUANTITY REPORTING MATRIX


Offload, Build Templates & Set Embeds 70%

Concrete Placement & Remove Templates 30%

Note: As an option, embed reporting may be combined with formwork.

TABLE F5.1-2(d)CONCRETE QUANTITY REPORTING MATRIX



Patch Concrete & Final Cleanup 10%

STRUCTURAL STEEL

TAKE-OFF



The take-off format for structural steel must follow the project code of accounts. The QuantityReporting Plan should identify how items such as grating, handrail and toeplate, stair treads, etc.will be quantified.

Structural Steel is taken-off as Tons or Metric Tons and is normally organized and compiled bycost code, drawing numbers and structure. On larger projects that use a system like QRS, thetake-offs should be entered by weight classification so that weight factors can be used for heavy,medium and light steel. The standard weight classifications for steel are:

Light - up to 20 pounds per lineal footMedium - 21 to 40 pounds per lineal footHeavy - 41 to 120 pounds per lineal footExtra Heavy - 121 pounds per lineal foot and greater

In some cases, further information such as elevation and bay is used in the take-off and reportingof major multilevel structures such as boiler buildings.

The Field Engineer should maintain a complete set of fabricator erection drawings showing thefabricator's piece marks used for the take-off. The Field Engineer should also track the deliverystatus and installed status of each piece of steel. One method of doing this is to mark up theerection drawings using a color code.

Take-off quantities are electronically developed by the steel fabricator (via SDS2) andelectronically downloaded into TEAMWorks. Quantities should be available before the steel isreceived on site. This document will list the piece marks with weights for all fabricated steel bydrawing number.

REPORTING

1. The Field Engineer normally verifies installed quantities by visual inspection of the completedwork. Any questions or problems should be resolved with the appropriate superintendent priorto the quantity report being submitted. The Field Engineer reports quantities to ProjectControls on a weekly basis as outlined in the Quantity Reporting Plan. Partial installationcredit may be reported as shown in Table F5.1-3.

TABLE F5.1-3STRUCTURAL STEEL REPORTING MATRIX

Offload & Haul Erected &Tacked

Welded orBolted

PunchlistComplete

Platform, Stairs, Ladders 5% 45% 35% 15%

Grating, Checker Plate 5% 45% 35% 15%

Pipe Stanchions 5% 65% 15% 15%

Steel Structures 5% 50% 25% 20%

Handrail Systems 5% 45% 35% 15%

1. Field Engineering should maintain both a marked-up set drawings showing installed quantitiesand a log of weekly installed quantities that have been reported.



BUILDINGS

TAKE-OFF

The take-off for buildings should be performed for each building for major work items such asbrick/block, building structural steel, siding and roofing, doors and windows, plumbing, electrical,HVAC and architectural finishes. Building foundations should be included with the concreteaccounts.

It is important to clearly identify the boundaries of take-off responsibility between buildings andother disciplines, especially piping and electrical.

REPORTING

Building installed quantities are normally reported by each discipline as outlined in each section ofthis commentary. If the building is subcontracted, however, a separate report may be submittedfor all disciplines in the subcontractor's scope of work.

MECHANICAL EQUIPMENT

TAKE-OFF

The mechanical equipment take-off is developed by cost code from the project engineeringequipment list. Data is electronically fed from EQUIPMENTWorks into TEAMWorks. The FieldEngineer is responsible for setting up the appropriate quantity reporting ledger.

The Field Engineer should review the vendor drawings to identify loose commodities supplied withthe mechanical equipment that must be field installed. Depending on the project code ofaccounts, the Field Engineer may need to perform a separate take-off of these quantities.

In general, mechanical equipment may be reported as anywhere from 20 to 80 percent completewhen set on foundations and 100 percent complete after final alignment and grouting. Indeveloping the plan for reporting installed mechanical equipment quantities, however, a thoroughreview of the equipment installation schedule must be made by the Field Engineer to determinemajor milestones that can be used to monitor the installation process. The QRS application willhave significant direction on the identified milestones, activities, and related weightings.

Project milestones should be reviewed with Field Supervision to determine the approximateweighting to establish for each milestone. This weighting should take into consideration the jobhours required to achieve the milestone. Based on these weighting factors, the installation isreported as a percent complete for the overall installation. When the weighting factors aredeveloped, the installation of loose commodities and special work processes, such as alignment,must be taken into account as one of the basic milestones in completing the overall installationsince this effort can represent a significant portion of the budgeted jobhours.

REPORTING

1. The Field Engineer normally verifies installed quantities by visual inspection of the completedwork. The complete installation of mechanical equipment should include final alignment. Anyquestions or problems should be resolved with the appropriate superintendent prior to thequantity report being submitted. The Field Engineer reports quantities to Project Controls ona weekly basis as outlined in the Quantity Reporting Plan.



2. Typical examples of Major Equipment Detailed Work Operations reporting percentages areshown in Table F5.1-4.

TABLE F5.1-4MAJOR EQUIPMENT DETAILED WORK OPERATIONS

(Typical Examples)

Description Percent Complete

Tanks (Shop Fabrication - Containing no internals)Unload and Store 15%Set in place 60%Seal or grouted 15%Inspect and headup 10%Tanks(Shop Fabrication - Containing internals)Unload and Store 5%Set in place 25%Seal or grouted 10%Internal complete 50%Inspect and headup 10%Pumps & Drivers (Package Units)Set in place 15%Secure & Grouted 25%Alignment Check - include pipe stress 30%Bump motors, final align and couple 15%Test & Accept 15%Pumps & Drivers (Separate Units)Set in place 5%Secure & Grouted 20%Driver secured in place 10%Alignment Check - include pipe stress 40%Bump motors, final align and couple 10%Test & Accept 15%Blowers & FansSet in place 20%Secured & Grouted 25%Alignment Checked 30%Motors Bumped, Final Alignment Complete and Coupled 10%Run In Complete & Accepted 10%Maintenance 5%Package Compressors (Complete With Driver)



