Refi ning & Chemicals - 2014 · 197 paris energy happenings energy economics & markets downstream economics finance & management natural gas applied chemical engineering

194 www.ifptraining.com Refi ning & Chemicals - 2014

195www.ifptraining.com

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Refi ning & Chemicals - 2014

Project Management - Maintenance Management

p. 197 to 212



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PURPOSETo provide a thorough understanding of the management of large projects, including the control of activities delegated to Engineering Contractors, from initial stage to completion.

AUDIENCEPersonnel involved or interested in the management of large refi ning, petrochemical and chemicals projects.

LEARNING OBJECTIVES• To manage the preliminary stages:

concept, feasibility, economics, risk assessment, FEED.

• To plan the EPC stages: schedule, costs, risk assessment, studies, procurement and construction.

• To keep control of HSE in project design and construction.

• To manage and control execution: engineering, procurement, construction and commissioning.

WAYS AND MEANS• Numerous examples taken from

real Refi ning/Chemical projects.• A case study is used throughout the

course for all stages of the project.


ENGLISH: PGP / OCP-EFRENCH: PGP / OCP

Project ManagementApplication to Oil & Gas Downstream Activities

AGENDA

INTRODUCTION AND PRELIMINARY STUDIES 0.5 dIntroduction: global project context (refi nery, petrochemicals and chemicals project types, project stages).Preliminary studies: project evaluation process, examples of gas treatment projects, conceptual studies, pre-FEED, project economics, technical deliverables, preliminary project planning (global project schedule, CAPEX estimate, risks management plan, project execution strategy).

FEED OR BASIC ENGINEERING 0.5 dTechnical package and project planning, project team organization, FEED management, execution sequence, deliverables, process licensors packages, EPC stage schedule, CAPEX estimate, project execution strategy, project execution plan update. Feed or basic contracts types.

CONTRACTING 0.5 dContracting strategy (project breakdown into contracts), EPC stage contract types and comparison, endorsement of company items, of FEED and other contracts, EPC tendering process, EPC contract bid preparation and tender evaluation.

EPC PROJECT ORGANIZATION AND EXECUTION 0.25 dOrganization charts, role of project manager, EPC stage objectives & project execution plan.

HSE - QUALITY AND RISK MANAGEMENT 1 dHSE management: tools & techniques for safety & environment design, project reviews, safety concept & safety dossier, HSE during construction phase, HSE reporting for projects. Quality management: quality plan, quality control, quality surveillance.Risk management: types of risk, evaluation of cost and schedule risks, contingencies, risk management tools.

SCHEDULING AND PROGRESS CONTROL 0.5 dProject control process, schedule elaboration, progress curves, critical path, software tools, progress control, recovery plan.

COST CONTROL, REPORTING, DOCUMENTATION CONTROL SYSTEMS 0.5 dCost control principles, initial budget elaboration, fi nal cost estimation, invoicing, project reporting, documentation control systems.

DETAIL ENGINEERING AND PROCUREMENT 0.5 dDetail engineering management: management process, packages management, main deliverables, project reviews, engineering systems (doc. control, …).Management of changes and change requests.Procurement management: procurement strategy, procurement of Long Lead Items, procurement management organization & execution (purchasing, expediting, inspection, shipping), material control systems, other procurement systems.

CONSTRUCTION 0.5 dConstruction/Fabrication challenges, contractors & resources, subcontract types, construction & fabrication strategy. Construction at site: construction execution plan and management, HSE management, schedule, progress control, quality management. Construction methods (pre-fabrication, modularization, transportation, delivery/erection), interface with commissioning.

COMMISSIONING AND START-UP 0.25 dCompletion activities defi nition, methodology, sequence and completion dossiers, commissioning systems, contractual aspects and organization, management of punch-list items, hand-over and acceptance of facilities.

OBSERVATIONSimilar course is held for Upstream activities (see E&P catalogue, course reference E-712)

COORDINATORAlain Boyard

5 DAYS

LANGUAGE DATES LOCATION FEES REGISTRATION CONTACT

EN Nov 17 - 21 Rueil 2,710 € RRU [email protected]


PURPOSETo broaden understanding of the specifi c features of medium size and revamping projects implemented in operating facilities.

AUDIENCECompanies’ and contractors’ managers, engineers and supervisors in charge of medium size and revamping projects in Refi neries, Petrochemical and Chemicals plants.

LEARNING OBJECTIVES• To manage the preliminary stages:

concept, feasibility, economics, risk assessment, FEED.

• To plan the EPC stages: schedule, costs, risk assessment, studies, procurement and construction.

• To keep control of HSE in project Design and Construction.

• To manage and control EPC stages: engineering, procurement, construction and commissioning.

• To manage critical interface with operational staff, at each stage of the project.


real Refi ning/Chemical projects.• A case study is used throughout the

course (exercises performed by the participants) for all stages of the project.


ENGLISH: PGP / MRSMPROJ

Management of Medium Size and Revamping Projects

AGENDA

INTRODUCTION AND PRELIMINARY STUDIES 0.5 dIntroduction: global project context (overview of plants and projects types, of plant management organization), project stage-gate process, specifi c aspects of projects within existing facilities (impacts, risks, schedule, work during operation and shut-downs), availability of resources for project execution (Owner and Engineering Contractor).Preliminary studies: technical studies (comparison of alternates, concept selection, value engineering and cold-eye reviews), project team organization, concept study technical deliverables, preliminary project planning (global project schedule, CAPEX estimate, project economics, risks management plan, project execution plan).

