Guia Gestion de Proyectos - HATCH

Process Guide
FEL Overview
PLP-100-020-0006
Project Management Process Guide FEL Overview
Process Guide FEL Overview

PLP-100-020-0006
2013-03-26 DATE
0 REV.
Approved for Use STATUS
N. Mason PREPARED BY
M. Miller CHECKED BY Discipline Director
S. Heiner APPROVED BY Functional Director
J. Scobbie APPROVED BY PLP Coordinator
Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Hatch 2013 All rights reserved, including all rights relating to the use of this document or its contents.
Ver: 02.07
Table of Contents
1. Purpose ................................................................................................................................................. 1 1.1 Project LifeCycle Process ............................................................................................................. 1 1.1.1 Front End Loading - The Foundation of the PLP ............................................................. 2 1.1.2 Benefits ............................................................................................................................ 8
2. Scope ..................................................................................................................................................... 9 3. Definitions ............................................................................................................................................. 9 4. Project Process Description.............................................................................................................. 12 4.1 Study Purpose ............................................................................................................................ 12 4.1.1 Project Definition............................................................................................................ 12 4.1.2 Defining the Right Project .............................................................................................. 12 4.1.3 Defining the Right Project - FEL Phase Implications ..................................................... 15 4.1.4 Project Execution Planning ............................................................................................ 21 Phase Requirements .................................................................................................................. 23 4.2.1 Phase Deliverable Accuracy Requirements .................................................................. 23 4.2.2 Hatch Requirements - Determining the Work Required in the Phase ........................... 26 4.2.3 A Client View on Phase Deliverable Content ................................................................ 28 Gate Reviews .............................................................................................................................. 29 FEL Phase Management ............................................................................................................ 29 4.4.1 Prior Phase Work........................................................................................................... 29 4.4.2 Management .................................................................................................................. 31 4.4.3 Phase Work Planning .................................................................................................... 33 4.4.4 Final Phase Deliverables - Quality Assurance .............................................................. 34
4.2
4.3 4.4
5. Responsibilities and Cross-Functional Requirements ................................................................... 35 5.1 5.2 5.3 5.4 5.5 Roles and Responsibilities .......................................................................................................... 35 Client and Client-Appointed Third Parties .................................................................................. 35 Hatch-Appointed Third Parties .................................................................................................... 36 Cross-Functional Requirements within Hatch ............................................................................ 36 Study Workflows ......................................................................................................................... 36
6. Associated Documents ...................................................................................................................... 37 7. Reference Documents ........................................................................................................................ 37 List of Tables Table 1-1: Project Teams Goals and Gate Review Teams Focus during FEL Phases .............................. 4 Table 4-1: FEL1 Concept Study .................................................................................................................. 15 Table 4-2: FEL2 Prefeasibility Study........................................................................................................... 17 Table 4-3: FEL3 Prefeasibility Study........................................................................................................... 18 Table 4-4: FEL4 Execution.......................................................................................................................... 20 Table 4-5: Stage PEP Completion through the PLP Phases ...................................................................... 23 Table 4-6: Study Reports Sections .......................................................................................................... 26

Page i
Ver: 02.07
Table 4-7: Phase-End Deliverable Structure and Subject Matter Examples ........................................... 28 Table 6-1: Associated Documents .............................................................................................................. 37 Table 7-1: Reference Documents ............................................................................................................... 37 List of Figures Figure 1-1: Increasing Investment and Definition with Decreasing Risk Over the PLP Phases ................... 2 Figure 1-2: PLP FEL Project Phases ............................................................................................................ 3 Figure 1-3: Typical FEL Activities ................................................................................................................. 6 Figure 4-1: FEL Phase Project Definition.................................................................................................... 12 Figure 4-2: Complete Project Scope Definition ........................................................................................... 13 Figure 4-3: WBS Definition.......................................................................................................................... 14 Figure 4-4: FEL1 Option Analysis ............................................................................................................... 16 Figure 4-5: FEL2 Option Analysis ............................................................................................................... 18 Figure 4-6: FEL3 Option Analysis ............................................................................................................... 20 Figure 4-7: FEL4 Execution ........................................................................................................................ 21 ,, Figure 4-8: Estimate Basis and Accuracy ................................................................................................ 24 Figure 4-9: Estimate Accuracy Definitions .................................................................................................. 25 Figure 4-10: Management Workflow ........................................................................................................... 31 Figure 4-11: Management Level of Effort per FEL Phase .......................................................................... 32 Figure 4-12: Typical iPas Tools Usage by FEL Phase ............................................................................... 33 Figure 4-13: Study Work Plan Processes ................................................................................................... 34 List of Appendices Appendix A Study Table of Contents - Objectives and Requirements

Page ii
Ver: 02.07
1.
Purpose
This Guide provides guidance to teams on the requirements of the Project LifeCycle Process (PLP). The focus of this Guide is FEL1, FEL2 and FEL3 phase processes. A separate guide outlines the requirements for FEL4. This FEL Overview Process Guide should not be read in isolation. The Project Management Discipline Guide (PLP-100-020-0002) should be read in conjunction with this Guide (refer to Section 6). Successful delivery of any FEL1, FEL2 or FEL3 study requires the Study Manager to effectively deliver sound project management practices.
1.1
Project LifeCycle Process
Hatch Ltd. (Hatch) requires continuous improvement in the preparation, management and delivery of studies and projects for all its clients and, thereby, improves the reliability of the results achieved. Consequently, the PLP has been established to provide a standardized, generic methodology, based on best practices as applied to progressive project phases, which are separated and controlled by a series of gate reviews. This methodology permits Hatch to systematically strive towards consistency in helping our clients to achieve their goals. The purpose of the PLP is to provide a rigorous methodology to effectively manage projects being implemented by Hatch, and to ensure that all projects, throughout their project lifecycle, are completed with a consistent approach. This approach is based on definition of an agreed scope, level of investigation, evaluation techniques and a set of deliverables; all executed by Hatch within the framework of our clients minimum requirements for the definition and execution of projects. This Guide provides direction to all those directly involved in the development, evaluation and execution of capital-intensive engineering projects. Supporting this Guide is a comprehensive set of procedures, templates and tools appropriate to each project phase. This documentation is located in the Hatch Knowledge Centre (HKC). A tab on the Inside Hatch homepage provides a link to the HKC. The Study Manager has the responsibility to use PLP processes to develop detailed work packages, workflows and methodologies required to complete the project phase being undertaken. For FEL1 to FEL3 project phases, a study work plan is required (see the study work plan template and the study work plan guide referenced in Section 6). A Project Execution Plan (PEP) is required to define the project to be executed by Hatch (see the execution plan process guide referenced in Section 6). This plan begins development during the FEL2 phase. The PEP is a deliverable of both FEL2 and FEL3 phase study activities (PEP formation should be a defined study work package in both FEL2 and FEL3 study work plans). Beginning PEP formation in FEL2 defines the work to be completed in FEL3 to ensure a solid project baseline is established within the PEP completed during FEL3. The PEP is the fundamental baseline document to managing and controlling FEL4 work.