TABLE F5.1-4MAJOR EQUIPMENT DETAILED WORK OPERATIONS

(Typical Examples)

Description Percent Complete

Set In Place 10%Secured & Grouted 20%Alignment Checked 35%Lube Oil Flush Completed 20%Testing Complete & Final Acceptance 15%Package Compressors (With Separate Driver)Set In Place 5%Secured & Grouted 20%Driver Secured in Place 5%Alignment Checked 35%Lube Oil Flush Complete 20%Testing Complete & Final Acceptance 15%Compressors - Knocked DownBase Set in Place 5%Base Secured – Ready For Grout 5%Cylinders and Top Head Complete 15%Final Setting and Grouting Complete 10%Driver in Place 5%Driver Aligned, Coupled , and Secured 10%Auxiliary Equipment Complete 20%Flushing Complete 20%Testing Complete & Final Acceptance 10%

** Due to the varying degree of complexities of heaters and furnaces, the Field Engineer andField Supervision should review the equipment installation drawings and procedures andadjust the milestones and weighting factors (% credit) as appropriate.

PIPING

COMPUTERIZED TAKE-OFFS

On projects with TEAMWorks or other computerized take-off system capability, much of the laborassociated with piping material take-offs can be eliminated or reduced. Refer to the system userguide for details on the capabilities of the computerized system.

MANUAL TAKE-OFFS

Piping quantities are electronically generated by the 3D Model and downloaded into TEAMWorks. However, since a significant amount of piping is field routed or not included in computer pipe



tracking programs like TEAMWorks, piping take-offs by the Field Engineer are typically requiredon all projects to some extent.

The piping and instrument diagram (P&ID) or flow sheet are the source documents normally usedfor piping take-offs. However, all drawings (layouts, plans, elevations, isometrics, etc.) must bereviewed in conjunction with the P&ID's for an accurate quantity take-off.

Piping take-offs include all process piping, sewer and storm water piping, and service piping. Even though hangers/supports, valves, welds, bolts-ups and fittings may be included in the linealfoot (lineal meter) unit rate for quantity tracking, these items must be taken off at the same timeas the pipe itself to provide the necessary information for material requisitioning.

Since piping take-off information is used for material requisitions, quantity tracking, manpowerplanning requirements, scheduling, planning warehouse and laydown areas, and reviewinginvoices for payment, accuracy is essential. In addition to the take-off records themselves, theField Engineer should maintain a marked-up set of drawings reflecting the take-offs performed.

Valves and Specialties are the first items taken-off. Due to long delivery lead times, these itemsmay have a critical impact to project schedule if not received on time.

On the P&ID next to each valve, identify the proper valve designation (mark no.) as called out inthe pipe specifications. Typically the mark number will identify the type of valve (gate, check,globe, etc.) and any special operating characteristics. If the P&ID is not explicit on valve size,verify using other drawings. Be sure not to miss instrument block valves or vent and drainassemblies. Vents and drains are sometimes not shown on the P&ID or the piping compositedrawings. The Field Engineer should maintain copies of the marked-up P&ID's and valve take-offrecords on file for comparison with future P&ID revisions.

Pipe length is taken from dimensional drawings, never from P&ID's. Changes in direction (fittings)are measured from intersection of straight centerlines. Footage is measured through fittings,valves, and specialties but not equipment.

Piping drawings and P&ID's should show all pipe line numbers. The Line Designation Table orline list usually describes beginning and ending points for each line. P&ID's, Line DesignationTable, layout drawings, isometrics and other project drawings are all required to make anaccurate piping take-off.

Pipe take-offs should first be separated by the areas or facilities that define the basic work areasof the project. The second separation is by plan drawing within a facility. For each plan drawing,pipe lengths should be recorded. At the same time, the corresponding line on the plan drawing,P&ID, and Line Designation Table should be cross checked. Elevation and section drawings arenecessary for proper take-offs, however, they are only used for clarification and support of theplan composite drawings. It is important to understand that there can be several different lineclasses or specifications on each plan composite drawing. Summarize pipe class take-offs tosimplify requisitioning. List all applicable line classes or specifications and make a line by linetake-off.

When a single line passes through more than one area or facility, the line number should remainthe same from start to finish. The area or facility designation attached to the line number may,however, change. The total quantity of pipe within an area or facility includes all pipe within thatarea or facility regardless of its function or system.

When the take-off is complete, the Line Designation Table, P&ID's, and layout drawings should



be compared to determine any lines not included in the take-off. The most common discrepancyis two inch and smaller lines shown only on P&ID's with no line number assigned. These lines aretypically routed at the site and the Design Engineering group should be notified to assign anappropriate line number.

Fitting take-offs are necessary for field fabricated pipe over two inches in diameter and all specialalloy or exotic material fittings required for field fabrication. Quantities for two inches and underfittings are usually estimated by Design Engineering and later validated by Field Engineeringtake-off. Field fabrication stock is usually maintained using a minimum/maximum system.

Fitting take-offs are normally made at the same time as the pipe take-offs using the drawings andinformation. Take-offs should be summarized by quantities of each class, specification, size andtype.

Shop Fabricated Pipe is a separate take-off. Depending on the project, some of the pipe will beshop fabricated and delivered in spools to the jobsite. Isometric and orthographic drawingsshould be clearly marked to identify "field" welds and pipe length to be spooled prior to vendorfabrication. This pipe is taken-off by spool number. Each spool take-off must be labeled with acode corresponding to the drawing and spool number. Straight run pipe lengths that will not bevendor fabricated should be identified on the isometric drawings.

Equipment drawings for package systems, skid mounted equipment, etc., should be reviewed toensure that all material, especially valves, is either vendor furnished or included in the field pipingtake-off. These items may be marked as "supplied by others". Installation and reporting of pipingsupplied by an equipment vendor is included in the mechanical equipment accounts.

Bolt and Gasket take-offs are calculated from the number of flanged connections. The flangedconnection take-off should be categorized by size, class, and/or specification. Normally fieldrequisition quantities are increased by 10 percent for each category to cover equipmentconnections and spares.