FEED (or basic engineering) 0.5 dWhen to perform Basic Engineering? Project team organization company & contractor, FEED management, execution sequence, deliverables, process licensors packages, EPC stage schedule, CAPEX estimate, project execution strategy, project execution plan update. FEED contract types.

CONTRACTING 0.5 dContracting strategy (project breakdown into contracts), EPC phase contracts types and comparison, endorsement of company items, EPC contract bid preparation and evaluation.

EPC PROJECT ORGANIZATION & EXECUTION,ENGINEERING AND PROCUREMENT

0.5 d

Organization & execution management: organization of company & of EPC contractor, project management skills, EPC stage objectives & project execution plan update.Detail engineering management: management process, packages management, main deliverables, project reviews, company control of detail engineering, interfaces management, engineering systems.Procurement management: procurement strategy, specifi c aspects for projects in existing facilities, procurement of Long Lead Items, procurement management organization & execution (purchasing, expediting, inspection, shipping), control of procurement, material control systems, other procurement systems.

HSE - QUALITY AND RISK MANAGEMENT 1 dHSE management: tools & techniques for HSE design, project reviews, safety dossier, HSE during construction, HSE reporting for projects.Quality management: quality plan, quality control, quality surveillance.Risk Management: HSE risk mitigation, cost and schedule risk, available software tools, risk management plan approval.

PROJECT CONTROL (cost/schedule, cost and progress control) 1 dProject control process. Schedule elaboration, progress curves, critical path, softwares. Progress control. Recovery plan.Specifi c aspects of Revamping projects (shutdown considerations, scheduling of shutdown works).Cost estimate and control principles, initial budget elaboration, preliminary and fi nal cost estimation techniques, invoicing, project reporting, documentation control systems. Contingency plans.

CONSTRUCTION - COMMISSIONING AND START-UP 1 dConstruction/fabrication challenges, contractors & resources, subcontract types, construction & fabrication strategy. Construction at site: construction execution plan and management, HSE management, schedule, progress control, quality management. Construction methods: pre-fabrication, modularization, transportation), interface with commissioning. Specifi cs for revamping projects: construction challenges, construction work safety control, shut-downs time minimization, pre-shutdown and shut-down works preparation & control.Completion activities defi nition, methodology, sequence and completion dossiers. Commissioning systems, contractual organization, management of punch-list items, specifi cs for revamping projects.



EN Sep 22 - 26 Rueil 2,710 € RRU [email protected]

5 DAYS


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PURPOSETo broader understanding of the specifi c features of small projects implementation in operating facilities.

AUDIENCEManagers, engineers, plant supervisory staff (plant projects, maintenance, operations) and contractor staff (engineering contractors and subcontractors) in charge of implementing small (less than 10 million euros each) projects within existing facilities.

LEARNING OBJECTIVES• To apply proven project

management practices.• To defi ne the appropriate project

organization and execution plan for the plant.

• To manage critical interface with operational and maintenance staff, at each stage of the project.

• To identify HSE issues during design and execution, and to refl ect them in the project scope.

WAYS AND MEANS• Numerous examples from real

Refi ning/Chemical projects.• A project case study is used throughout

the course (exercises performed by the participants) for all stages of the project.

• A short game helps acquire better understanding of key features.


ENGLISH: PGP / GPP-EFRENCH: PGP / GPP

Managementof Small ProjectsWithin existing facilities

AGENDA

SPECIFIC FEATURES OF SMALL PROJECTS WITHIN EXISTING FACILITIES 1 dPlant projects overview: specifi c constraints of plant projects (availability of resources, organization, project defi nition, estimation, schedule, management of multiple projects, implementation in operating facilities and/or during shutdown); specifi c risks associated with revamp projects.Stage-gate process

Various stages from conceptual design to start-up. Roles and responsibilities of the Project Manager.Integrated team, roles of each team member. Project Execution Plan: organization chart, objectives, priorities, milestones, constraints.Management of interfaces with the site operational staff.

ENGINEERING 1.5 dEngineering studies: conceptual design, basic engineering, detailed engineering. List of deliverables, document control. Technical pitfalls.Scheduling, schedule optimization, progress control

Relationship between planning and scheduling. Available scheduling techniques and tools, jobcards, advantages and limitations.Scheduling of subcontracted works. Interface with Owner, schedule optimization, management of constraints.Measurement of progress, progress control at each stage. Recovery plans.Specifi c considerations related to revamped areas. Shutdown works schedule.

Cost estimates, cost optimization and controlVarious cost estimate techniques, accuracy and degree of confi dence of estimates.Value Engineering: involvement of Owner and team members.Contingencies, design allowance. Management of cost trends.Cost control objectives, methods, tools, forecasting, reporting requirements.

PROCUREMENT 0.5 dContracting strategy

Various contract types for Engineering, Procurement and Construction: lump sum, reimbursable (hourly rates, cost plus fi xed fee), unit rate, other.Advantages and drawbacks. Most common practice. Umbrella contracts.

Procurement: procurement of equipment: specifi cations, purchasing, expediting, inspection, transportation. Quality Control Plan.

CONSTRUCTION/START-UP 1 dConstruction execution: construction strategy (use of maintenance or other construction contractors). Construction management and methods. Subcontractor fi eld supervision and control. Safety, Health and Environment Management. Change Management. Quality control.Commissioning and start-up

Precommissioning. Mechanical acceptance, management of punch-list items.Commissioning and start-up responsibilities, involvement of the project team. Methodology.Post-startup activities, technical and fi nancial closure, Final acceptance, guarantees.