Page 1
Ver: 02.07
1.1.1
Front End Loading - The Foundation of the PLP The early study, or Front End Loading (FEL), of project phases is key to the successful implementation of the execution phase and project closeout. The front end loading term is commonly used to illustrate the value and opportunity that is realized by doing upfront work in the early study phases of a projects lifecycle, when there is still the potential to influence the successful outcome of the project. FEL is the term used to describe the progressive and phased increase in investment in a project, in line with progressively decreasing risk and increasing clarification and certainty over time. Each incremental investment is made when the level of risk and certainty justifies it, rather than committing large sums to an uncertain investment at the outset. This concept is illustrated in Figure 1-1.
Figure 1-1: Increasing Investment and Definition with Decreasing Risk Over the PLP Phases
The objective of the PLP is to invest an appropriate amount of effort to identify, analyze and evaluate the project to determine if there is a single project definition that will best meet the clients business requirements. The phased approach to project development (FEL1 through FEL4) is a structured approach to addressing variables that influence project definition, leading to the completion of FEL3 as a robust definition of the project to be built. For many clients, FEL3 completion marks the point where execution funding is sought and approved. Project definition made within the FEL3 phase also establishes realistic and credible baseline data against which the FEL4 phase will be monitored and controlled. PLP processes are applied across the four FEL phases to achieve the reduction of risk and increasing certainty, in line with increasing investment as follows: FEL1: Conceptual Study, in which the broad business concept is tested, and a number of options are generated to implement the requirements. FEL2: Prefeasibility Study, in which the options are evaluated, a preferred option prioritized and selected, and the viability of the project is more rigorously tested. Particular emphasis is needed on examining execution drivers strategies.

Page 2
Ver: 02.07
FEL3: Feasibility Study, in which the selected option is more fully defined and its viability confirmed. The optimized project to deliver the solution is defined in terms of cost, schedule, scope and other required definition elements required by the client. Particular emphasis is placed on execution planning, and aligning the project schedule, estimates and other baseline data to the execution plan. FEL4: Execution, in which the capital investment is made, final design is completed, and the project is executed to deliver the defined outcomes, in line with the scope, schedule, cost, quality and other defined parameters.
The rigorous sequential completion of each FEL phase is key to the success of the project execution and finalization phases. Intensive focus on the FEL1 (conceptual), FEL2 (prefeasibility) and FEL3 (feasibility) phases improves the likelihood of success in the FEL4 (execution) phase. Many clients do not follow a clearly structured FEL sequence. Where possible Hatch should highlight the value adopting the FEL processes and engaging the client to either adopt a more structured approach, or to fully understand the risks and risk mitigation elements that must be built into the project definition arising from a less structured delivery approach. 1.1.1.1 FEL Phases Gate Review The sequential development of projects is shown in Figure 1-2.
Front End Loading Phases FEL1

Concept Study Define Project Options
Table 1-1 sets out the typical goals that determine the project teams activities and the focus of the gate review team during the FEL phases.

Business Planning
FEL2
Pre-Feasibility Study Select Most Viable Option
FEL3
Feasibility Study Develop Project Definition
FEL-4 Execution
Start-up & Operations
Gate Review 1
Figure 1-2: PLP FEL Project Phases
Gate Review 2
Gate Review 3
Potential for recycle if requirements of Phase are not met.
Gate Review4
Page 3
Ver: 02.07
Project Management Process Guide FEL Overview Table 1-1: Project Teams Goals and Gate Review Teams Focus during FEL Phases
PLP Phase
Project Team Goals

Provide the client with the information to test the business concept against the investment hurdle criteria for concepts Identify the business need and establish the Client Requirements Specification (CRS) Establish the key input, process and output production, or throughput parameters Establish a number of alternative approaches to meet the defined project objectives Develop a workable plan and cost for taking the concept through the FEL2 phase Ensure the best project size, scope, technical and production solution has been selected and is a viable business concept aligned to the business strategy Confirm the CRS Demonstrate that all the discarded project options have been studied, are clearly inferior and have no probability of re-emerging as viable options, unless prescribed trigger events occur Test the selected project option against the investment hurdle criteria
Gate Review Team Focus

Support the client to validate the basis for assumptions underpinning the business concept Confirm that optimized scope and production, or throughput parameters, have been defined Confirm a thorough identification and evaluation of alternative technology, costing and implementation approaches has been undertaken Check for areas of opportunity and risk to be investigated in later FEL phases, to enhance value Check the integrity of the FEL2 phase planning and costing Support the client to validate the basis for assumptions underpinning the business concept, as above Check for a thorough evaluation of all alternative technology and implementation options for the chosen project size and scope, regulatory requirements as well as project costs and benefits Check for a thorough evaluation of opportunity and risk to the business case Determine the realism of targets set for further value enhancement and risk reduction Validation of execution strategy development work. Check for integrity of the FEL3 phase planning and costing
FEL1 Conceptual Phase
FEL2 Prefeasibility Phase
Set targets for further value enhancement and risk reduction through application of Project Value Analysis (PVA), Value Engineering (VE) and risk management processes Define execution drivers and demonstrate an understanding of viable execution strategies complementing the business case.
Develop a workable plan and cost for taking the concept through to the FEL3 phase

Page 4
Ver: 02.07
PLP Phase
Project Team Goals

Optimize the project to refine project definition to a level sufficient to support controlled execution Establish the CRS shaping FEL3 project definition Support the assessment of the business proposition to a level of detail and accuracy appropriate for a decision on implementation funding
Gate Review Team Focus

Support the client to validate the basis for assumptions underpinning the business concept Check for the thoroughness of design development and planning to achieve the required levels of detail and accuracy, as well as project costs and benefits Check for the thoroughness of evaluation of opportunity and risk to the business case Check for the realism of benchmarks used to establish best-in-class achievable success criteria Check for the integrity of the FEL4 implementation planning and in particular ensure the PEP is specific to the project under study and is driven from a detailed understanding of the procurement, logistics, contracting, construction, social and environmental environments in which the project will be built
FEL3 Feasibility Phase
Demonstrate benchmark performance and achievable success criteria, following a review of opportunities and threats Investigate an acceptable risk profile and corresponding risk management plan Produce a detailed plan (PEP Parts A and B (Note: some projects will fully complete Part C, however it is usual for Part C to be completed as part of early set up activities in FEL4)) for taking the project through to FEL4 implementation and operational readiness steps Produce a detailed cost estimate, schedule and PEP for the FEL4 project execution phase Deliver the defined project outputs in accordance with the CRS, facilities description, PEP, budgets and timescales Satisfy the clients requirements Satisfy stakeholders requirements, as best as can be achieved Execute the project Manage the budget within defined parameters Manage the schedule within defined parameters Manage stakeholder expectations Manage changes required Manage risk resources, contractors, consultants, communications, procurement, engineering, construction, industrial relations, community and environmental activities
FEL4 Project Execution Phase
Typically, a Gate Review 4 is done when: Engineering is ~70% complete Procurement is well advanced, i.e. most equipment and material supply purchase orders are awarded Some field contracts have been awarded and others are being assessed post bid Validate the capital cost estimate and schedule to provide a firm view of final forecasts for project outcomes cost and schedule

