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Item |
Total Man-Hours |
Estimated Peak Manpower |
Comments |
Force Account |
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Distributable |
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|
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Subcontract |
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|
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Start Up (allowance in estimate) |
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TOTAL |
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Using this chart as a guide for site craft population, the nonmanual supervision and support for direct force account work is estimated to be individuals. Based on projected construction activities in the area, the availability of qualified craft personnel is anticipated to be adequate to support this project. Should labor shortages develop, the Corporate Labor Relations organization will be contacted to assist in resolution.
Subcontracts Administration shall be executed per Company Subcontract Procedures. An overall subcontracting plan is attached.
The CSM will be responsible for constructability review of subcontract bid packages, participation in subcontract scope discussions, pre-bid meetings and contract negotiations leading to award. The CSM will ensure that all prospective subcontractors are aware of special conditions including site conditions, unique contract requirements, job rules, special progress reporting, mechanical completion requirements, deliverables, interface with other subcontractors and procedural requirements for the work.
The SM will initiate subcontract changes and/or memos of change as required in accordance with project change control procedures, to accommodate all technical and/or commercial revisions to the subcontract. In the interest of efficiency, one change order may be issued to include several changes. It is important to note that the SA cannot approve an invoicelrequest for payment without properly executed contract or purchase order documentation.
A pre-construction conference will be called by the CSM prior to, or concurrent with, the mobilization of the subcontractor, during which the CSM will review the subcontractor's scope and interface with other subcontractors, schedule, job rules, safety, quality and other issues. The CSM will also obtain at that meeting the subcontractor's insurance certificate. Copies of the subcontractor's insurance certificate will be kept on file by the SM.
When situations in the field require an increase (or decrease) in a subcontractor's scope of wark under circumstances that either do not warrant or allow time for formal bidlaward procedures, authorized Project personnel may award said work by use of a Field Work Order (FWO). The FWO will clearly state the subcontractor's name, contract number, description of the work sufficiently detailed to clearly provide a basis for pricing, cost of the work including a not-toexceed value if time-and-material rates are to be utilized as a basis of payment, the schedule for the work and any schedule impact resulting from or prevented by the work and the signatures of both the authorizing party and the subcontractor accepting the work and the terms. It will be clearly understood that all such FWO assignments will be governed by the terms of the parent contract for the performance of the work. Under no circumstances will an FWO be an independent agreement.
The SM will prepare the FWO based on the technical and cost data provided by the CSE, log it onto the FWO Subcontract Summary and forward the draft to the CSE for review and further processing. The SM will ensure the terms and pricing are in accordance with the terms of the base agreement, assign the appropriate SOV code, obtain the CSM's approval and subcontractor acceptance.
The SA will distribute the fully executed Contract Change Order to the Job File, PM, CSE and PA upon receipt. The CSE will adjust the Project BudgetIForecast report accordingly.
The SM will utilize the Authorization for Backcharge form when appropriate to recover costs incurred due to a subcontractor's action or inaction. Upon preparation of the backcharge form, the SM will process the document in the same manner as the FWO.
The SM will reconcile disputes in accordance with applicable contract clauses. Any documentation received from a subcontractor that states or implies a claim against the contract will be carefully "flagged" on the incoming correspondence log, and appropriate action assigned, with a copy sent directly to the PM. Follow-on items related to the same issue will be grouped by the SM for easy reference. Any written request for compensation or claim will be addressed in writing back to the subcontractor within five (5) working days with a resolution or time commitment for resolution. Where claims are processed, the SA will provide the appropriate documentation including claim book, daily log, photographs, testing, time-impact analysis and correspondence (including Records of Discussion) required to fairly resolve the dispute, and will support the CSM and the PM in a prompt resolution.
The SA will prepare a subcontractor evaluation at the completion of the work for each contract. Final evaluations will be attached to the final payment request with an additional copy to the Construction Operations Manager and Subcontracts Administrator.