HSE RISK MANAGEMENT 0.5 dIdentifi cation of risks related to design, equipment and material, construction and operation. Risk Management worksheets.The Process Hazard Review (HAZOP, HAZID, What-if, Check-list). Permitting issues.Change Management risk evaluation.

CRITICAL SUCCESS FACTORS 0.5 dClear objectives, importance of front end engineering design.Communication, organization, team spirit, procedures.


5 DAYS

In-house course


PURPOSETo provide practical knowledge on various methods for drawing process schemes.

AUDIENCEEngineers in charge of drawing or updating process-fl ow plans in the early stages of projects.

LEARNING OBJECTIVES• To prepare a PID legend (list and

types of symbols used).• To produce clear and understandable

PFD and P&ID while applying Good Engineering Practices.

• To identify any breach with regard to these practices on existing P&IDs any breach with regard to these practices.

• To participate effi ciently in a P&ID review.

WAYS AND MEANS• Numerous examples taken actual

Refi ning/Chemical projects.• Sharing of participants’ experience.• Participants review existing documents,

elaborate some themselves and work on practical cases.


ENGLISH: PGP / PROCREP

Processes RepresentationPFDs and P&IDs

AGENDA

BLOCK DIAGRAM 0.5 dPurpose. Splitting a process in blocks. Elaborating a block diagram.

PROCESS FLOW DIAGRAM (PFD) 0.5 dPurpose of a PFD, added value compared to the Block Diagram. Type and level of detail

of information.

Detailed PFD description. Symbols used for each element. Specifi c differences in each

company.

Importance of Utility fl ow diagrams. Differences with Process diagrams.

PIPING AND INSTRUMENTATION DIAGRAM (P&ID) 1 dPurpose of P&IDs, various users within Owner and Engineering Contractor, during Project

Execution and later.

Process and utilities P&IDs. Key elements necessary to prepare a complete and

adequate P&ID.

Logical elaboration sequence, rules, organization of a P&ID, level of detail depending on

stage.

Typical symbols (ISA-5-1984), legend, notes, holds, comments.

Contents of a P&ID: equipment, piping, instrumentation, links between them.

Incorporation of packages and skids.

Process description document associated to the P&ID. Sample piping classes.

P&ID REVIEWS 1 dP&ID reviews for HSE and Operability purposes. Various methods including HAZOP

review.

Organization of the reviews, involvement of Owner and Engineering Contractor personnel.

Types of check-lists used. Determination of action plan. Validation. Reporting and follow-

up process.

COORDINATORAndré Moussy

In-house course

3 DAYS


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PURPOSETo provide an overview of Oil & Gas projects Engineering studies.

AUDIENCEPersonnel involved or interested in activities performed by Engineering Contractors.

LEARNING OBJECTIVES• To control engineering

activities, deliverables, work sequence and interfaces.

• To identify and mitigate the main risks: schedule, vendors, interfaces, quality.

• To identify critical points, and to implement and monitor the related KPIs.

• To manage progress and changes in accordance with Best Engineering Practices.

WAYS AND MEANS• Half of the training is devoted to

hands-on exercises on Engineering discipline and management tasks.

• Quiz at the end of each section to assess knowledge acquisition.

• A 200 page guide is provided for future reference.


ENGLISH: PGP / ENGMAN

Engineering Management

AGENDA

UNDERSTANDING ENGINEERING 0.5 dThe organization and role of engineering in a project: the parties involved, engineering,

subcontracting.

ENGINEERING DISCIPLINE OVERVIEW 1.5 dThe design basis & criteria.

The engineering activities and deliverables: input, output, content and constraints,

sequence.

In the various disciplines: process; equipment/mechanical; plant layout; Health, Safety

& Environment (HSE); civil engineering; material & corrosion; piping; plant model;

instrumentation and control; electrical; fi eld engineering.

KEYS TO A SUCCESSFUL ENGINEERING EXECUTION 1 dUnderstanding the schedule requirements: typical critical path of an Oil & Gas Project,

consequences for engineering, matching the procurement and construction schedule.

The internal constraints of the Engineering schedule: interfaces between disciplines,

Vendor input, best practices.

Interface management: challenge and best practice.

Implementation of changes: challenge and best practice.

How to meet the main challenge of delivering on schedule.

The EPC execution model & the resulting key Milestones for engineering + benchmarks.

What to put in place to control a contractor: how to effectively monitor progress, factors

that could impact progress, meaningful KPI, requirements for progress reports.

OBSERVATIONPublic courses are scheduled by our E&P Division (see the E&P catalogue, course reference E-714)


3 DAYS

In-house course


PURPOSETo elaborate practical knowledge of equipment layout elaboration and review.

AUDIENCEEngineers and technicians involved in Oil & Gas projects.

LEARNING OBJECTIVES• To produce the equipment layout of

a project, taking into account all the constraints coming from the various disciplines, but also from Suppliers, site infrastructure, regulations and company’s standards.

• To optimize this layout and be prepared to review it with Management.


real Refi ning/Chemical projects.• Sharing of participants’ experience.• Participants review existing documents,

elaborate some themselves and work on practical cases.


ENGLISH: PGP / GENELAY

General Layout

AGENDA

PRELIMINARY LAYOUT 1 dRegulatory aspects (European regulations regarding safety distances and noise, API

standards, environmental regulations, local safety practices).

Elaboration of the fi rst layout from the PFDs and P&IDs.