Page 5
Ver: 02.07
1.1.1.2
Typical FEL Activities The activities typically undertaken in each FEL phase are shown in Figure 1-3.
FEL 1
Identify business need and CRS
FEL 2
FEL 3
FEL 4
Work the Plan - deliver the PEP Generate specifications Procurement Detailed Design
Confirm CRS
Establish CRS
Generate options
Prioritise options Execute preliminary design Evaluate costs and business case Generate preliminary PEP (Part A) Generate FEL2 phase report Gate 2 review Single option approved to move forward wth FEL3
Develop Project Basic Engineering Generate Project cost and business case Generate detailled PEP Parts A, B and C Produce FEL3 phase Report
Execute concept designs Evaluate costs and business case Generate FEL 1 phase report
Gate 4 Review Construction Test and Commission Archive Acceptance
Gate 1 review Viable Concepts approved to proceed to FEL2
Gate 3 Review Project option sufficiently defined ready for execution
Project closure Post Project Review Generate Close out report
Figure 1-3: Typical FEL Activities
1.1.1.3
Client Requirements Specification A capital project usually starts its life as a clients idea to address a market need, strategic imperative or other requirement. This idea or concept is generated through the cyclic strategic planning process within a particular clients business process. These plans are typically reviewed and updated over time. As the project passes from one phase to another, it is essential to confirm validity of the incoming CRS. The outcomes of a prior FEL phase might drive substantial changes to the content of the CRS for succeeding phases.

Page 6
Ver: 02.07
Consequently, the CRS needs to be reconfirmed at the beginning of each project phase. See Section 6 for references to the CRS guide, template and checklist. The initial business case will drive the basis for developing the FEL1 phase, progressing through gate reviews to the FEL2 and FEL3 phases, with continuous alignment to the strategic business plan to validate and define the overall project. The scope, schedule and cost for each phase are largely dependent on the CRS for each phase. The CRS defines the clients project requirements. The CRS is the vehicle for the client to provide the project team with information relevant to the project that only the client might know, due to their intimate knowledge of their business. The CRS should be a complete, clear and unambiguous statement of the clients requirements in measurable terms, and a key source document in setting the project context and the required commercial outcomes. A well-prepared CRS will greatly reduce the possibility of the project team making incorrect assumptions that deliver an unsatisfactory result to the client. The decision to proceed with any FEL phase is made on: The expected benefit of the end result of the project after completing the full FEL process for that phase An evaluation of the cost of the FEL phase The level of risk or uncertainty associated with the study and the outcome.
If the decision is taken to proceed to a particular FEL phase, a project team is assembled to execute the FEL study within the scope, time, cost and quality constraints defined in the CRS. The study team, in consultation with the Gate Review Leader or team, also defines the gate review criteria it will use to assess the quality of its deliverables against the CRS. 1.1.1.4 Gate Reviews The gate reviews, during as well as at the end of each FEL phase, assess compliance with the clients requirements in the CRS for the particular FEL phase. Gate reviews are an essential means of: Reviewing the project outcomes to date Confirming their alignment with the project objectives Reviewing the viability of the project Granting the necessary authorization for the project to be assessed for the next phase.
All large projects need to be reviewed for viability at regular, predetermined intervals before being permitted to continue, to ensure that they are still worthy of the investment of further time and capital.

Page 7
Ver: 02.07
1.1.1.5
FEL Sequences Typically, the deliverables produced in a project phase include the expected costs, schedule and plan to execute the subsequent FEL phase. The complete FEL phase project deliverables that pass the gate review are handed back to the client to assess the viability of the project, and to decide whether or not to proceed to the next FEL phase. As with the previous phase decision, the decision to proceed to the next FEL phase is typically based on the expected costs of the FEL phase, the residual risks and uncertainty as well as the expected viability of the final project deliverable. The process repeats through the FEL1 to FEL3 phases, until the start of FEL4. Before starting FEL4, the major capital investment decision needs to be made. This decision is made only if the level of risk and certainty of the outcome are in line with the clients level of investment and business investment criteria. When the FEL4 phase and project execution is completed, the fully developed asset is handed over to the client. Shortly after project completion and commencement of operations, the actual benefits of the project need to be assessed and compared to those in the business case against which the project was founded in the first place. Typically, this assessment is a year after start up, but at least after the asset-related business is running consistently at full capacity. This process closes the loop on the investment cycle back to the clients strategy and business processes.
1.1.2
Benefits Some of the many benefits for Hatchs clients of following a methodical and consistent approach throughout the PLP are: Improved capital investment effectiveness. Delivery of the required assets (performing as specified), at the right time and the right cost. Consistent approach to capital project execution across client organizations. Standardization and common understanding of terminology. Alignment of the clients project and the operations teams strategic planning functions. Rigorous gate review process with defined deliverables to ensure a comprehensive, consistent phased approach to all projects. Better defined cost and schedule estimate levels, with less variability between clients/ various projects. Project schedule planning and project controls standards established for project development. Active management of project risk as, in each phase, risk reduction needs to be demonstrated when compared to the risk profile at the phase start.

Page 8
Ver: 02.07
2.
Scope
This FEL Overview Process Guide provides an overview of the FEL1, FEL2 and FEL3 phase work undertaken by Hatch.
3.
Definitions
ARD: Acid Rock Drainage Capital Expenditure (CAPEX): The expenditure on goods and services that will increase the fixed assets of a company. Client Requirements Specification (CRS): A document defining the complete customers requirements on a project in clear and measurable terms. It is used as the basis for developing the scope of facilities and scope of services. Construction Work Package (CWP): An executable construction deliverable that defines in detail a specific scope of work and should include a budget and schedule that can be compared with actual performance. The scope of work is such that it does not overlap another CWP. DCF: Discounted Cash Flow Estimate at Completion (EAS): The expected total cost of an activity, a group, a group of activities, or the project when the defined scope of work has been completed and recognizing all anticipated variances from the current budget. EPC: Engineering, Procurement, Construction Engineering, Procurement and Construction Management (EPCM): A project delivery mode in which the seller designs, manages the procurement of the necessary goods and services from other sellers on behalf of the buyer, manages the construction of the installation on behalf of the buyer, and manages the overall project on behalf of the buyer. ES&CI: Environment, Sustainability and Community Interface ESIA: Environmental and Social Impact Assessment

Page 9
Ver: 02.07
Facility Breakdown Structure (FBS): A breakdown of the project deliverables as physical assets based on function (process flow sheets). It includes all of the permanent plant facilities that will be provided by the project and is included in the work breakdown structure. FEP: Functional Execution Plan Front End Loading (FEL): The process for conceptual development of projects in processing industries. Hatch Knowledge Centre (HKC): The HKC is a centralized service for the business to collaborate, share and manage information not stored in other Hatch systems. HSEC: Health, Safety, Environment and Community Off Project Review: Off project reviews are led and conducted by teams not actively engaged with the development of the project. The team is selected to provide an experienced and independent perspective to project reviews. Typically, off project reviews during FEL development work take the form of a gate review. Operational Expenditure (OPEX): The OPEX includes variable costs (utility purchases, catalysts and chemicals consumed, etc) and fixed costs (labor, maintenance, contract payments, sundries, local head office costs, service company costs, but excluding depreciation) that are endured by the continuing operational function. Package Breakdown Structure (PBS): Specific form of a work breakdown structure in which the project deliverables are organized for project delivery. In this breakdown, the project elements are organized into prepurchased equipment packages and construction contracts for detailed engineering, procurement and construction. Project Execution Plan (PEP): A formal, approved document or collection of documents used to manage the execution phase of a project (i.e. FEL4 phase). It includes a description of the project management strategy, scope statement, the Work Breakdown Structure (WBS), cost estimates, project schedule, project control baselines, major milestones, resource requirements, and subsidiary management plans as required (e.g. scope, schedule, cost, communications, health and safety, quality, risk, engineering, procurement, construction and commissioning). Project LifeCycle Process (PLP): PLP is Hatch's project delivery methodology. It embodies our complete approach and tools to deliver projects throughout their life cycle, from concept to installation and operation, in a structured, phased methodology.