When a subcontract reaches 90 percent complete, a working punch list will be issued by the CSM to the subcontractor listing outstanding items of contract work. The punch list will be updated and statused at least weekly until the Final Punch List is issued and work is completed. After completion of the Final Punch List, the SM is responsible for completing contract close out. The CSM will confirm completion of all work. The PA will reconcile any remaining payments or backcharges. The SM will prepare a Notice of Final Inspection and Acceptance of the Work to be signed by the CSM and forwarded to the subcontractor with a Corporate Release. When the subcontractor processes and returns the Corporate Release, the CSM will prepare and sign the final Requisition for Payment and forward to the PA for processing.
Communications shall be handled per applicable Company procedures and/or project specific procedures except where deviations are noted in the following:
14.1.1 Incoming Correspondence
a. Incoming mail will be opened and date stamped by the SM.
b. Incoming correspondence will be logged by the listing date of the document, date received, sender, subject, file location and date of closure. The CSM will review all incoming correspondence and take appropriate action. The CSM will track all open items to assure corrective action is completed in a timely manner. An exception list of all open items will be included in the Weekly Progress Report to the PM.
c. The distribution of incoming correspondence will be in accordance with a project-specific Document Distribution Chart.
14.1.2 Outgoing Correspondence
a. Outgoing correspondence will be sequentially numbered and formatted similar to the Transmittals forms. A log of outgoing correspondence will be maintained by the SM listing the sequential number, date, subject and recipient. Sequential numbers for all field office letters, transmittals and memos will start in the 3000 series (e.g. letters will be alphabetically numbered: L3001, L3002, etc.). Copies of each document will be transmitted to the PA on a monthly basis. The PA will maintain a similar log for documents originating in the sponsoring office. All outgoing correspondence will be signed by the CSM (or the PM if originated in the sponsoring office) with a minimum distribution as follows: Project Manager, Client Project Manager, Project Engineer, Project Purchasing Agent (if contract or purchase order related), Subcontract Administrator (if subcontract related), Site Files and Job Files.
b. The distribution of all outgoing correspondence will be in accordance with the project-specific Document Distribution Chart.
c. Significant telephone conversations will be recorded using the Record of Discussion form.
d. E-mail correspondence designated as important for project records will be controlled and maintained in accordance with project procedures.
a. As a minimum, the CSM will conduct a weekly meeting with all subcontractors mobilized on the site. The purpose of this meeting will be to coordinate work activities, identify problems, develop solutions and provide uniform instructions. The agenda will include schedule progress, subcontractor interface, safetylsecurity committee discussion, quality, workforce productivity, compliance with project goals, and budget.
b. Meeting notes will be prepared for all meetings which will include: a list of attendees, the agenda, action required, persons responsible for completing the action and completion date. Meeting notes will be distributed to all attendees, all those having action requirements, the PM, the CPE, PE and RE, as well as site files.
Requests for Information (MI) will be used to request clarifications to drawings and specifications, and to request other needs for technical information. The RE will prepare an RFI for all technical questions requiring project engineering evaluation for possible design change, regardless of the cause of the change. The RFI will be completed by the CSM and will include the scope of the change, the response requested date, the affected subcontractor(s) and the originator's name and telephone number. The RFI will be logged on the RFI Status Report and forwarded to the Project Engineer for disposition. The PE will be responsible for the disposition of RFIs, as determined by the CSM, within the allotted time frame. If the disposition affects either cost or schedule, the CSM will so note on RFI form and if appropriate, the CSM will follow protocol for a contract change as described in Section 9.0 of this plan. Where immediate action is required, the CSM may process a Field Work Order (FWO). In either instance, the disposition of the RFI will cross reference any associated documentation.
14.4.1 Daily Log
The CSM will prepare and maintain a daily log which will be filled out 7 days a week with the notation "No Work" on weekend days, holidays, or any other non-work days. The original log will be maintained at the jobsite. The daily log will address: weather, site conditions, labor force, safety and general description of activity at the site, key events, visitors and other noteworthy information. The supervisors will fill out a daily report covering activities of their crafts/contractors.