General layout of the unit and among units: process units, storage facilities (retention

basins, tanks, LPG spheres), utilities (cooling towers, waste water treatment, fl are

network, shipment facilities), control room, technical buildings (electrical substations,

instrument rack-rooms, analyzer shelters, laboratories, maintenance buildings and

workshops, changing rooms), administrative buildings (offi ces, medical buildings,

cafeteria).

Site access (road, rail, sea). Area classifi cation.

LAYOUT CRITERIA AND CONSTRAINTS 1 dHealth, Safety and Environmental constraints

Danger studies (constraints related to radiation, overpressure, toxicity, dispersion).

Safety distances, fi re fi ghting area.

Access and evacuation (structures at height, congested areas, access of emergency

teams).

Fire fi ghting equipment layout.

Health constraints (cooling towers and legionella, workstation ergonomics). Noise

concerns at the fence.

Position of hot spots: fl ares, furnaces and boilers.

Maintainability constraints: lifting and storage area, equipment access.

Site circulation: management of vehicle rates (cars, trucks, railcars), areas forbidden to

vehicle circulation.

Planning and scheduling: data availability at each project stage, management of Holds

and Change Requests.

PLOT PLAN REVIEWS 0.5 dConceptual reviews, constructability, operability, maintainability (methods, planning and

scheduling).

Final layout (incorporation of the validated action plans from the reviews, of equipment

supplier data).

Utilization of 3D models.

LAYOUT OPTIMIZATION 0.5 dInter-unit optimization: above-ground piping and pipe-racks, cable paths, underground

networks (drains, sewers).

Storage areas optimization: atmospheric tanks, LPG/LNG storage, bulk plants.

Management of paved areas: water collection and segregation, waste water treatment.

Packages, integrated modules and skids.


In-house course

3 DAYS


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PURPOSETo broaden understanding of Civil Engineering (structures and foundations).

AUDIENCEProject engineers and managers, engineering contractor’s personnel.

LEARNING OBJECTIVES• To prepare and interpret civil

work specifi cations consistent with European regulations.

• To perform basic calculations on steel and concrete structures.

• To analyze civil subcontractor bids and select the most reliable and effective bidder.

• To defi ne fi eld work quality control plan for civil works.

WAYS AND MEANS• Exercises for a better understanding

of technology and design.• Review of actual civil works in existing

Oil & gas Downstream facilities.• Work on case studies related to projects.


ENGLISH: PGP / CIVILENG

Civil Engineering

AGENDA

BASIC TECHNOLOGY INFORMATION AND REGULATIONS 1 dDefi nition of terms and key characteristics of civil works. Design parameters.

Scope and contents of European regulations (EUROCODES). Main differences with US

regulations.

Characteristics of materials used (steel, concrete). Concrete specifi cations and

manufacture.

STEEL STRUCTURE DESIGN 1 dMain elements of a steel structure (beams, poles, reinforcements). Types of structures.

Parameters impacting structure stability. Assembly types.

Principles of determination of structure resistance to weight, equipment and weather

conditions.

Transmission of loads to the foundations.

Typical guide specifi cation sent to a civil work subcontractor. Evaluation of bid response

quality.

CONCRETE STRUCTURE DESIGN 1 dPrinciple of resistance of concrete structures. Limiting state concept.

Evaluation of concrete resistance to the various types of efforts: compression, bending,

shearing.

Determination of steel structures internal to concrete, various types of reinforcements.

Importance of steel adherence and covering.

Typical guide specifi cation sent to a civil work subcontractor. Evaluation of bid response

quality.

FOUNDATION DESIGN 1 dSurface foundations technology. Sizing. Anchoring. Foundation stability.

Verifi cation of required surface and applied pressure. Soil stability and resistance.

Deep foundations, piles (type and depth). Connection between piles and above-ground

foundations.

FIELD WORK CONTROLS 1 dKey control parameters for steel structures and concrete structures.

Concrete manufacturing controls.


5 DAYS

In-house course


PURPOSETo seize the importance of quality and risk management for the successful completion of projects.

AUDIENCEPersonnel involved in the management of Oil & Gas projects.

LEARNING OBJECTIVES• To manage a project through quality

systems, and make use effi ciently of lessons from previous projects.

• To apply quality assurance and control tools to Project management.

• To improve consistently the project management process in order to add value.

WAYS AND MEANS• Numerous examples from real

Refi ning/Chemical projects.• Practical exercises performed by

the participants (project objectives, surveillance plan, experience feedback, risk analysis).

• Reference book is provided.


ENGLISH: PGP / QAQC-EFRENCH: PGP / QAQC

Quality & Risk Management in Projects

AGENDA

QUALITY MANAGEMENT SYSTEM 0.5 dManagement of and by quality. Quality improvement cycle. ISO-9001 standard.

Application to projects.

Integrated management systems (quality, safety and health, environmental, security,

social, societal).

The project reference standard. Internal and external customer satisfaction.

Management commitment.

Project objectives, key performance indicators, role of the project team.

QUALITY PROCESS AND ORGANIZATION 0.5 dThe ISO-10006 standard: common points and differences vs ISO-9001. Constituents.

Links between management and project process - Identifi cation and cartography of the

project processes.

Project organization and quality responsibilities - Involvement of the management and

quality independence v/s organization effi ciency.

Key documents: execution plan, quality plan, procurement plan, EHS plan.

The project Quality Plan - The associated list of project management procedures.

Related processes: interface management, documentation management, modifi cation

management, risk management.

QUALITY CONTROL DURING EXECUTION 0.5 dExternal and internal quality audits.