Page 10
Ver: 02.07
Project Management Body of Knowledge (PMBOK): A book published by the Project Management Institute (PMI) that represents a set of standard terminology and guidelines for project management. PVA: Project Value Analysis Quality Assurance (QA): Part of quality management focused on providing confidence that quality requirements will be fulfilled. Quality Control (QC): Part of quality management focused on fulfilling quality requirements. TOC: Table of Contents Value Engineering (VE): A function based problem solving technique that uses team interaction to maximize the value of each project. Value is the ratio of functionality to cost as perceived by the customer, function is the specific task required to satisfy a customer need, and cost is the resource consumed in achieving the function. Value Improvement Practice (VIP): Practice from previous experience which will add significant value to the current project or business and lead to an improvement in safety, cost, schedule, maintainability and operability outcomes. VIPs are commonly used to improve cost, schedule and the reliability of capital investment projects. Work Breakdown Structure (WBS): A deliverable oriented grouping of project elements that organizes and defines the total work scope of the project, including both permanent plant facilities (organized according to the facilities breakdown structure) and temporary facilities and services required to construct the permanent plant facilities. Each descending level represents an increasingly detailed definition of the project work. For additional definitions refer to the Hatch Knowledge Centre Glossary.

Page 11
Ver: 02.07
4.
4.1
4.1.1
Project Process Description

Study Purpose
Project Definition The objective of the FEL1, FEL2 and FEL3 phases is to define a project that will meet the objectives and requirements of our clients. FEL4 phase is devoted to executing the project using baselines defined in FEL3 to control and manage project execution. Project definition involves doing work in a structured framework to answer: Have we defined the right project that meets the clients expectations? Have we done the right FEL phase work for the right project?
These questions are further broken down in Figure 4-1. The requirements and implications of these questions are explored in the following sections. The final element of this Guide addresses the project management elements associated with undertaking FEL phase work (see Section 4.4).
Have we defined the right project Has the scope been fully defined? Has the project configuration been defined, studied and optimized? Have the execution requirements for the project been defined? Have the business objectives been met? Have we done the right FEL phase work for the right project Does the work done in the phase align with the expected accuracy outcomes? Does the work of the phase cover all elements required to define the complete project?
FEL Phase Project Definition

Figure 4-1: FEL Phase Project Definition
4.1.2 4.1.2.1
Defining the Right Project Scope Definition Definition of the complete project scope is a fundamental requirement in determining that we are studying the right project. A complex project might contain multiple elements over multiple locations. Robust project scope definition requires that all project elements required for the project to operate and produce a saleable product at the point at which revenue from the project is realized are uniquely identified and included within the scope of the study, (refer to Figure 4-2). Doing so ensures the complete project is evaluated during the phase.

Page 12
Ver: 02.07
Location 1- On-site infrastructure, indirect groups and wrap around systems On Plot
On Plot - Mine
Project Battery Limit
Product
On Plot Process Plant
Battery Limit
Location 2 On-site infrastructure, indirect groups and wrap around systems On Plot
On Plot - Mine
Battery Limit
On Plot Process Plant
Off site Infrastructure, indirect groups and wrap around systems Off Plot
Figure 4-2: Complete Project Scope Definition
To assist in rigorously defining the physical asset, allocating costs and preparing schedules in a meaningful manner, it is usual to break the total project down into subsections: areas, facilities, sub-facilities and systems. The WBS defines this breakdown. The level of definition required by a phase is shown in Figure 4-3.

Page 13
Ver: 02.07
Figure 4-3: WBS Definition
WBS development should consider the complete project scope, i.e. the on-plot scope and offplot scope, to an agreed set of battery limits defined within the CRS, see Figure 4-2. Note: Indirect groups reflect temporary work required to support the construction of the project, e.g. camps, warehouses and construction power. The WBS should be defined at the beginning of a phase, as the WBS drives: Estimate presentation Schedule development Equipment tagging Line numbering Drawing numbering.
The WBS should contain all elements of the project, as shown in Figure 4-2, for example: On site elements, including:

Processing facilities Infrastructure Wrap-arounds Indirect elements, including temporary facilities and construction facilities.

Page 14
Ver: 02.07
Off-site elements, including:

Infrastructure Wrap-arounds Indirect elements, including temporary facilities and construction facilities.
4.1.2.2
Defining the Right Project - Have All Options Been Exhaustively Identified? Efficient progression of a project from FEL1 to FEL3 and then into construction requires that the right project is defined. In the previous section, the project was disaggregated into discrete components to ensure complete definition. Now, we question if we have defined the right project. Questions that influence this decision might include: Have the most appropriate (globally available) technologies been applied? Has the optimal and sustainable capacity been defined? What products and to what specification and quantity are to be produced? Are optimal sites selected for project development? Is the project configuration optimal? Is the construction methodology designed to meet the projects need? What are the costs of constructing the proposed project? Are there environmental, social and community sensitivities that will shape the project? Other questions specific to the project.
For any project there are many answers for these questions, which are often integrated in a web of complex interactions. The objectives and processes within each of the FEL phases are summarized below. 4.1.3 4.1.3.1 Defining the Right Project - FEL Phase Implications FEL1- Concept Study
Table 4-1: FEL1 Concept Study
FEL Phase
FEL1 Concept Study
Objective
Define the range of potential project options for definition and development that meet the business needs of the client. In other words, what are the viable options for development of this project? The work of this phase may be termed Optioneering.