14.4.2 Weekly Report
The CSM will prepare a weekly report consistent with CSP requirements. This report will include a narrative summary of work activities, a summary of quantities installed an analysis of schedule status and any significant events, incidents, or completions and key activity forecast. The report will include, as attachments, exception reports for all open RFIs and FWOs, the visitor log and open correspondence items. The original of this report will be maintained in the jobsite files with copies being distributed to the PM, PE, PA for Job File, Business Unit Construction Operations Manager and others as indicated.
14.4.3 Monthly Report
The CSM will prepare the construction portion of the Project Monthly Report. This will include a narrative summary of the weekly reports describing activities and progress, a schedule analysis with projections, a tabular listing of quantities installed with percent of total calculations and a safety performance summary. This report is due to the PM by the third working day after the last working day of the reporting period.
Personnel policies, affirmative action, civil rights, hiring, terminations, etc,, will be in accordance with corporate requirements. The CSM will discuss all matters pertaining to these issues with the PM, Construction Operations Manager andlor Human Resources as necessary,
14.6.1 Bank Acoounts
The Project Accountant (PA) will establish a checking account exclusively for the project funds. All invoices will be forwarded to the PA for payment from the fund.
14.6.2 Petty Cash
A petty cash account will be established at the jobsite with funds drawn from the project bank account (normally in the amount of $5,000.00) for the purpose of handling emergency cash transactions at the site when direct bill methods are not available. The CSM will administer the account. The Regional Construction Manager will authorize the nominal account amount. All disbursements made from the Petty Cash Account are to be accounted for in the following manner:
a. A Petty Cash Requisition will be required when a bonafide receipt is not obtainable. The reason for the expenditure and account allocation should be indicated on the supporting receipt or Petty Cash Requisition. The receipt is to be approved by the CSM.
b. The originals of all supporting receipts are to be attached to the Statement of Petty Cash Expenditures when submitted for reimbursement.
c. Reimbursement of petty cash expenditures should be requested as required, but no later than the close of business each month.
14.6.3 Accounts Payable
a. Invoice Reconciliation - All invoices and requests for payment on the contract are to be submitted to the CSM at the site. Upon receipt, the SA will verify the work represented by the invoice/request corresponds to the purchase order or base contract, change order, memo-of-change and/or field work orders that are fully executed and in the site file. The CSM shall ensure that contract retainage is withheld and that deductions are included for any unsatisfactory work or progress.
b. Progress Verification - The CSM or designee will ascertain from documented inspection reports, material receiving reports, etc., that the work represented by the invoice/request has in fact been completed and/or delivered. In determining the validity of the invoice/request for payment against the schedule of values in the purchase orderlcontract, and determine if the work performed or material received corresponds to the amount of payment requested. Where applicable, the CSM will sign the invoice/request for payment, obtain the owner's concurrence signature, if required, assign the appropriate cost codes and forward the approved (or approved as noted) documents to the PA for processing by the 7th day of the month.
14.6.4 Monthly Billing Cycle
Invoices received by the PA, after the 7th working day of the month, will be paid during the following payment period. It should be noted here that the invoice/request will not be paid by the Company until the Company receives payment from the owner. The CSM will retain one of the three invoices submitted in the site file.
The Project Buyer (PB) in the sponsoring office will prepare and issue all purchase orders, subsequent change documentation, correspondence, etc. and will place the CS on controlled distribution for all related documentation. The RE will maintain files at the site of all procurement-related documentation issued by the sponsoring office, as well as any correspondence received from subcontractors at the site, such as invoices1 requests for payment, RFIs, general correspondence and claims. Any site-generated or received documents will be copied to the PM for filing and distribution as required.
Construction & Startup Procedures (CSP), Construction Quality Program (CQP) Procedures, Construction Welding Program (CWP) Procedures and the Company ASME INLTI Quality Control Program Manual will be implemented on the project. Issue of these programs will be provided from corporate Construction Quality Control. These programs and procedures will be implemented as written, without the need for specific project requirements, with the exception that qualification of additional welding procedures will be necessary for high alloy piping materials. Other project procedures will be developed in support of the phased construction completion and turnover to the Client.