Surveillance plan: key principles, defi nition of the surveillance levels and tasks,

document control, meetings, management of non-conformances, record management.

Surveillance during procurement and construction: organization, methods, tools

and resources needed for quality control at supplier’s premises (presentation by a

professional external surveillance company).

QUALITY FEEDBACK - CONTINUOUS IMPROVEMENT 0.5 dContinuous improvement of processes.

Key performance indicators. Periodical surveillance meetings and actions follow-up.

Feedback: gathering, use for improvement, benchmarking.

Principle of supplier documents review - Document approvals and updates.

Use of project non-conformances for improvement purposes.

Quality records. Project as-built documentation.

RISK MANAGEMENT SYSTEM 1 dDefi nition of risk, gravity, probability, criticality.

Risk identifi cation methods, qualifi cation, prioritization.

Risk Register: organization, owners, meetings and stakeholders.

Tools to monitor and update the risk register.

Tools to put in place a risk mitigation system.

Methods to follow-up progress and results.



EN Nov 12 - 14 Rueil 1,850 € RRU [email protected]

3 DAYS


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PURPOSETo provide a structured and comprehensive understanding of oil and gas projects cost estimation and control.

AUDIENCEProject engineers and managers, Engineering Contractors, equipment and services providers.

LEARNING OBJECTIVES• To provide the technical description of a

project for a comprehensive cost estimate.• To estimate the cost of a project, at

various stages, using database.• To evaluate the accuracy of

this cost estimate and the main risks of cost overrun.

• To control the cost of a project during execution.

WAYS AND MEANS• Each type of estimating method

is illustrated by a practical Oil & Gas cost estimating exercise.

• Some applications may be done with Excel spreadsheets.

• Internet references will be examined (AACEI, Oil&Gas Journal, well-known software tools and databases).

• Group discussions are organized to share feedback experience from participants on actual projects.


ENGLISH: PGP / EMCOU-EFRENCH: PGP / EMCOU

Estimation and Cost Control

AGENDA

PROJECT STAGE-GATE PROCESS 0.5 dReminder of the process and of the main stages. Purpose of a project. Defi nitions.

Importance of cost control.

Economic and HSE justifi cation. Cost types. Capital vs Expense. CAPEX vs OPEX.

PROJECT COST ESTIMATING METHODS 2.5 dDefi nitions

Cost references, estimating classes (AACEI). Direct and Indirect costs.

Work/Cost Breakdown Structure and importance for cost estimators.

Conceptual/preliminary stages

Order of magnitude estimate (Chilton factors). Typical accuracy and traps.

Factored estimate (Lang factors). Practical application to Refi ning, Petrochemicals

and Chemicals units.

Escalation and infl ation, Nelson-Farrar indices, localization factors.

FEED & contracting stages

Semi detailed estimate, detailed estimate. Key role of engineering studies. Cost

control estimate.

Elements needed for fi nal approval by Owner and EPC contract endorsement.

Role and responsibilities of Owner and Contractor, depending on stage and EPC

contract type.

Estimating the cost of main equipment, of works, of engineering services. Owner

costs.

Available software packages and databases. Importance of feedback.

Cost risk analysis

Project risk identifi cation and evaluation. Potential impact on cost estimate. Action

plan.

Allowances and contingencies, evaluation through statistical and deterministic

methods.

COST CONTROL 1 dPrinciples and purpose of cost control. Responsibilities of Owner and EPC Contractor.

Cost reporting: cost report, frequency, consistency with budget and WBS, presentation.

Cost to complete.

Understanding of the various types of cost changes, relationship between cost and

schedule progress. Cost forecast.

Cost reduction: cost estimate optimization, value engineering. Cost reduction during

execution. Action plan monitoring.

Change management: impact of changes. Evaluation and management of changes and

deviations to standards.

OBSERVATIONThe course starts on March 24 at 13.30 pm and fi nishes on March 28 at noon.


4 DAYS


EN Mar 24 - 28 Rueil 2,320 € RRU [email protected]


PURPOSETo provide a detailed understanding of Project Contracting and Procurement issues, both from Owner and Contractor perspectives.

AUDIENCEProject managers and controllers involved in contracts for large downstream project.

LEARNING OBJECTIVES• To select the best contract type

and perimeter for the Engineering of a Downstream project.

• To design and implement contract terms and controls.

• To organize bids and select the best bidder.

• To take charge of the management of claims, liability and other legal issues.

WAYS AND MEANSNumerous examples from real Refi ning/Chemical projects.


ENGLISH: PGP / COPR-E

Contracts and Procurement

AGENDA

CONTRACTING STRATEGY 0.25 dDifferent types of contracts.Assignment of main equipment.Endorsement of the design dossier.Interfaces between contracts.Contractors.Local content.Interfaces between patrimonial agreements and operation contracts.

EPC CONTRACT CONTENT AND CORE ARTICLES, EXHIBITS 0.5 dAgreement (articles and annexes).Exhibits.Examples of main articles.

CALL FOR TENDER PROCEDURES 0.25 dTendering phase.Prequalifi cation.Instructions to tenderers.Tender schedule.Tender evaluation procedure.Infl ation and currency hedging.Final selection and contract award.Single source contract.Contractor bid preparation.

CONTRACT ADMINISTRATION 1 dContract review and operation.Management of change orders and claims.

PROCUREMENT, EXPEDITING, STOCK MANAGEMENT,TRANSPORTATION, CUSTOMS

0.5 d

Procurement strategy.Procurement management process.Long lead items & critical equipment.Procurement management organization; projects in partnership.Company control of procurement; inspections.Procurement systems.Material control - Vendors documents management.Logistics - Incoterms.