Page 15
Ver: 02.07
4.1.3.1.1
Evaluate Options and Select the Base Case Typically, some options might fail a prescreen hurdle assessment, a fatal-flaw analysis and, with further work, a business-case hurdle test. The work of this phase is to establish frameworks to constantly evaluate options through the phase, eliminate options with cause, and then develop those options that meet the business case. Typically during FEL1, one option of many surviving the business case hurdle is designated as the base case for comparison purposes. A possible scenario for option identification and analysis through FEL1 is shown in Figure 4-4.
4.1.3.1.2
Documenting Analyses As many major projects span many years and might often experience staff turnover on both the client and Hatch teams, it is critical during this phase to document analyses and rationale for eliminating options. It is also prudent to document those conditions, if any, under which rejected options become viable. In this way, costly revisiting of discarded options during future project phases may be avoided. Continuous Option Screening during the Phase Tools and methodologies applicable to the FEL1 phase rely on qualitative decision-making methods as described in the FEL1 Process Guide (refer to Section 6). Early elimination of options, with good reason, allows budget allocations, with client consent, to be applied to the remaining options to develop improved option definition, rather than continuing to apply a uniform effort to all options through to the end of the study.
Pre Screen Hurdle Fatal Flaw Hurdle Business Case Hurdle
4.1.3.1.3
Option 1
Option Study
Option 2
Option Study
Base Case
Option 3
Study Work
Option 4
Option Study
Option 5
Study Work
Option 6
Option Study
Option definition stopped upon failure to pass the hurdle. Work to this point is documented in the final Study deliverable with the rationale for failing the hurdle
Figure 4-4: FEL1 Option Analysis

Page 16
Ver: 02.07
4.1.3.2
FEL2 - Prefeasibility Study

Table 4-2: FEL2 Prefeasibility Study
FEL Phase
FEL2 Prefeasibility Study
Objective
During FEL2, the objective is to define the single preferred option that meets the business needs of the client and will be studied in detail in FEL3, by: Evaluating the options arising from FEL1 Improving the level of understanding of the project and its implementation As in FEL1, where possible, progressively eliminating options that, upon further investigation, contain a fatal flaw, or fail to meet the business case requirements. This phase focuses on option ranking and elimination.
4.1.3.2.1
Evaluate and Eliminate Options - Recommend a Single Option for FEL3 As with FEL1, options should be eliminated with cause. The remaining FEL2 work should be biased towards reducing the risk profile of the remaining options and improving project definition for those options, with client consent. This may involve test work or third party information to be sought to bolster assessments to allow identification of a single recommended project option for FEL3 investigation. Documenting Analyses Eliminated options should be reported within phase-end deliverables to evidence a rigorous and transparent process leading to the recommendation of a single option to be carried forward into FEL3. Continuous Option Screening During the Phase Decision-making frameworks at this stage should become more objective with data collected from field investigations, test work and other newly collected project data underpinning analyses and recommendations. Data and models from FEL1 should be used to trend option performance as new and better information develops through the phase. Like the FEL1 phase, options that can be eliminated early, with cause, allow the remainder of the FEL2 phase to focus on improving definition for the remaining options. Use of financial models to assess the viability of the business case should begin in FEL2. A possible scenario for option identification and analysis through FEL2 is shown Figure 4-5.
4.1.3.2.2
4.1.3.2.3

Page 17
Ver: 02.07
FEL 1 Inputs
Fatal Flaw Hurdle
Business Case Hurdle
Option 1
Option 2
Base Case From FEL 1
FEL 2 Option Study
Option for FEL 3
Option 3
Option 4
FEL 1 Result
Option Study
Option 5
Option 6
FEL 1 Result
FEL 2 Option Study
4.1.3.3
FEL3 - Feasibility Study

Table 4-3: FEL3 Prefeasibility Study
FEL Phase
FEL3 Feasibility Study
Objective
Project definition to a level to enable a business decision to be made to build the project and provide:
Control baselines for: Cost estimates Schedules Scope. To enable the project to be built according to the definition contained within the FEL3 phase end deliverable, i.e. the study report. In short define the project to be built and how it will be built. The phase focuses solely on project definition to:
Robust project definition Execution planning
Make an investment decision to build the project Provide a robust baseline to manage and monitor project execution performance through the FEL4 phase.

Page 18
Ver: 02.07
4.1.3.3.1
Planning for Project Execution Unlike FEL1 and FEL2, FEL3 is aimed at project planning from an execution perspective to: Generate sufficient information to allow a decision on execution to be made (including finance) Define the baselines against which the project will be managed and controlled during FEL4.
As such, it is expected that at the start of FEL3: All field data collection and test work is substantially complete A single definition exists for the project for:

Scope Execution method Schedule Financial objective.
4.1.3.3.2
Single Project Definition and Optimization As expected, FEL3 as shown in Figure 4-6 reflects an absence of option evaluation, and focuses on a single project definition for the phase. Inherent and necessary FEL3 work includes analyses to refine such things as equipment selections, packaging strategies and construction methodologies, which are necessary to optimize the project and provide information necessary for baseline definition. The FEL3 phase is notably different from the previous project phases. All major defining decisions about the project and its implementation have been studied and rationalized during FEL1 and FEL2. FEL3 work is focused on optimizing the single project definition recommended from FEL2, and then extending that definition to meet the accuracy requirements of the phase (see Section 4.2.1).
4.1.3.3.3
Continuous Project Assessment during the Phase During the FEL3 phase work, a constant review of the business case should be maintained to incorporate new data when it becomes available. Consequently, the financial model framework for FEL3 is refined from FEL1 and FEL2, and the model populated with FEL2 data and then updated as new data emerges. If adverse trends in the expected business case are determined, such trends should be discussed with the client and, if required, alternative strategies developed, if possible, to mitigate the adverse trend. Such changes require strict application of change control protocols before implementation.

Page 19
Ver: 02.07
FEL 2 Inputs
Fatal Flaw Hurdle
Business Case Hurdle
Option 1
Option 2
Base Case From FEL 2
FEL 3 Project Planning
Project for FEL 4
Option 3
Option 4
Option 5
Option 6
4.1.3.4
FEL4 - Execution
Table 4-4: FEL4 Execution
FEL Phase
FEL4 Execution
Objective
Build the project to the definition and baselines defined in FEL3
Work in FEL4 entails executing the project as defined in FEL3 (see Figure 4-7.). It is expected that in FEL4, the task of the project team is to manage the delivery of the project according to the strategies and plans recorded in the PEP developed in FEL3. The team will monitor progress and change against the project baseline data developed in FEL3. Refer to the FEL4 process guide in Section 6. The deliverables and mode of project delivery are defined in the PEP. The focus for Gate Reviews in FEL4 moves from a definition focus as in FEL1 through FEL3 to a focus on validation that the setup task is complete and that the scope cost, schedule and other project metrics are being tracked, trended and managed to provide our clients with a reliable perspective on final project outcomes.

Page 20
Ver: 02.07
Whilst the focus for the phase is aggressively resist change, change can and will occur during the project as new information and circumstances present themselves. In all cases it is expected that the Project Manager and the project team define change as and when it occurs, and resist the temptation to act unilaterally and initiate change before the full impacts are well defined and approved by the client. Hatch stands behind being honest and open with our clients, and strive to develop strong client relationships. Short-term acquiescence to address client demands will initially bring favor. However, this favor soon evaporates, and client relationships are destroyed when the full impact of implemented change becomes apparent, usually long after the decision to implement the change has passed. The focus for the team and their managers is to proactively assess and seek alignment on change with our clients, affording them the chance to buy into impacts, rather than being presented with sticker shock later in the project.
FEL 3 Inputs Business Case Hurdle
Option 1
Option 2
Definition from FEL3
Execute against Baselines defined in FEL3 Strive to improve the Business Case through Execution
Option 3
Option 4
Option 5
Option 6
Figure 4-7: FEL4 Execution
4.1.4
Project Execution Planning Within PLP processes, the study work plan should not be confused with the PEP, as: The PEP defines the strategies, plans and baselines associated with construction of the project, i.e. the PEP defines the FEL4 project execution phase. The study work plan defines the work to be completed in a project phase, specifically FEL1 to FEL3. Within the study work plan, one activity should be the development of the PEP, according to Table 4-5.