Pipe Materials for Temporary Construction, Spares, etc. must be taken-off or established toforecast material quantity requirements. Factors for determining the quantity of material requiredinclude availability of materials, confidence in take-off quantities, rate of field installation, andclient requirements for spares. These quantities should not be included in the total installedquantities required for project quantity reporting.

Welds are not tracked as a specific account. All pipe welding is included in the piping installationrate. Weld numbers are normally shown in the 3D Model and on the piping drawings.

Pipe support/hanger and stanchion take-offs are required for installed quantity reporting and/ormaterial requisitioning. The same procedure used for the fitting take-off can be applied tohangers, supports and stanchions. It may be necessary to number each item in the same manneras welds if design drawings have not provided identification.

TABLE F5.1-5PIPING TAKE-OFF CHECKLIST

Refer to the Quantity Reporting Plan to determine the level of detail required for the take-off

Review project drawings and specifications

Establish discipline scope for take-off quantities



Track drawing revisions to update quantities

Review vendor drawings to identify field installed piping

Take-off all information at same time from a given drawing (pipe, valve, vents, drains, hangers,supports, welds, underground coatings and wrapping, insulation, etc.)

Differentiate between spooled and field fabricated pipe

Identify field routed and field designed pipe runs

Determine PWHT (Post Weld Heat Treatment) and NDE (Nondestructive Examination)requirements

Establish take-off responsibility for items such as pipe sleeves, instrument block valves, pipestanchions, guard posts, floor drains, miscellaneous concrete pipe anchors/supports, sewerdrainage, manhole details, eyewashes/safety showers, water coolers, area drainage, excavation forpiping items

Establish control document hierarchy for take-offs (i.e., P&ID, orthographics, isometrics, etc.)

Physically mark-up control documents as take-offs are performed

Perform take-offs as soon as drawings are available.

Take-off valves from P&ID's first

Take-off actual pipe quantities through fittings, valves, and specialties but not through equipment

Compare Line Designation Table with take-off line numbers and sizes to identify discrepancies

Compare vendor and field take-offs for spooled pipe quantities

REPORTING

1. On projects with a computerized piping quantity tracking system such as TEAMWorks inplace, installed piping quantities are reported by the craft foreman by turning in pipeinstallation cards. Complete installation credit for a particular length of pipe cannot be givenuntil all items included in the quantity status definition are complete. Similarly, completeinstallation credit for pipe routed through a valve cannot be reported unless the valve iscorrectly installed according to project drawings and specifications including valve trim,bolting, gasket installation, and valve orientation

2. The Field Engineer verifies that reported quantities are correct and that the piping is properlyinstalled. Any questions or problems must be resolved with the appropriate superintendentprior to submitting the quantity report. The Field Engineer either reports quantities to ProjectField Controls on a weekly basis or provides a weekly download of the piping installationquantity system per the project Quantity Reporting Plan. Partial installation credit may begiven as shown in Table F5.1-6.

TABLE F5.1-6GENERAL PIPING QUANTITY REPORTING MILESTONES

MILESTONE ABOVE GROUND (IncludingRack Piping)

BELOW GROUND

Receive and Offload 5% 5%



Pipe Erected, Aligned, andTacked or Set in Place

25% 30%

Pipe Welded or Bolted 60% 55%

Punchlist Complete and Readyto Test

10% 10%

Notes:

1. The line at this stage of progress should be sufficiently complete that as soon as testing iscomplete the pipe can be released to the painter and insulator. This does not include testblind installation.

2. Checkout includes operational checks of valve handwheels, chain operators, and re-straightening small diameter pipe. This does not include removal to test blinds and reboltingflanges, after testing.

3. Field Engineering should maintain both a marked-up set of drawings and data recordsreflecting take-off, material, and installation status.

ELECTRICAL

TAKE-OFF

Power and Control Conduit is taken off by drawing, size, and type. Individual conduit runs arelisted by electrical device such as motor, panel, or control station.

Lighting and Instrument Conduit is taken off by drawing, size, and type. Conduit runs are listedby geographical area, junction box, elevation, or equipment number. Conduits should benumbered to provide easier quantity tracking.

Quantities are generated by the 3D Model and electronically populated in the Setroute database. When a computerized quantity tracking program like Setroute is not available at the project site,the Field Engineer should maintain a complete set of take-off drawings reflecting the take-offperformed. Any allowances for omitted dimensions such as elevation changes should beindicated on the marked-up take-off drawings.

Conduit fitting take-off is normally estimated based on the linear feet of conduit by size. Areaclassification requirements are reviewed before fittings are purchased to ensure that specialclasses of fittings (e.g., explosion proof) are identified.

Cable Tray, Tray Hangers, and Tray Covers are taken off by drawing and size. The take-offshould include fittings by type and size. The Field Engineer should maintain a set of marked-updrawings reflecting the take-off.

Wire and Cable take-offs are based on the project circuit and raceway schedule. The circuitschedule must be reviewed carefully to ensure that it includes all instrument wire circuits, specialvendor wire requirements, communication systems, lighting circuits, and electric heat tracingcircuits. The take-off boundaries between building accounts and electrical accounts must beclearly defined so that all building circuits are taken off.



Non-scheduled wire and cable (typically lighting circuits and instrument wiring from junction boxesto field mounted devices) is taken-off or estimated by wire and cable type by lighting or instrumentlocation drawings.

The wire and cable take-off quantity is the "pulled" linear feet including tails. The tail length is5 feet (1.5 meters) per end on 5 kV and larger cable and 10 feet (3 meters) per end on all otherwire and cable.

Terminations are normally taken off at the same time as the wire and cable. The terminationtake-off equals the number of conductors in the cable times two less spares. The terminationtake-off should also include the ground wire as a conductor. Lighting system terminations are notnormally included in the take-off.

Power and Control Equipment such as pushbutton stations, junction boxes, distribution panels,and receptacles are normally taken off by drawing and grouped by device type. As with othertake-off activities, a set of marked-up drawings should be maintained documenting the take-offperformed.