LEGAL ISSUES 0.25 dInterfaces between patrimonial agreements and operations contracts.Legal issues and contract negotiation/administration.

INSURANCE ISSUES 0.25 dInsurance basis.Risk management process.Risk assessment and reduction.Claim control for projects.

OBSERVATIONIntercompany courses are scheduled by our Upstream organization (see dates in the Upstream catalog, course reference E-726)


In-house course

3 DAYS


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PURPOSETo provide a comprehensive and practical understanding of project scheduling.

AUDIENCEProject Engineers in charge of building, optimizing and controlling Oil & Gas projects.

LEARNING OBJECTIVES• To explain the schedule-building

process of a project at stages.• To select the right software to

build that schedule, depending on project stage and complexity.

• To conceive a schedule of a project using either MS Project or Primavera.

WAYS AND MEANS• Examples from real Refi ning/

Chemical projects.• Team work for demos and exercises.• Computer software used during

most of the time, with the help of professional users.


ENGLISH: PGP / PLAPMD-EFRENCH: PGP / PLAPMD

Project Planning and Scheduling

AGENDA

PROJECT STAGE-GATE PROCESS 0.5 dFeasibility studies, detailed engineering, procurement, construction and start-up.

Engineering contractor involvement depending on project size and contract type.

Project planning: execution plan, roles and responsibilities of actors involved.

Importance of schedule in various project types, depending on the stage.

BUILDING - OPTIMIZING THE SCHEDULE 0.5 dPlanning of activities, structure (WBS) and defi nition of terms. Constraints to meet.

Preliminary engineering: bar chart. Evaluation of the duration of each activity.

Logical links between activities. Critical path. Margins. Critical path method, precedence

diagram.

Resource management. Optimization of the duration of an activity.

CASE STUDY USING MS PROJECT 1 dPresentation of a fi ctitious onshore Upstream project, understandable by Downstream

people, and used as case study.

Demonstration of software functions. Critical path visualization.

Input and coding of activities, tasks and resources. Reporting levels.

Physical progress update for reporting purposes.

CASE STUDY USING PRIMAVERA 3 dPresentation of a fi ctitious Downstream project to be used as case study and implemented

as part of a plant shutdown.

Demonstration of software functions.

Defi nition of the list of project activities to be carried out according to the project scope

of works.

Input and coding of activities, tasks and resources necessary to project execution.

Sequence of the activities and estimation of their duration. Probabilistic approach in

scheduling.

Critical path visualization.

Various types of progress (physical, cost, hours). Follow-up methods.

Relationship between cost progress and schedule.


5 DAYS

In-house course


PURPOSEPROMISETM will be an experience accelerator for Hard-Skills as well as Soft-Skills.Real-life problems, along with the most largely used project management techniques, have been carefully selected so that trainees can interact within the scenarii and assess the impact of their decisions on the project.

AUDIENCEAnyone requiring to develop abilities to manage an Oil & Gas project, applying the best practices in Project Management.

LEARNING OBJECTIVES• To play various roles in a project

management team such as: Project Manager, Planning Manager, Cost Control Manager, Construction Manager…

• To organize a project in various working environments such as Head Offi ce, worksite, etc.

• To manage various types of events: contractual issues, delays and/or non-conformities, HSE incidents, until project close out.

• To use various project control tools: progress control, cost control, contracting strategies.

• To have their decisions monitored by KPI’s (Key Performance Indicators).

WAYS AND MEANS• All presented events will carry an

introduction and a debriefi ng session.• Selection of events may be

decided depending on the expectations of the group.

• Trainees will be evaluated in each aspect of Project Management (Schedule, Cost, HSE, Quality and Team management) through Key Performance Indicators.


ENGLISH: PL / PROMISE

PROMISE™Oil & Gas Project Management Interactive Simulator for ExcellenceAn advanced training, based on a Serious Game specifi cally developed by IFP TrainingThis serious game will allow a complete immersion in the execution of an Oil & Gas project

AGENDA

INTRODUCTIONOverview of Project Management applied to the Oil & Gas industry.

Pre-requisites to use the simulator throughout the week.

PROJECT PREPARATIONEPC Tenders Evaluation.

Postponement of EPC award date.

PROJECT MOBILIZATIONProject staffi ng.

Project Offi ces organization (Company, Contractor).

PROJECT IMPLEMENTATION WITH TYPICAL EVENTSSchedule review.

Look ahead schedule preparation.

Engineering strategy.

Purchasing strategy.

Construction contracting strategy.

Risks Management plan.

Engineering disciplines manhours.

Initial budget issues.

Preparation of Monthly progress report 30%.

Vendor selection for main equipment.

Construction contractors selection (mechanical).


Increase in piping quantities.

Delay in Civil work.

TEG Skid delivery delay.

Company comments on Civil works.


Delay in isometrics issues.

HSE LTI.

Claim Mechanical Contractor.

Repair of major equipment following damage.

Hand over.

COORDINATORPascal Ricroch


EN Feb 24 - 28 Rueil 3,410 € PL [email protected]

EN Apr 14 - 18 Rueil 3,410 € PL [email protected]

EN Oct 06 - 10 Rueil 3,410 € PL [email protected]

EN Nov 24 - 28 Rueil 3,410 € PL [email protected]

May be organized for a single company. Contact: [email protected]

5 DAYS


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PURPOSETo provide knowledge on how to select and implement a customized maintenance policy.To provide the practical tools for implementing reliability engineering processes.