Construction Engineering shall be provided in accordance with CSP 3-3, "Construction Engineering," and the following:
The PE will ensure that the CSM is on controlled distribution for all design documents, including all plans, drawings, specifications, Engineering Design Change Notices, shop drawings, vendor cut sheets and specifications and manufacturer manuals, as well as any correspondence that has a direct bearing on the project. Similarly, the PE will copy the CSM on any transmittals to Contractors of controlled or uncontrolled documents that have any bearing on the design or constructability of the Project. The CSM, through the RE, will maintain these documents at the site, and will periodically audit the site file and notify the PE of any irregularities or omissions of controlled documents. The RE will monitor the controlled documents to ensure the contractors are receiving the appropriate documentation in a timely manner. Superseded drawings will be removed from the stick files, clearly marked "SUPERSEDED" and put in a Superseded Drawings file. Specification sections will be clearly noted to record revisions.
Field revisions to drawings and specifications, whether the result of field conditions, phone discussions, or as a result of RFIs, will be noted on the site stick file in red, or a copy of the phone record or RFI will be attached to the stick file copy of all affected drawings.
An electronic data link with the home office will be established and maintained for on-line project information management. The system will be provided by the Company IT group and will include controls for password access, revision tracking and acknowledgement verification for updates. The Resident Engineer will be responsible for coordinating on-site implementation of this system consistent with CSP 3-3, "Construction Engineering," requirements.
Shop drawings and documents required by the specification are to be submitted to the RE directly by the subcontractor. The RE or designee will maintain a Submittal Log (include CSI format submittal log in attachments) and submittal file. Upon review, the RE will forward the submittal to either the PE for review and comment or perform the review in the field. The RE will then return the submittal to the Subcontractor, noted "reviewed without comments," "reviewed with comments," "proceed and incorporate comments," or "revise and resubmit" and will copy the PE. Subsequent submittals incorporating the CM Teams' notations, will be handled similarly.
A complete set of construction records will be maintained at the site office and filed in accordance with the Field Office/Construction File Index. Any documents originated or received uniquely at the site will be copied to the PM for the job files.
The RE will take construction site progress photographs from a variety of repetitive, fixed internal and external vantage points on at least a monthly interval. Additional photographs will be taken to record significant events, erosion damage, safety concerns, shipping damage, etc. All photographs will be numbered using the date plus the sequence number and a description log will be maintained describing the image photographed. Negatives and prints of all photographs will be dated and forwarded to the PM, Construction Operations Manager and others as required, for review and incorporation in the monthly report. Video tape recordings may be used in lieu of still photographs, with similar controls for identification and logging.
Each subcontractor is required to record the as-built condition and to provide a "redlined" drawing sent to the RE upon completion of each phase of the work and prior to release for pay items. Similarly, the RE will maintain the working stick set of drawings in an 'as-built' status, to serve as a baseline to review the accuracy of the submitted set. If discrepancies are noted not within allowable standards or tolerances, an RFI will be initiated. Upon receipt of the redlined drawings, the RE will forward them to the PE for changes to be made to the Project Drawings. These will ultimately be sent as a part of the Project close out file. The original as-builts will become a part of the job file.
a. 4 each Reciprocating Natural Gas Compressors (5.000 hp each 1. These are skids with motor shipped separate. Weight of each skid is 170,000# with a width of 15 ft. The weight of each motor is 70,000#. The combined weight of each skid is 240,000#.
b. 2 each Natural Gas Dehydration Unit. Each tower of a unit weighs 100,000#, while each skid weighs 30,000# each.
c. All of the other picks on site are presently indicated to be less than 10 tons.
a. For lifts weighing 50 tons or greater, a detailed procedure shall be a written description of the operation and shall include the following:
1) scaled drawings for elevation views and plan views;
2) equipment list, including certifications;
3) identification of lift weights and hoisting capacities;
4) rigging and tailing hookups;
5) travel routes and ground loadings; and
6) travel configuration and calculations
b. Lifts weighing greater than 25 tons and less than 50 tons shall require an Equipment Lift Record Card (ELRC). The ELRC contains information including the date, job, owner, craft, equipment name, description, dimensions, weight, construction equipment-make, type, capacity, boom no. and length, block capacity, number of parts of load tackle, crane capacity at minimum and maximum load radius and a schematic representation of the handling operations.
c. For lifts less than 25 tons, no ELRC or any procedure is required.
d. All lifts of 50 tons or greater must be approved by the Headquarters Construction Services Rigging Specialist.
e. The Safety Supervisor shall monitor handling and transport operations.
f. All ELRC and their respective procedures shall be kept on file at the jobsite.