Lighting Equipment including light fixtures, lighting contactors and switches, lighting panels,lighting transformers, and receptacles on lighting circuits is normally taken-off by drawing andgrouped by device type.

Grounding is taken-off by drawing, conductor, size, and type. The grounding drawings aremarked-up as take-offs are done and maintained in the Field Engineer's file. Ground rods aretaken-off in linear feet (lineal meters) and included in the take-off. If they are not shown on thedrawings, include allowances for pigtails to motors and electrical equipment.

REPORTING

1. On projects using the Setroute quantity tracking program, installed quantities are reported bythe electrical craft foreman by completing and submitting an installation card documenting thework performed. The program will then credit the linear feet of wire and cable installed,terminations completed, or devices set. Credit for wire and cable installation should not betaken until the circuit is in place ready to be terminated. Installation of raceway is notcomplete unless all tray is secured and all supports, caps, and plugs are in place.

2. The Field Engineer should verify that reported quantities are correct and that cable,terminations, and equipment are properly installed. Any questions or problems should beresolved with the appropriate superintendent prior to the quantity report being submitted. TheField Engineer will either summarize weekly installed quantity reports from Setroute or willmanually report quantities to Field Project Controls on a weekly basis as outlined in theQuantity Reporting Plan.

3. Partial credit may be given for electrical equipment installation as shown in Table F5.1-7.

4. All electrical bulk quantities are reported on an “as installed” basis.

TABLE F5.1-7ELECTRICAL EQUIPMENT QUANTITY REPORTING MATRIX



Milestone TransformersGeneral

Equipment

MediumVoltage

EquipmentLow VoltageEquipment DC Equipment

Receive andHandle

10% 10% 10% 10% 10%

Set in place,secure

20% 20% 20% 20%

Set racks inplace

20%

HookupInternals

50% 50%

DressoutComplete

50%

CompleteInstallation

50% 50%

Checkout/PunchlistComplete

10% 10% 10% 10% 10%

TestingComplete

10% 10% 10% 10% 10%

1. Field Engineering should maintain a set of marked-up drawings showing the take-offsperformed and quantities installed to date.

2. Reported quantities should be against take-off quantities only. Quantities installed in excessof the original take-off could indicate a project scope increase and should be reported toProject Field Controls prior to being reported.

INSTRUMENTATION

TAKE-OFF

Field Mounted Instrument take-off is a count of instruments that are shipped loose and must beindividually mounted. As a general rule, the take-off should not include tagged instruments suchas control valves (CV, FV, LV, or PV) orifice plates (FE or PE) and pressure relief valves andrupture discs (PSV, PSE). These are normally shown on piping isometrics and installed with thepiping. The take-off should not include panel mounted instruments that are installed by the panelfabricator.

Field Mounted Instrument take-off are electronically generated from the project instrument indexand P&ID's from the 3D Model and downloaded into TEAMWorks.

Tubing requirements are taken off by tubing size, service, and drawing. The take-off is based onthe instrument location drawings and instrument detail sheets for all instrument air users. Instrument air users would normally consist of air-operated valves and pneumatic instruments. The instrument air subheader plan (field routed) should be sketched on the instrument locationdrawing prior to the tubing take-off.

Bench Calibration take-off is a count of all tagged instruments and includes control valves thatrequire bench calibration. For projects using manual quantity tracking the take-off should be



recorded and when the item is calibrated, the date recorded.

Loop Checks are preferably taken-off from loop diagrams and vendor panel drawings. However,a thorough review of P&ID's and the Instrument Index should also be made so that pneumaticloops and other loops not shown elsewhere will get counted. The electronic loops are taken-offfrom loop diagrams. Additional loops will be identified for pneumatic instruments which must betaken-off from P&ID's. The loop check take-off should be recorded by loop number.

REPORTING

1. The Field Engineer should verify the quantities installed and that the instruments andinstrument tubing are properly installed. Any questions or problems should be resolved withthe appropriate superintendent prior to the installed quantity report being submitted. The FieldEngineer will report installed quantities to Project Field Controls on a weekly basis as outlinedin the project Quantity Reporting Plan.

2. Installed quantity credit for mounting instruments is shown in Table F5.1-8. All others itemsare tracked on “as installed” quantity basis including tubing.

TABLE F5.1-8INSTRUMENT MOUNTING QUANTITY REPORTING MATRIX

Milestone Local Racks Panels/IntegratedControls

PackagedInstrument Systems

Unload & Store 10% 15% 15%Uncrate 15%Complete Installation 10% 65% 55%Connections Complete 25%Checkout/ Punchlist Complete 70% 5% 5%Testing Complete 10%

1. The Field Engineer should maintain a set of marked-up drawings showing the take-offsperformed and installed quantities.

INSULATION

TAKE-OFF

Insulation is taken off for piping, instruments, and mechanical equipment. The take-off is requiredfor evaluating bids and monitoring subcontractor progress.

Piping Insulation take-off uses the same take-off measurements as the piping requiring insulation.The take-offs should be sorted by piping system, line number, piping diameter, insulation typeand thickness. Changes in direction at pipe fittings are measured from the intersection of straightcenterlines, not curved centerlines. The take-off footage of insulation is measured throughfittings, valves, and specialties, but not through equipment. An allowance is normally made for aneffective footage of insulation for fittings, valves, and other in line devices. The Field Engineershould consult with Field Supervision or Field Contracts to determine the appropriate allowance. When a line number gets partially insulated for personnel protection, the take-off for insulatedfootage is determined by the Field Engineer based on the pipe routing and the insulation criteria.



Spooled pipe insulation quantity take-offs are electronically developed and downloaded into theTEAMWorks database.

Instrument Insulation take-offs should be done by system, instrument number, insulation type,and thickness. As with piping insulation, the take-off length is measured through tubingconnections, instrument valves, and specialty items.