AUDIENCEEngineers, supervisors and staff involved in maintenance in equipment availability control or in charge of maintenance costs.

LEARNING OBJECTIVES• To see whether current trends in

maintenance policy (TPM, RCM, ...) are applicable to a given case.

• To set goals in terms of both overall corporate effi ciency.

• To understand reliability analysis and improvement techniques.

• To set-up conditions for successful management of unit turnarounds.

• To implement a subcontracting policy.

WAYS AND MEANS• Numerous workshops and case

studies illustrating the techniques studied and the topics discussed.

• The delivery method is interactive and based on participants’ own experience.


ENGLISH: OMT / GEMA-EFRENCH: OMT / GEMA

Maintenance Management Equipment Availability Control

AGENDA

MAINTENANCE POLICY AND OBJECTIVES 0.5 dMaintenance policy and plant policy. Financial, technical and workforce organization, goals.Current trends: criticality analysis TPM, RCM... How they fi t a given situation.Condition-based, preventive and corrective maintenance methods and their respective importance.Maintenance work management: criticality of equipment, priorities, spare parts inventory management.

RELIABILITY PROCESS IMPLEMENTATION AND FOLLOW-UP 0.75 dDescriptive statistics: reliability and reliability indicators, equipment performance monitoring in terms of availability and maintainability. MTBF, MTTR, ...Statistical functions and their applications to preventive maintenance, equipment redundancy studies, standby equipment policy.Pareto law, identifi cation of bad actors.

RELIABILITY ANALYSIS AND IMPROVEMENT METHODS 1 dFMECA (Failure Modes, Effects and their Criticality Analysis). Areas of application, basic techniques, probability estimation, common methodological errors.Failure trees. Purpose of the method. Practical calculation methods.Reliability centred maintenance. Use of decision logic. Detection and elimination of hidden failures.Application of RCM to SIS (Safety Instrumented Systems) management.

MAINTENANCE COSTS AND FAILURE COSTS 1 dMaintenance cost vs overall failure cost. Cost factors. Overall effectiveness index, effi ciency concept, adaptation to the petroleum and petrochemical industries.Life cycle cost. Defi nition and application to the choice of investments. Possible use in estimation of optimum life duration.Spare part management. Cost of inventory. Unsuitability of some conventional calculations. Potential solutions. Decision-making methods.

CONTRACTING 0.5 dPurpose, conditions for effi ciency. Why outsourcing, how to maintain, how to keep control.Different types of contract. Which type to use.

SHUTDOWN MANAGEMENT 0.5 dDetailed preparation. Permanent cost control. Planning. Identifi cation of critical operations.Work management. Site organization. Safety goals.Commissioning and preliminary start-up. Quality management and safety. Procedures.Reports and updates.

IMPROVEMENT PLANS 0.75 dFrom failure management to equipment management.Lowering the tolerance threshold for minor defects. Operators involvement.Maintenance programs per equipment item and per equipment type.Progress plans, key performance indicators. Maintenance audits. Self-rating.

COORDINATOROlivier Silaire

5 DAYS


EN Feb 03 - 07 Rueil 2,600 € RRU [email protected]


PURPOSETo deepen the understanding of the objectives, techniques and succcess factors of turnaround management.

AUDIENCEEngineers and staff (already involved in maintenance, purchasing, project organization, operation) concerned with turnaround management in refi ning or petrochemical plants.

LEARNING OBJECTIVES• To learn proved practices applicable

to most turnarounds and understand the various steps of turnaround preparation and execution.

• To be aware of the typical errors and pitfalls in a turnaround context.

• To recognize the conditions for successful turnaround management.

• To determine the best practices to deal with own turnaround, in order to optimize frequency, cost, duration and safety.

WAYS AND MEANS• Numerous applications and cases studies.• The delivery method is interactive

and takes advantage of participants’ own experience.


ENGLISH: OMT / TURNMAN

Turnaround Management

AGENDA

TURNAROUND: WHAT IS AT STAKE? 0.25 dWhat is a turnaround?

Justifi cation of turnaround: regulations, maintenance, projects, units yields and

availability.

Stress on turnaround frequency, duration, cost and safety concerns: economic incentives,

unit reliability.

Typical data on turnaround.

LONG TERM PREPARATION 0.25 dWorkload evaluation: maintenance, projects, others.

How to gather data; different steps and techniques.

Turnaround objectives defi nition.

Budget evaluation.

Organization plan: planning resources, specifi c role of inspection, single manager.

CONTRACTING 0.75 dContracting plan preparation: clear understanding of the pros and cons of different

contracts in turnaround context: lump sum, reimbursable, unit rates.

Purchasing plan.

Contracting procedure: job defi nition, conditions of execution, commercial data and price

basis.

Contractor selection: typical turnaround criteria; use of selection tools.

DETAILED PREPARATION 0.75 dCritical operation identifi cation and preparation.

Permanent estimate and cost control activity.

Permanent planning activity: tools, risks, contingencies.

Purchasing and expediting; quality control.

Safety plan integration.

Logistics.

Internal and external review.

Team building techniques.

UNIT SHUTDOWN PREPARATION 0.25 dHigh risk period.

Integrated planning.

SUPERVISION OF TURNAROUND ACTIVITIES 0.25 dSafety, planning, cost and quality control.

Management of changes and contingencies.

Information system: effi cient meetings, need for reactive behavior at all stages.