Page 21
Ver: 02.07
4.1.4.1
Project Execution Planning and Costs Amongst many variables, project execution planning is a significant driver of project cost, both direct and indirect. With indirect costs ranging up to 50% of the Estimate at Completion (EAS), and Engineering, Procurement and Construction Management (EPCM) costs typically ranging between 10% and 20% of the EAS, the services management element of a project often contains the largest single-line cost items for the project. Choice of execution method drives: The capital cost of the project. Consider, for example, the costs of multiple, large module yards in multiple countries with seaborne shipment of modules weighing 5000 tonnes or more, compared to conventional in-country stick-built approaches. The split of cost between client and the management organization. clients often do not carry the full cost to the company of their client team members. Other client-related costs are sometimes not visible to the EPCM team, as these are sometimes buried in corporate overheads. This issue often causes much discussion with clients, as prima facie the Hatch unit cost is much higher than that of the client. After inclusion of indirect costs on a comparable basis, client and Hatch costs come into alignment. Nevertheless, it is often a lower cost for client team members that will be seen in the final estimate, depending on the accounting policies of the client. Split of work responsibility between the client, Hatch, vendors and contractors might include the following:
Some clients prefer to manage the complete procurement process themselves, with Hatch managing the remainder of the EPCM mandate Use of specialist Engineering, Procurement, Construction (EPC) providers results in increased direct costs and a reduction in EPCM costs and alters the level of EPCM team effort required to manage the project Use of general contractors might result in Hatch providing a management and control service to the project.
Our experience provides strong evidence that uncontrolled change in execution approach from one phase to the next drives significant adverse cost and schedule trends into the final project cost. 4.1.4.2 Staged Project Execution Plan Within the PLP, early definition of PEP is considered essential, and capital costs should be aligned to the content of the PEP. The staged development of the PEP is shown in Table 4-5.

Page 22
Ver: 02.07
Project Management Process Guide FEL Overview Table 4-5: Stage PEP Completion through the PLP Phases FEL1 FEL2 FEL3 FEL4 In use from FEL3 Complete Ready for execution Plan reviewed, confirmed and any changes approved and incorporated into the PEP
PEP Part A Project Definition and Execution Strategy Development
Developed Not started Major execution strategies defined
Complete Project Execution Plan Part B Functional Execution Plans (FEP) Not started Not started All (FEP) are aligned with Part A and ready for execution
In use from FEL3 Plan is reviewed, confirmed and any changes approved and incorporated into the PEP
Substantially complete In use from Baseline data FEL3 from FEL3 Preliminary collated. Full Baseline data allocation of Data extracted from FEL3 is costs to from the capital collated and packages, cost estimate fully ported contracts and and project into the project Construction schedule systems as Work control Packages baselines (CWP) might be held over to FEL4.
Part C Control Baselines
Not started
4.2
4.2.1 4.2.1.1
Phase Requirements
Phase Deliverable Accuracy Requirements Drivers and Definition The Study Manager for a given phase is tasked with understanding the major drivers of estimate accuracy and to define a balance between meeting client requirements for phaseend accuracy requirements, the work to be done in the phase and, therefore, the cost of our services as seen by the client.

Page 23
Ver: 02.07
4.2.1.2
Estimate Requirements Figure 4-8 shows the relationship between the expected outcome and the requirements for the definition of inputs to the estimate in order to achieve the required estimate accuracy levels. Many clients refer to studies achieving a certain accuracy requirement only, and leave it to the study team to do the work necessary to achieve that level of accuracy. For experienced project developers, the linkage between the level of effort within a study phase and the expected accuracy outcomes is well understood. For less experienced project developers, this linkage is poorly understood. During development of the scope of work for a project phase, it is essential to clarify and reach a mutual understanding of the level of effort required to deliver the expected estimate outcome. Within each of the FEL process guides (FEL1 to FEL3, see Section 6) guidance is provided by discipline on the requirements for generating the quantity and unit cost drivers for preparing the estimate. Figure 4-8 summarizes this information.
Cost Basis
Awarded Contracts/Purchase Orders actual costs
FEL 4
(accuracy 10 to 0%)
Firm Bids materials and equipment. Contractor pricing for construction.
FEL 3
(accuracy 15 to 5%)
Budget Quotes, previous project data
FEL 2
Capacity factored using judgment, prior project data and stochastic models (accuracy -10 to +30%)
FEL 1
(accuracy -50 to +100%)
Factored Quantities from previous projects or parametric estimating tools
Preliminary Quantities Major Equipment defined, preliminary assessment of major commodity elements.
Determined near Approved for Construction, all disciplines
Approved for Construction, Awarded or Constructed Quantities
Quantity Basis
Figure 4-8: Estimate Basis and Accuracy
1, 2, 3
The +/- level value represents a typical percentage variation of actual costs from the cost estimate, after applying contingency (typical at a level of 50% level of confidence, i.e. P50) for a given scope. 2 Refer to PLP-620-020-0001 Project Capital Cost Estimate Discipline Guide 3 The accuracy ranges shown on the Figure 4-8 are included as a guide and describe a target accuracy only. In practice there is a range around the maximum and minimum expected estimate accuracy ranges as well.

Page 24
Ver: 02.07
4.2.1.3
Estimate Accuracy Accuracy assessments are increasingly driven by analysis rather than an arbitrary assessment. For FEL3 and FEL4 phases, and some complex FEL2 studies, quantitative risk assessments are undertaken, and an objective measure of estimate accuracy is defined. Figure 4-9 shows how estimate accuracy can be demonstrated objectively. It is usual that accuracy in this context is quoted against a confidence range, i.e. over a range of 10% to 90% (the range provides an 80% chance of the project neither under running or overrunning) the accuracy is assessed as y%, +x% around an expected (P50) value of Z. The choice of contingency level will vary from client to client and according to their appetite for accepting cost risk. The figure shows one position for defining contingency, there are many and the definition of an appropriate contingency level requires negotiation and agreement with the client. The challenge in completing the phase of work is to focus on work elements defined within the gate review checklist that have significant leverage in influencing the estimate and accuracy targets for the estimate. The study work planning process should reflect an assessment of the major drivers for the capital cost (hence where the project definition effort should be spent) and the work required to achieve the levels of estimate accuracy required of the phase. Completion of all items within the gate review checklist to the required levels of completion defined in the gate review checklist might result in effort being applied to work fronts with marginal impact on overall project viability.
Capital Cost Estimate Cumulative Probability Distribution Accuracy (-%) Accuracy (+%)
Probability of under running estimate %
P50 or Median 50/50 chance of under run
P10 10% chance of Under run
Contingency
Risk Funds
P90 90% chance of under run
Base Estimate
Capital Estimate
Figure 4-9: Estimate Accuracy Definitions