Mechanical Equipment Insulation is taken-off by equipment tag number, insulation type, andinsulation thickness. The value of the subcontract pay item for equipment insulation by tagnumber is normally used as the basis for reporting percent complete.

REPORTING

1. Piping and Instrumentation insulation quantities are normally reported by the subcontractor. The Field Engineer should monitor the subcontractor's work to ensure that the reportedinstallation quantities are accurate and that the work is satisfactory. The Field Engineershould also maintain a set of marked-up orthographic and isometric piping drawings reflectingthe piping insulation installed. Partial credit for installed quantities is normally reported asshown in Table F5.1-9.

TABLE F5.1-9PIPING INSULATION QUANTITY REPORTING MATRIX

Milestone Hot Piping Cold Piping

Scaffold Erection Complete 20% 20%

Install Insulation 35% 42%

Install Jacketing 35% 28%

Remove Scaffolding 10% 10%

1. Mechanical Equipment insulation is normally reported by the subcontractor. The FieldEngineer should monitor the subcontractor's work to ensure that the reported installationquantities are accurate and the work is satisfactory. Since most mechanical equipmentinsulation work activities involve the use of scaffolding, the installation and removal ofscaffolds are a key factor in monitoring the progress of the insulation work. Weight factors forscaffolding erection are normally based on the subcontractor's jobhour estimate or bid. Jobhours for scaffolding erection and removal should be requested from the subcontractoralong with the bid price.

2. Mechanical Equipment insulation partial installation credit is as shown in Table F5.1-10.

TABLE F5.1-10MECHANICAL EQUIPMENT INSULATION QUANTITY REPORTING MATRIX

Milestone Hot Equipment Cold Equipment

Scaffold Erection Complete 20% 20%

Install Insulation 35% 42%

Install Jacketing 35% 28%

Remove Scaffolding 10% 10%


Instruction F5.2Project Historical Reporting

1.0 PURPOSE

This instruction describes the Field Engineering input required to the project historicalreport.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 BGI Project Controls Procedures Manual, Procedure 7.01



a. The PFE is responsible for developing the field engineering input to the projecthistorical report and coordinating that input through the Field Controls Supervisor.

b. The PFE shall assure that the historical information is complete and turned over toproject controls as part of the job closeout plan and checklist.

5.2 Site Manager

The Site Manager is responsible for approving the construction input to the projecthistorical report and for forwarding the construction input to the Project Manager andProject Controls Manager for inclusion in the final report.

6.0 REQUIREMENTS

6.1 A Historical Cost Report is required for all major and significant projects with revenuesgreater that $50 million with Construction or Construction Management scope.

6.2 At the start of the project, the Project Field Engineer should coordinate with the FieldControls Supervisor and determine the input that will be required to the project historicalreport to ensure that project construction data will support the historical reporting effort.

6.3 The following factors should be considered by the PFE when selecting the data to becollected for the project historical report:

a. Identify the key commodities that are identified by Project Controls in the estimate andthe weekly cost report and track those commodities throughout the life of the project.

Instruction F5.2 Project Historical Reporting


b. Maintain accurate design drawing quantity take-off records so that reported quantitiescan quickly and easily be reconciled.

c. Provide several breakdowns and subdivisions in the quantity take-offs to facilitate costanalysis in the later stages of the project. For example, all miscellaneous steel may belumped into a single account in the early stages of the project but if an overrun occurson the project, there will be an interest in knowing the quantity of structural members,grating, checker plate, ladders, handrail, and ladders. The field engineering quantitytake-off records should subdivide the miscellaneous steel take-offs by reasonablecategories to provide this information without additional take-offs or analysis.

6.4 The following information is required in Historical Cost Reports:

a. A description of the project site

b. Copies of key drawings

c. Project organization

d. Client relations

e. Project schedules

f. Monthly progress highlights

g. Draft labor data

h. Temporary construction facilities plot plan including:

1. Temporary buildings

2. Temporary shops and bays

3. Temporary rail spurs

4. Temporary barge unloading facilities

5. Storage areas

6. Major construction utility lines

• Power

• Communication

• Air

• Water

• Sewage

7. Construction temporary power electrical single line diagram

i. Construction equipment data including:

1. The actual construction equipment schedule for the project

2. Lessons learned information regarding construction equipment usage on theproject

3. Proejct experience with local contractors and equipment rental agencies

4. Actual project cost for fuel, lubricants and maintenance using the standard costcoding system

Project Historical Reporting Instruction F5.2


j. Job photos

k. Subcontract data

l. Study information, including

1. Unusual site preparation operations

• Demolition

• Dredging

• Piling

• Wellpoint systems

2. Construction operations/lessons learned

• Complex or first-of-a-kind concrete structures

• Heavy rigging operations

• Erection of boilers, turbine generators, condensers, precipitators, and othermajor mechanical equipment

3. Project problems/lessons learned

• Rigging or equipment handling problems

• Storm damage

• Unusual weather related costs (heating, temporary enclosures, snow removal,etc.)

• Major design changes involving removal or re-construction work

• Vendor information support impacting construction

m. Final copies of key Construction Databases for the Project

1. TEAMWorks

2. Setroute

3. ALPS heavy lift rigging studies

4. PCWorks QURR reports

n. Design data

1. Equipment list

2. Instrument list

3. Concrete pour quantities

4. Building related quantities

• Structural steel

• Miscellaneous steel

• Siding

• Roofing

Instruction F5.2 Project Historical Reporting


5. Large bore and small bore pipe quantity reports

• By system, material and size

• By area, material and size

6. Electrical quantity reports

• Wire and cable by system, size

• Wire and cable by area

• Circuits by system

• Conduit by area

• Terminations by system

7. Insulation matrix

8. Flow diagrams

9. P&ID's

10. General arrangement drawings

11. Electrical single lines


Instruction F6.1Field Procurement and Material Control

1.0 PURPOSE

This instruction describes the Field Engineering responsibilities for field procurement andmaterial control at the construction site.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Field Procurement Procedures Manual



The PFE is responsible for providing technical oversight and direction for the control offield materials at the construction site.