MECHANICAL COMPLETION, PRE START-UP AND START-UP ACTIVITIES 0.25 dAcceptance, turnover, commissioning.

Post start up activities.

DEBRIEFING - FILES AND DOCUMENTATION 0.25 dImportance of debriefi ng: preparation of next turnaround.

COORDINATORThierry Nuris

In-house course

3 DAYS


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PURPOSETo grasp the methodology structuring a successful plant turnaround which meets all safety, quality, time and cost targets.

AUDIENCEMaintenance schedules and planners, contractor’s, supervisor’s, operational foremen, and staff involved in the detailed preparation of turnarounds in refi ning or petrochemical plants.

LEARNING OBJECTIVES• To learn about strict works schedule

and logical organization of the different departments involved in a unit shutdown.

• To conceive and follow a shutdown schedule.




ENGLISH: OMT / TURNPLA

Turnaround - DetailedPreparation and Scheduling

AGENDA

TURNAROUND: REQUIREMENTS AND REASONS 0.25 dReasons: statutory inspection requirement, process improvement, scheduled overhauls.

Requirements: duration, safety results, start date, budget, suitable organization.

TURNAROUND TEAM ORGANIZATION AND JOB DESCRIPTION 0.5 dTeam building, work fl ow.

Organization chart.

Subcontracting level, division of work.

Different roles: pilot, major contractor, ...

DETAILED PREPARATION 2 dScope of work: turnaround work list review.

Task analysis: work order description and duration, resources, tools required, technical

and safety constraints management.

Practical exercise: devise an inspection check-list for a vessel.

“Turnaround execution manual”: role and contents.

Planning: Arrow diagram, Bar chart (Gantt), critical path, margin, resource management.

Practical exercise: establish the work coordination schedule.

Skill selection and rules of contracting out to companies: approval, integration of

quality and safety requirements intenders.

Spare parts and materials.

Budget estimation.

LOGISTICS PREPARATION 0.5 dDrawing an organization chart.

Kick-off meeting.

Safety health and environmental program, work permits.

FOLLOW-UP AND STATEMENT 0.75 dWork follow up, checking.

Cost control, change order management, fi nancial and technical balance.

Progress report.

Follow-up on technical equipment sheet upgrading.

Contractor’s and subcontractor’s assessment.

Final closeout report.

COORDINATORThierry Nuris

4 DAYS

In-house course


PURPOSETo grasp the methodology structuring a successful start-up.

AUDIENCESupervisors, engineers and technicians of refi ning, petrochemical and engineering companies (production, process, maintenance and projects) as well as operating staff responsible for commissioning, start-up, acceptance and operation of new process facilities or revamp projects in existing process units.

LEARNING OBJECTIVES• To learn how to plan and

organize the start-up and acceptance of process units.

• To take into account the specifi c constraints of these activities.

• To anticipate the problems related to the fi nancial, technical, operational and organizational aspects.

• To take into account the specifi c objectives of all parties (contractor, owner’s project team and operating group) and improve communication.




ENGLISH: SEC / OPDEM-EFRENCH: SEC / OPDEM

Commissioning and Start-Upof Process Units

AGENDA

DEFINITION OF COMMISSIONING STAGES - PLANNING 0.5 dCommissioning stages: mechanical acceptance, end of construction, precommissioning, mechanical completion certifi cate.Commissioning and preparation for start-up, performance test runs, provisional acceptance, mechanical assurances.Final acceptance. Transfer of ownership and responsibility.Division of installations into systems and sub-systems.Reference documents: equipment specifi cations, PIDs, technology transfer manual, control loops, diagrams, …Commissioning and start-up schedule.

MANAGEMENT OF START-UP RISKS 0.5 dRisks related to start-up of utilities networks: nitrogen, steam, water, air, fuel gas, solvents.Risks related to the introduction of hydrocarbons: explosive atmospheres, ignition sources, prevention and precautions, intoxication.Fluid behavior and related hazards: pressure, temperature. Consequences of heating and cooling: thermal expansion, vaporization, vacuum induced collapse, water hammer.Risk evolution between construction and start-up.Management of change.Practical case studies on a typical process unit.

END OF CONSTRUCTION - PRECOMMISSIONING 1 dPrecommissioning activities: hydraulic tests and line cleaning.Operation group’s participation in mechanical acceptance, punch list classifi cation, follow-up and close out.Practical checks on construction standards: static equipment, instrumentation, utilities systems.Standard precommissioning checks for rotating equipment.Mechanical acceptance certifi cate.Practical exercise: verifi cation of static equipment installed on-site - Case study on a typical process unit.

COMMISSIONING 1 dCommissioning activities. Cleaning: chemical cleaning, fl ushing and blowing.Equipment drying.Practical exercise: steam fl ushing.Preparation for the start-up of rotating equipment.Case study on a typical process unit.

START-UP AND ACCEPTANCE 1 dPre-operation safety review - Start-up permit: checks required before the introduction of feedstock.Start-up and air removal: tightness, air removal and introduction of feed.Transition towards industrial production: start-up and performance tests, provisional acceptance certifi cate, mechanical warranty period, fi nal acceptance certifi cate.Case study on a typical process unit.Practical exercise: groupwork to establish acceptance checklists or commissioning and start-up procedures on known equipment (steam line, furnace).OBSERVATION

This course is also available in Spanish.

COORDINATORAlain Giliberti

In-house course

4 DAYS


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Documents

Refi ning & Chemicals - 2014 · 197 paris energy happenings energy economics & markets downstream economics finance & management natural gas applied chemical engineering