Page 25
Ver: 02.07
4.2.1.4
Gate Review Checklist The gate review checklist (refer to Section 6) provides, per phase, a definition of: The typical suite of work, by discipline, required to demonstrate the levels of investigation and analysis required of each project phase The level of completion required of analysis and definition activities within each of the suites of work.
Completing all items within the gate review checklist is expected to strongly influence the achievement of the required level of accuracy required of the phase. Upon consideration of the influence of all items within the checklists, not all items contribute to the estimate accuracy equally. 4.2.2 4.2.2.1 Hatch Requirements - Determining the Work Required in the Phase Study Scope and Content The major subject areas to be considered for study work during a phase is defined within the study report template contained within the HKC (refer to Section 6). The Table of Contents (TOC) for the study report spans subject areas that our clients expect. Section 4.2.3 outlines examples of subject matters for phase-end reports expected from some of our major clients. The subject areas within the report template, which are general requirements for study work in each phase, are shown in Table 4-6. Appendix A provides an executive summary of the objectives of each section of the study report, and the level of completion required of the phase. Review checklists provide detailed guidance on the types of deliverables and their level of completion required for a given FEL phase. Consistently, the message to FEL phase leaders and managers is to use the guidelines to understand what can and should be done in a FEL phase. The impact a single element has on the overall target phase accuracy and definition requires assessment and justification by the FEL phase team when preparing the FEL phase work plans (study work plans and PEP) and, subsequently, related gate reviews.
Table 4-6: Study Reports Sections
Report Section 1 2 3 4 5 6 7 8
Section Title Executive Summary Project History Geology Mineral Resources Mining Process Definition Engineering Development Project Layout
Report Section 14 15 16 17 18 19 20 21
Section Title Human Resources Operating Cost Estimate Market Analysis Legal and Fiscal Health, Safety, Environment and Community Sustainable Development Financial Analysis and Evaluation Project Risks and Opportunities

Page 26
Ver: 02.07
Report Section 9 10 11 12 13
Section Title Process Plant Site Development and Infrastructure Business Systems Project Schedule Capital Cost Estimate
Report Section 22 23
Section Title Execution Plan Operations Assurance
The development of the final TOC and the specific requirements for each TOC section for the current phase requires: Alignment with the client Execution at the beginning of the phase Documentation within the CRS.
In general, the objectives and requirements of each subject area within the TOC are outlined in Appendix A. Appendix A provides an insight into the objective subject matter to be considered in each phase of the project and the required completion status. Appendix A may be thought of as an executive summary to the gate review checklist (refer to Section 6). The study TOC is intended to provide: 4.2.2.2 A refresher for experienced personnel A guide for people new to senior roles and undertaking gate reviews A guide for new Hatch personnel on the requirements for completing FEL1, FEL2 and FEL3 work.
Gate Review Activities and Risk Management The gate review checklist provides: The detail to evidence that the correct level of work has been undertaken in completing the phase An objective basis on which to assess project risk and consequent contingency, and risk provisions, to be included within the project definition to achieve phase completion.
Note that completion of all gate review checklist items to the requirement of the gate review checklist is not often achieved on the first pass through a phase. The gate review checklist provides a prompt to start the discussion on risk mitigation. The closure of the discussion and demonstration of how risk mitigation measures have been included within the final phase deliverables is an essential obligation of the Study Manager. Section 4.3 provides guidance on the implementation of the gate review process as a necessary part of any work leading to completion of a FEL phase.

Page 27
Ver: 02.07
4.2.3
A Client View on Phase Deliverable Content The subjects to be considered within a FEL study, independent of the scope option, are well defined. Clients have their own specific needs and reporting formats, as shown in Table 4-7. The development of the phase-end TOC is required when developing the study work plan for the current phase. The study work plan defines responsibilities for completing each element of the final deliverable, and should be defined along with responsibilities for reviewing and updating processes for inputs generated from others. Whilst there are specific requirements of some clients for the order in which materials are presented, on the whole, the subject matter to be covered during a phase evaluation is common to all of our major clients. The Hatch Study Template (refer to Section 6) has been developed to cover each of the major topics our clients require.
Table 4-7: Phase-End Deliverable Structure and Subject Matter Examples
Section
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Client 1
Summary and Recommendations Business Strategy Marketing Country and Regional Settings Security Stakeholders and Communication Government and Communities Human Resources and Industrial Relations Tax, Legal and Commercial Permits and Approvals Health and Safety Environment Geology Geotechnical Hydrology and Hydrogeology Mining
Client 2
Executive Summary and Recommendations Development Approach Risk Health and Safety Environment External Relations Geology and Mineral Resources Mining and Ore Reserves Mineral Processing Waste Management Infrastructure and Services Logistics Human Resources Technology and Information Systems Project Execution Operations
Client 3
General Strategy Market Analysis Risk Management
Client 4
Executive Summary Strategy Market Analysis Risk Management
Geology and Mineral Geology Resources Mining Mining Metallurgical Processing Infrastructure Engineering Development Human Resources Project Execution Operations Management Information Management Health, Safety, Environment and Community External Relations Capital Cost Estimate Metallurgical Processing Mineral Resources and Reserves Infrastructure Engineering Development Operations Management Human Resources Information Management HSEC and Sustainable Development External Relations Capital Cost Estimate

Page 28
Ver: 02.07
Section
17 18 19 20 21 22 23 24 25 26 27
Client 1
Process Process Plant
Client 2
Closure and Rehabilitation Capital Costs
Client 3
Client 4
Operating Cost Estimate Investment Evaluation Ownership, Legal and Contractual Project Execution Work Plan Project Status and Reviews
Infrastructure and Services Project Execution Planning Construction Management Operations Readiness Capital Cost Estimate Funding Operating Cost Status of Studies Estimate Risk Management Work Plan- Future Business Analysis Next Stage Execution Planning
Operating Cost Estimate Ownership, legal and Contractual Operating Costs Investment Evaluation Marketing Project Status and Reviews Ownership, legal and Work Plan approvals Financial Analysis
4.3
Gate Reviews
The last element of the PLP process for a phase is the review to define the degree to which all elements of the work described in the study work plan have been completed, and to provide a quantified assessment of the risk remaining with project definition. The gate review process guide (see Section 6) provides direction on the objectives of the gate reviews, the determination of which projects require review and the process of the review. A formal review session provides the organization with an off-project status review and provides recommendations for the Study Manager to improve the work completed to date. Regardless, the Study Manager is encouraged to regularly refer to the gate review checklist to ensure all elements likely to have an impact on the accuracy requirements of the phase, or on the quality of deliverables, is appropriately addressed. If a gap is found in work in progress, work to close the gap should be prioritized to those elements with the greatest leverage on overall phase-end deliverable accuracy.
4.4
4.4.1 4.4.1.1
FEL Phase Management

Prior Phase Work Level of Completion of the Previous Phase Work The integrity of the PLP process rests on the completion of a structured program of work before progressing to the next phase. The linear progression from one FEL phase to the next leading, ultimately, to Hatchs execution of the project is our preferred development approach. However, Hatch often undertakes discrete FEL phase projects, and furthers the work of others.