5.2 Field Procurement Supervisor (FPS)

The FPS is responsible for initiating field procurements and for controlling materials at theconstruction site prior to installation.

5.3 Multi-Project Acquisition Group (MPAG)

The MPAG is responsible for developing and administering Multi-Project AcquisitionAgreements (MPAs).

6.0 REQUIREMENTS

6.1 The PFE must ensure that the bulk material inventory levels and delivery schedulesplanned for the project are adequate to support the construction schedule. To do this, thePFE should:

a. Develop a bulk materials purchasing plan and required delivery schedule with designengineering

b. Determine which materials will be field purchased through discussions withengineering and field procurement

c. Perform material take-offs for field purchases and verify the take offs performed forengineering purchased bulk materials

Instruction F6.1 Field Procurement and Material Control


d. Establish min/max inventory levels for bulk materials when appropriate

e. Monitor the inventory levels of bulk materials not controlled by min/max inventorycontrols and initiate replenishment orders when required

f. Develop period forecasts of bulk materials "to go" to validate the original plan

g. Develop a plan for design engineering bulk material requisitioning phase out andturnover to the field

h. Evaluate surplus bulk materials disposition for project closeout

Note: Where applicable, the PFE should work with the respective MPAG to address theabove requirements.

6.2 The PFE must establish the technical requirements for field procurement and materialcontrol at the construction site by reviewing and implementing the project technicalspecifications and design drawings. These requirements must be implemented in theField Engineering construction site procedures which should establish requirements for:

a. Field Engineering preparation, review, and approval of Field Material Requisitions(FMR) or MPA Releases for field purchased project materials.

Note: This typically does not include requisitions for construction tools and equipmentthat are typically reviewed by Craft Supervision.

b. Field Engineering preparation, review, and approval of technical specifications andrequisitions for field contracts and subcontracts

c. Field and warehousing material control requirements to ensure proper storage andprotection of critical project materials and equipment

d. Periodic surveillance inspection of material storage areas to verify materials areproperly stored

e. Material receiving inspection requirements

f. Dispositioning defective or damaged materials

g. Preventative maintenance of equipment in storage prior to installation and turnover

h. Any special requirements for special materials (e.g., ASME Section I and ASMESection VIII materials) including documentation requirements

6.3 The FPS will receive, warehouse, and issue all plant material, tools and equipment. Thisincludes care and custody of material and equipment until issued for field installation. ForMPAs to be used by jobsite personnel, the FPS will establish the Blanket Purchase Orderwith the MPA supplier, set-up the release system in PTS and facilitate the initial meetingbetween project personnel and the local MPA Distributor. The FPS will also obtain bidsand prepare purchase orders for all remaining field purchased material, field contracts,and field subcontracts.

6.4 The PFE and the FPS will jointly develop the format and distribution of field material statusreports. This includes:

a. Material Receiving Report (MRR) status information

Field Procurement and Material Control Instruction F6.1


b. FMR status reporting

c. Field Purchase Order status reporting

d. Engineering Purchase Order status reporting

e. Field and warehouse material inventory reports

f. Expediting report information

g. Procurement Tracking System (PTS) information and reports

6.5 In addition to construction installed materials, Field Engineering is also typicallyresponsible for requisitioning field procured equipment replacements and spare parts. The PFE must coordinate these activities with the appropriate startup and/or clientrepresentative.

6.6 The construction site procedure for receiving of all material, including customer providedmaterials, shall define:

a. Physical receipt

b. Receiving areas

c. Visual examination

d. Detail receipt

e. Receiving Log

f. Material Receiving Report

g. Unsatisfactory, Over, Short or Damage Report

h. Inspection Reports

i. Receipt of Documentation

6.7 The construction site procedures for storage of permanent plant materials and equipmentshall:

a. Establish separate storage categories with minimum environmental conditions foreach category clearly defined

b. Identify storage for nonconforming materials

c. Segregate storage of nonconforming materials

d. Control the release of materials for permanent plant installation

e. Maintain identity of stored material

f. Control the bulk storage and issue of welding electrodes and filler material

g. Secure area for costly items and items subject to possible theft

h. Provide segregates storage of potentially hazardous materials such as explosives,chemicals, paints, gases, etc

Instruction F6.1 Field Procurement and Material Control


i. Ensure that storage areas for different categories of materials and consumablescomply with the "Health and Safety at Work" Regulations

6.8 The construction site procedures for preventative maintenance of permanent plantmaterials and equipment shall include the following:

a. Description of the organization responsible to carry out the preventative maintenance.

b. Responsibilities of the PFE, Construction Superintendent, and Field ProcurementSupervisor. Typical responsibilities include:

1. PFE or designated Field Engineer is responsible to:• Identify vendor and engineering requirements• Prepare storage and maintenance instructions• Implement the preventative maintenance program• Review the maintenance schedule• Arrange for witnessing of key maintenance activities• Review maintenance records• Provide resolution of discrepancies or undesirable conditions

2. The Construction Superintendent is responsible to:• Supervise preventative maintenance activities• Ensure equipment is stored per project requirements• Ensure required tools, equipment, and materials are available for preventative

maintenance work activities3. The Field Procurement Supervisor is responsible to:

• Maintain the documentation• Coordinate the program with the Superintendent

c. As a minimum, the project Preventative Maintenance Program shall include:

1. Maintenance requirements2. Special vendor instructions3. Level of maintenance definition for each item4. Maintenance schedule5. Action Cards required for maintenance activities6. Maintenance Files7. Deficiency Files

d. For proper administration of preventative maintenance program it will be necessary to:

1. Produce manual schedules or computer files for maintenance program actions2. Maintain records of completed preventative maintenance actions throughout the

life of the project


Instruction F7.1Field Contracts Coordination

1.0 PURPOSE

This instruction describes the Field Engineering responsibilities for field coordination offield contracts .