Shaw Construction & Startup's Project Controls philosophy places special emphasis on thorough planning and control of the work by the individuals and groups of individuals responsible for the work. Individuals and groups are made accountable for schedule with the work identified to the most efficient level of detail. Everyone concerned is made aware of the schedule through effective communication and sharing of information. The schedule control uses a hierarchical, integrated system of computerized scheduling techniques to assist the Project Team in developing a valid performance plan. Activity logic integration will be accomplished through a Project Work Package Schedule in accordance with the Work Breakdown Structure (WBS). The schedules will begin at the milestone level for overall Project Management and cascade down to individual deliverables. Summary and detail level schedules will be used to integrate all of the activities on the Project. The schedules will provide sufficient detail to identify the specific requirements, responsibilities and measurable results required to meet key target dates.
The construction plan will identify the major milestones, the sequence of work, duration to accomplish the work and the logical activity ties to effect its completion. Deliverable work plans will be developed with manpower requirements based on the assigned budget and planned time frame to execute the work. Primavera Project Planner will be used to model the Project Plan. The critical path method (CPM) schedule will be maintained for the duration of the Project. The elimination of surprises will be the principal theme of the overall control effort.
[List key milestones and objectives, including whether fee bearing.]
a. The CSM has the primary responsibility on the Project for schedule control. The CSM will contact each new subcontractor to schedule the pre-construction meeting, and to discuss with them the contract requirement for the submittal of a labor-loaded schedule within seven days of contract award. The preliminary schedule will be used to describe the unique and or critical activities that are of prime importance in completing, on time and budget, the construction schedule for the Project.
b. Construction will begin with a mobilization on or about July 1, 1997. While in the process of establishing the field offices, craft change houses, storage, warehousing, sanitary facilities and construction power. Site prep will begin in the storage tank, cavern drilling and brine facility areas. Construction will commence on site facilities such as site drainage, storage tank foundations and tanks, brine facility and drilling the cavern shafts. Once the cavern shafts have been drilled , the leaching process for cavern C 1 will commence and continue slowly until the evaporator and salt plant are completed in 4/1/99. At this point the leaching process can be accelerated to 1360 gpm, thereby completing cavern C1 on 9/29/2000. The leaching of cavern C2 will then begin and complete on 9/30/2002.
c. The construction of the Gas Plant will begin on Phase 1 on 4/3/2000 and complete on 9/29/2000. The gas line installation will take place concurrently with the Gas Plant construction. Phase 1B of the Gas Plant construction will begin on 4/1/2002 and complete on 9/30/2002.
d. The dewatering and commissioning of cavern C1 and Phase 1 of the Gas Plant will take place from 10/2/2000 to 1 1/17/2000. The dewatering and commissioning of cavern C2 and Phase 2 of the Gas Plant will begin on 9/30/2002 and end on 11/15/2002.
e. Upon receipt, the CSM will review the schedule for compliance with the Project milestones, as identified in the subcontractor's contract, interface with other schedules and review any concerns with the CSE and/or the subcontractor. The CSM will review critical path activities and meet with subcontractors as required to ascertain that they have the materials, manpower and equipment necessary to execute the work in the planned duration and schedule. Where necessary, the CSM will work with the subcontractors to develop work-around plans and/for recovery schedules to maintain the Project milestones.
f. During the weekly subcontractors' meeting, the CSM will review the three week lookahead schedule with the subcontractors, identify any critical path impact and develop a work-around or recovery plan to ensure the Project milestones are protected from slippage. The CSM will provide the Project team with actual schedule progress on a weekly basis, as well as any work-around plans, or schedule recovery plans as required. The CSE will interface with the CSM monthly to update the master schedule.