Note: This instruction contains policy references, guidelines, and rationale toaccommodate contractor services on projects where Bechtel manages contractorson behalf of the client, or by subcontractors to whom Bechtel has subcontractedpart of its own scope of work to be performed. For purposes of this instruction, nodistinction is made between contracts and subcontracts when discussing contractcoordination.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

4.1 Contract/Subcontract Coordination Handbook



The PFE is responsible for providing technical support to the Field Contracts Manager inthe administration and coordination of field contracts.

5.2 Field Contracts Manager

The Field Contracts Manager is responsible for the administration and coordination of fieldcontracts. On smaller projects, the PFE may also be delegated the authorities andassigned the duties of the Field Contracts Manager.

6.0 REQUIREMENTS

6.1 For the formation of field contracts, the PFE must ensure that:

a. Contract technical provisions correctly implement project technical specification anddesign drawings requirements

b. Contract quality program requirements are properly specified including requirementsfor:

• Submittal of material samples

Instruction F7.1 Field Contracts Coordination


• Technical approval of contractor procedures

• Contractor field materials control

• Inspection hold points

• Witness of component or system testing

• Technical approval of field changes

• Disposition of nonconforming conditions

• Submittal of contractor technical documentation

c. Field design information required to support the contract is complete and accurate

d. Estimated contract material quantities are correct

e. Environmental control requirements are correctly specified

6.2 During the bid evaluation for contracts, the PFE will provide the following technicalsupport to the Field Contracts Manager:

a. Evaluate the acceptability of technical exceptions and alternatives identified by bidders

b. Review technical specifications and procedures submitted as part of the bid

c. Review quality program requirements and qualifications submitted as part of the bid

d. Review proposed automation plans for compatibility with the site automation plan

6.3 For the coordination of field contracts, the level of Field Engineering technical support willvary by the nature and scope of the work. Specific Field Engineering duties andresponsibilities for contract coordination will be defined in the project procedures andtypically include:

a. Review and approve technical change requests

b. Review and approve nonconforming condition dispositions

c. Review and approve field designs

d. Inspect completed work

e. Witness component and system tests to ensure compliance

f. Surveillance of field material laydown areas

g. Review and approve heavy lift rigging plans

h. Periodic forecasting of "to go" bulk materials

i. Technical review of documentation and test reports

j. Monitor environmental compliance

k. Progress Invoice reviews

Field Contracts Coordination Instruction F7.1


6.4 For the close-out of field contracts, the level of Field Engineering technical support willvary by the nature and scope of the work. Specific Field Engineering duties andresponsibilities for contract close-out activities will be defined in the project proceduresand will typically include:

a. Walkdown inspection of the completed work

b. Prepare a punchlist of incomplete or unacceptable work

c. Verify all required documentation and test reports have been submitted

d. Verify required spare and replacement parts have been supplied and are available forturnover to the client

e. Verify all nonconforming conditions have been dispositioned and closed

f. Verify required as-built drawings have been submitted and approved as required

g. Verify all required owners manuals and operating instructions have been submittedand are on file


Instruction F8.1Construction Completion and Turnover

1.0 PURPOSE

This instruction establishes requirements for the completion and jurisdictional turnover ofproject systems and facilities to either the Startup or Client organization.

2.0 SCOPE


3.0 DEFINITIONS

None

4.0 REFERENCES

None



The PFE is responsible to develop a project specific Construction Completion andTurnover Procedure describing the administrative controls for the completion and turnoverof project systems and facilities.

6.0 REQUIREMENTS

6.1 The project specific construction completion and turnover procedure must address howturnover activities will be administratively controlled on the project. As a minimum, the SiteManager must approve the procedure. On some projects, the procedure may also have tobe approved by the startup or client organization that will receive custody of the turnedover system or facility.

6.2 The project turnover procedure must address the following elements:

a. Define who will be responsible for scoping turnover packages or systems

b. Define how turnover scoping information will be controlled to identify changes andrevisions

c. Define how construction completion walkdowns and documentation reviews will beperformed

d. Describe how punchlist activities will be controlled and who will be responsible foraccepting and removing completed punchlist items

e. After construction punchlist items are completed, define if there will be a finalwalkdown

Instruction F8.1 Construction Completion and Turnover


f. Define who will provide the final approval and/or acceptance of the system or facilityturnover package

g. Define any special tagging required to identify the physical boundaries of the turnover

h. Describe what documentation is required to accompany the final turnover package

i. Define what documentation construction will retain for the project records after theturnover is completed

6.3 To assist the PFE in the development of a project specific construction completion andturnover procedure, a generic construction project procedure is included on the BecWeb.


Instruction F8.2Component/System Turnover

1.0 PURPOSE

This instruction establishes requirements for the completion and jurisdictional turnover ofproject systems and facilities to Bechtel Startup.

2.0 SCOPE

This instruction is applicable to construction projects under the administrative control ofBechtel Construction Operations Incorporated on which components and systems will beturned over from Bechtel Construction to Bechtel Startup.

3.0 DEFINITIONS

3.1 Green Tag Turnover

The transfer of components/systems at the end of the construction completion and testingphase to Startup for initial checkout, cleaning, testing, and operation.

3.2 Green Tag

An identification tag placed on components within the turnover to signify transfer toStartup. No work may be performed by any entity on equipment identified with a green tagwithout obtaining appropriate startup work authorization.

3.3 Turnover Package

The total package of documentation required for an acceptable turnover.

4.0 REFERENCES

4.1 Startup Administrative Procedure SU-ADM-4, Component/System Turnover (Constructionto Startup)


5.1 The Project Field Engineer (PFE) is responsible to:

a. Develop a project specific Construction Completion and Turnover Proceduredescribing the administrative controls for the completion and turnover of projectsystems and facilities.

b. Coordinate green tag pre-turnover walkdowns and identify green tag turnoverexceptions.

c. Verify the completion of construction work to resolve exceptions and punchlist items.

d. Assemble the green tag turnover package and remove construction tags concurrentwith turnover acceptance.