a. Within 30 days of contract award, the commitment system must be established with a direct connection to the bid price schedule. Project costs are identified by the Project Execution Budget, which will be maintained and issued monthly by the CSE, reflecting the budgeted amount by contract, approved changes, actual costs to date and forecast to complete. The report will be a part of the Project Monthly Report.
b. Where possible, the CSM will look for opportunities to reduce construction cost and initiate action to do so, contingent upon engineering and owner approval. Similarly, the CSM will take every reasonable step to avoid, or mitigate, any cost increases in the Project.
Exhibit E, "Post Mobilization Checklist and Process Monitors" to this execution plan is the second of three phases (also refer to Sections 7.2 and 228) implemented to establish a system to monitor construction management performance on this project. During this phase increased attention is placed on construction activity measurement and analysis. The items listed here will be monitored on a monthly basis for as long as the project is in the field. Engineering and procurement deliverables will continue to be monitored during this period until they are completed.
Shaw Construction & Startup will maintain a materials information system to record all purchase orders, receipt of Company procured and Owner furnished items and issues of all materials from inventory. The system will maintain all necessary inventories of Company materials and tools, and will generate applicable Material Receiving Reports, Over Short & Damage Reports, Equipment Rental Receipts and Releases and Material Returns.
All deliveries of project materials shall be directed to the Senior Materials Representative who shall verify the integrity of the shipment prior to off-loading. Any obvious deviations shall be noted on the delivering carriers freight bill or bill of lading. After off-loading, all materials shall be verified to the applicable Purchase Orders. Verification of descriptions, quantities and workmanship shall be performed and deviations noted. The materials shall be placed in storage and the applicable storage location noted on the vendors packing list. The packing list, freight bill and applicable purchase order shall be forwarded to the system operator for input and generation of a Material Receiving Report. A copy of the Material Receiving Report shall be distributed to the PM and Project Accountant.
For shipments received damaged, the damaged goods shall be segregated from the general inventory population and identified as discrepant. The system operator shall generate an Over Short and Damage Report and distribute to the PM and Pr0jec.t Accountant. The Senior Materials Representative shall contact the delivering carrier and arrange for an inspection of the damages. The Project Accountant will initiate a formal freight claim whenever necessary.
It will be the responsibility of the PM to notify the CSM of the anticipated arrival of Owner- Furnished Equipment (OFE) and any special handling that may be required. The CSM will coordinate the off-loading, receipt inspection, storage and eventual installation by subcontractors, in accordance with the terms of the contract.
Proper storage and control of materials and tools is essential to maintaining accountability. Company assigned storage facilities will be secure, properly identified and a locator scheme developed and implemented. As items are placed in storage, the specific location will be noted on the vendor packing list and input to the material system for ease in locating the item at a later date.
No items will be issued from storage unless documented and deducted from inventory balances. The project will implement a daily checkout log to record issues of all items. Individuals authorized to withdraw items from inventory shall sign the issue log and indicate their appropriate badge number. The daily log shall be transmitted to the system operator for input to the materials system. The system operator shall provide inventory reports to the PM on an as needed basis.
Excess materials shall be returned to inventory at the completion of the work activity. The Senior Site Material Representative shall establish a Return To Inventory Log to register all material returns. Returned items will be assigned a storage location and the quantities and location posted on the Log with the name of the individual returning the materials. The Log will be forwarded to the system operator who will update the system accordingly.
The PM shall establish a Tool Return policy detailing accountability requirement. Upon return of tools to inventory, the Return to Inventory Log shall be posted accordingly and the returned item(s) placed in storage.
Accountability, control and return of Owner furnished tools shall be in accordance with Owner requirements. The PM shall establish guidelines for accountability of Owner furnished tools while assigned to the Company utilizing the Company materials system.
The Senior Materials Representative shall provide a materials system generated summary listing of all surplus materials and tools to the PM at the completion of the project. The PM shall dispose of Company owned items in accordance with established corporate guidelines. Disposal may be by sale to local area vendors or by sale and transfer to another Company project.
a. Ensure that all work is complete before signing the Release for Turnover.
b. Verify that the latest "As-built" drawings are turned over to Startup at the time of system turnover.
c. Coordinate all construction punch list items and maintain an up to date list on required forms. The formalized punch list shall be forwarded to the Startup Manager.
a. Complete all the systems to support the startup schedule
b. Comply with all system and safety procedures governing the turnover process
c. Perform the inspection activities to the Construction Quality Program Manual (CQP), construction control and completion program or subcontractor QNQC Program where applicable.
d. Ensure systems are installed and completed to design drawings and specifications and to the extent required by contract before turnover to startup for pre-operational testing.
a. Coordinate the completion of Design Change Requests and punch list items to support the turnover to startup.
b. Assure plant equipment has been lubricated, shafts rotated in accordance with vendor instruction manuals and recorded on forms required by the Construction Quality Program prior to turnover to startup.
c. Assure the preliminary and final coupling alignment are completed in accordance with vendor instruction manuals and recorded on forms required by the Construction Quality Program prior to turnover to startup. Any rotating equipment operational problems associated with coupling misalignment or pipe stress will be the responsibility of construction. The equipment will be turned back to construction for corrective action.
d. All piping shall be installed in accordance with design documents. Piping system hydrostatic or pneumatic tests that are required shall be conducted by construction prior to turnover to startup. Any piping changes required to obtain a correct coupling alignment shall be completed by construction.
e. Assure the electrical wiring (power, control and instrumentation) is installed and terminated in accordance with design documents. Testing during the construction phase will include meggering and continuity tests to verify cable integrity and termination. Motors will also be meggered during this phase and shaft rotation checked.
f. Instrumentation device tubing shall be installed according to design documents. All tubing hydrostatic or pneumatic tests will be conducted by construction prior to turnover.
Exhibit F - "Turnover and Closeout Activities" to this execution plan is the third of three phases (refer to Sections 7.2 and 20.4) implemented to establish the monitoring of construction management performance on this project. The emphasis here is to effect prbmpt turnover of the project to the owner, and to achieve demobilization at the earliest possible date to reduce project overhead charges. The items listed will be monitored on a monthly basis until the last turnover is made to the owner and/or project closeout is accomplished, whichever occurs last. Engineering and procurement deliverables will continue to be monitored during this period until they are completed.
At the completion of Company site activities, the Construction Site Manager (CSM) shall be responsible for construction close out and final reporting for the construction of the project. The CSM shall prepare a Project Close-Out Report in accordance with CSP 3-7, "Construction Project Completion and Close Out," within 30 days of completion of the project for submittal to the Construction Operations Manager. The report shall address activities of plant facility turnover, field office close out, demobilization and final project reporting. See CSP 3-7 for additional details.
The project shall be audited in accordance with CSP 2-12, "Construction Project Audit Procedure." At the end of three months, the Company will conduct a site audit to assure that activities are in compliance with this Execution Plan. The auditor will be independent of the project personnel and will prepare and submit the audit results to the PM and CSM for action and written resolution as appropriate. Thereafter, a similar audit will be conducted at least every six months until the end of the work.
Prompt and positive resolution of Client complaints is essential to Company operations. Accordingly, all Client complaints shall be resolved to the fullest extent possible and in accordance with contract requirements. Client feedback will be managed by the Construction Site Manager and Project Manager, in accordance with CSP 2-1 5, "Client Complaints."
The following Construction Management exhibits are provided for the project:
Typical Construction Organization Chart |
Exhibit A |
Job Work Rules |
Exhibit B |
Construction Execution Plan Implementation Matrix |
Exhibit C |
Premobilization Checklist and Process Monitor |
Exhibit D |
Post Mobilization Checklist and Process Monitor |
Exhibit E |
Turnover and Closeout Activities |
Exhibit F |
Standard construction management forms, as referenced in governing construction procedures, shall be available to the project on the construction shared files drive, on the Company's Intranet "Webster" page, and through corporate Construction Quality Control.
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