Instruction F8.2 Component/System Turnover


5.2 Bechtel Startup is responsible to:

a. Identify exceptions required to be completed prior to acceptance of the green tagturnover.

b. Identify any construction work omissions (such as flushing jumpers, electrical jumpers,and control valve internals left out) that should not be completed prior to theacceptance of the green tag turnover.

c. Review the green tag turnover package assembled by construction and either acceptor reject the package.

d. Hang green tags and safety tags on the turnover components and boundaries asrequired after acceptance of the green tag turnover package.

e. Coordinate construction work to resolve any turnover exceptions.

6.0 REQUIREMENTS

6.1 Startup will identify turnover boundaries that define the components included in eachturnover. Normally, entire systems, as identified by the project P&ID’s or electrical singleline drawings, will be included in a single turnover boundary. Turnover boundaries willnormally be separated by a positive isolation such as a valve, a circuit breaker, or aspectacle flange. If a positive isolation does not exist, the system boundary will beextended in the adjacent system to the first point of positive isolation.

a. Component turnover scoping information will also be included in project databasessuch as TEAMWorks and Setroute to enable the components included in a particularturnover to be listed and statused.

b. In some cases, Startup may request that specific components be released for testingprior to the scheduled system turnover. In this case, a partial turnover of one or morecomponents may be made using the same procedure as is used for a system turnover.

6.2 Three to four weeks before a system or component is ready for turnover, construction andstartup jointly conduct a walkdown and develop a preliminary exception list. Constructionutilizes this preliminary exception list to develop a system completion work list. It is notnecessary to formally document this work list.

6.3 One week before the system or component is ready for turnover, construction and startupjointly conduct a final walkdown and develop a final turnover exception list. The TurnoverException Record shown in Exhibit F8.2-1 may be used to document the exceptions.

a. When the final walkdown is completed, construction will establish the final turnoverdate based on the time required to complete required exceptions

b. Construction controls and updates the Turnover Exception Record until all exceptionsrequired to be completed prior to turnover are completed

c. After turnover, Startup will transfer and track any incomplete exceptions on a separateincomplete work tracking system

Construction Completion and Turnover Instruction F8.1


6.4 The final turnover package is prepared by construction and will include:

a. A completed Component/System Green Tag Turnover Form, Exhibit F8.2-2, whichidentifies the items which are to be turned over to startup. This completed formconfirms that the component(s) and/or system within the defined turnover boundariesis (are) complete with exception of the items listed on the Turnover Exception Record. Startup signature of this form accepts responsibility for the component(s) or system.

b. A completed Turnover Exception Record updated to show the current status of allturnover exceptions.

c. Copies of open or incomplete design change or discrepancy records such as FieldChange Requests (FCR), Design Change Notices (DCN), or Nonconformance Reports(NCR). A list of closed design change or discrepancy records will also be included.

d. Copies of the current project scope drawings and documents highlighted to showturnover boundaries. Scoping documents may include Piping & Instrument Diagrams(P&IDs), Electrical Single-Line Drawings, Electrical Schematic Drawings, theInstrument Index, and any other documents that have been used to define turnoverboundaries.

e. Copies of equipment lubrication records confirming lubrication requirements andlubricant type.

f. Copies of equipment maintenance records confirming equipment maintenance.

g. Copies of test records including Mechanical Test Data Sheets, Electrical Test DataSheets, Instrumentation Test Data Sheets, Calibration Sheets, Hydrostatic TestRecords, and Special Test Procedures.

6.5 If Startup cannot accept the turnover, the turnover package is returned to the SiteManager with a written explanation of why the turnover cannot be accepted. Reasons fornot accepting a turnover package may include:

a. Incomplete construction work previously identified as being required to be completedprior to turnover.

b. Incomplete FCR, DCN, or NCR work that prevents startup testing until the work iscompleted.

c. An incomplete turnover package.

6.6 After acceptance of the turnover package, construction tags shall be removed within theturnover boundary and startup will place Green Tags (Exhibit F8.2-3) on the componentswithin the turnover boundary.

a. Construction personnel are not permitted to work on Green Tagged equipment orcomponents unless permission is obtained from Startup.



TURNOVER EXCEPTION RECORDEXHIBIT F8.2-1

TURNOVER EXCEPTION RECORD

NUMBER: DATE:

PROJECT NO.: UNIT NO.: PROJECT NAME:

TURNOVER NO.: SYSTEM/COMPONENT NAME:

REQ’DITEM DESCRIPTION ECD RESP. YES NO COMPL COMMENTS

FORM: T_EXCPT.DOC 1997:REV.0

Construction Completion and Turnover Instruction F8.1


COMPONENT/SYSTEM GREEN TAG TURNOVEREXHIBIT F8.2-2

COMPONENT/SYSTEM GREEN TAG TURNOVER

NUMBER: DATE:

PROJECT NO.: UNIT NO.: PROJECT NAME:

TURNOVER NO.: SYSTEM/COMPONENT NAME:

COMPONENT/SYSTEM DESCRIPTION:

ELECTRICAL:

FIELD ENGINEER/DESIGNEE: DATE:

SUBCONTRACTOR: DATE:

MECHANICAL:



PIPING:



INSTRUMENTATION:



OTHER (SPECIFY)



TURNOVER APPROVAL:

PROJECT FIELD ENGINEER/DESIGNEE: DATE:

SITE MANAGER/DESIGNEE: DATE:

TURNOVER ACCEPTANCE

STARTUP MANAGER/DESIGNEE: DATE:

FORM: T_GREEN.DOC 1997:REV.0



GREEN TURNOVER TAGSEXHIBIT F8.2-3

THIS EQUIPMENT HASBEEN TURNED OVER TO

STARTUPFOR TESTING

ANDINITIAL OPERATION

SYSTEMEQUIPMENT

SYSTEM NO.

THIS EQUIPMENT HAS BEENTURNED OVER TO

STARTUPFOR TESTING AND INITIAL

OPERATION

Green Peelable Sticker (2 incheswide by 1 inch high). Stickers have agreen background with black letters.

Tags have a green background with black letters.The reverse side is blank.