Page 29
Ver: 02.07
It is necessary at the beginning of a new FEL phase to develop a good understanding of the level of completion of the previous phase before starting the current phase of work. Incomplete work elements from a previous phase might result in: New options entering the project, driving unplanned work, cost and schedule impacts New information based on exploration, field investigation or test work programs, contradicting assumed or preliminary data and requiring major scope upgrade, or revision to the business-case outcome Rework and delay from many areas.
4.4.1.2
Previous Phase Gate Review When starting a new phase, it is required that the Study Manager reviews the outcomes of the previous phase gate review. When Hatch undertakes FEL phase work from third parties, it is prudent to: Review the work of the previous phase using gate review protocols Define gaps, or outstanding items, requiring completion from the previous phase of work (this analysis is usually done by the Hatch team undertaking the new phase of work).
4.4.1.3
Outstanding Items Regardless if a previous phase was completed by Hatch or a third party, it is necessary to confirm outstanding items have been: Completed and outcomes are available for the start of the current phase; or conversely completion gaps are defined Defined the work required to address outstanding work issues has been defined, and agreement made with the client:

For the outstanding work to be completed as part of the current phase That the work will not be done, in which case, records of this decision need to be kept and appropriate entries made in risk registers to ensure risk associated with these items is captured during risk reviews, and appropriate allowances are made.
4.4.1.4
Gate Review Checklist and Benchmarks Completion of all elements within the gate review checklist provides strong guidance on whether or not the requirements of a FEL study have been delivered. The checklists should be used as a guide for completing the phase. A balanced view should always be maintained to ensure focus is applied to those elements with the greatest leverage on defining project definition, and the accuracy of that definition. The benchmarks for contributing to the successful completion of a FEL phase include: Achievement of the objectives of the phase in terms of scope definition and project option analysis

Page 30
Ver: 02.07
Alternatively, substantial completion of the appropriate elements of the work defined within the gate review checklist, but with appropriate adjustments and allowances to cost and schedule to allow for work that is not complete Achievement of the levels of accuracy for estimates produced for:

FEL1 and FEL2, which is evidenced by completion of the checklist FEL3 and complex FEL2 projects, by a quantitative risk assessment.
See Figure 4-8 and Figure 4-9. If all work elements contained within the gate review checklist are completed to the prescribed standard, and yet the phase fails to meet the objectives of the phase, a determination needs to be done as to whether or not the phase has been effectively completed, for example either the project has: 4.4.2 4.4.2.1 Incomplete or insufficient option identification or ranking Not met estimate accuracy requirements.
Management Management Workflow The work processes, hence the work of management, to be applied to any FEL phase is similar and follows the model shown in Figure 4-10. Within the HKC are detailed workflows describing Hatchs methodology for developing projects. These workflows have been aligned to the major process groups shown within Figure 4-10, and are not repeated within this guide. The management processes required to be implemented by a Study Manager of FEL phase work is outlined in detail within the project management discipline guide (see Section 6). The critical elements of each process step shown in Figure 4-10 are contained within each of the respective FEL1 FEL2 and FEL3 Process Guides. The following outlines specific topics to be considered by project leaders in developing FEL phase work.
Execute
Context
Setup
Evaluate
Close Out
Control
Figure 4-10: Management Workflow

Page 31
Ver: 02.07
4.4.2.2
Level of Effort and Management Controls The level of effort to be applied to each of these management activities for each FEL phase is represented in Figure 4-11. The specific responsibilities of the Study Manager for a FEL phase are detailed within the study manager role description (see Section 6).
Context, Setup, Execute, Control, Evaluate, Closeout
Level of Effort
FEL 1
FEL 2
FEL 3
FEL 4
Figure 4-11: Management Level of Effort per FEL Phase
In establishing the management framework for a phase, a balance has to be made in the effort and systems applied to doing the phase work, and the work of managing a phase and delivering an outcome within the managed expectations of the client. Completion of high-quality technical work without appropriate management controls, resulting in overruns and delays, has the potential to: 4.4.2.3 Sour the outcome of the current phase Prejudice the client against awarding further work to Hatch.
iPas Suite of Tools - Tools, Systems and Processes A typical roll out of Hatch systems (iPas tools) for each FEL phase is shown in Figure 4-12. Unless noted to the contrary full systems application is expected for all FEL phases.

Page 32
Ver: 02.07
Figure 4-12: Typical iPas Tools Usage by FEL Phase
Systems requirements for the phase need to flow directly from the study work plan. The study work plan defines the disaggregation of phase work into work packages, and how the work of those packages is managed and delivered. The iPas suite of tools have been designed to be scalable and applicable to projects ranging from large EPCM projects launched across several countries down to small studies. The study work plan provides the direction on the level of application of the tools. The Study Manager is accountable for defining an appropriate management system using appropriate tools, systems and processes to provide the client with a controlled, transparent and predictable phase delivery. 4.4.3 4.4.3.1 Phase Work Planning Study Work Plan The requirements for PEP development through the PLP are defined in Section 4.1.4, and distinctions drawn between the PEP and the study work plan. The study work plan requirements are defined within the Study Work Plan Process Guide, see Section 6. The study work plan process guide details the processes to be undertaken to prepare a robust plan to complete the FEL phase, and these processes are shown in Figure 4-13.

Page 33
Ver: 02.07
Define Scope
Define Package Structure
Define Package Work Plans
Work Plan Integration
Setup
Implement
Figure 4-13: Study Work Plan Processes
The processes to form a study work plan are the same for all FEL phases. The effort and detail required to develop a work plan that provides a sound baseline on which to manage the work of the phase follows the level of effort required to manage the phase, refer to Figure 4-11. 4.4.3.2 Package Work Plans For FEL1, FEL2 and FEL3 studies, emphasis needs to be placed on developing the individual work plans for each package, and defining the basis on which work will start and be progressed: Relative to other interrelated work packages For packages where there is concurrent or parallel work in developing the information required as inputs to other work packages, for example:
How to progress process design when sample collection, sample testing and process testing has not been completed or started? How to progress process design related to a mine whose mine design, production schedules and expected run-of-mine feed specification is being defined as part of the current phase?
For parallel work, work normally proceeds on the basis of assumptions or data developed from the previous phase. It is prudent within the package work plan to define hold and check points to confirm that data developed during the phase supports the incoming assumptions. Where there are variances, a change process needs to be triggered. The package work plan and manner of work plan integration contained in the study work plan provides the baseline against which variations can be identified and assessed. 4.4.4 Final Phase Deliverables - Quality Assurance The content and requirements to be demonstrated in the deliverable, normally a report or input to a report, are shown in Appendix A. The final deliverable is the one deliverable that encapsulates months, and possibly years, of high-quality work from within Hatch. The report is expected to: Transparently evidence the work, analyses and conclusions formed during completion of the current phase Demonstrate to a third party that the objectives of the phase (see Appendix A) have been met Be a standalone document.

Page 34
Ver: 02.07
Typically, the report will be disaggregated and distributed widely within the client organization and third parties (contract allowing) for review and acceptance. Report preparation is one of the last opportunities to present a quality product by Hatch for the current phase. Therefore, it is important to consider that: The report is written as if by one person and is written to present objectively and impartially the work and findings of the study. The quality of writing and presentation matches the quality of the technical and other inputs. Consideration should be given to appointing a technical writer and editor to review and polish the report before presentation to the client. The report format and content is agreed early in the phase with the client to ensure their expectations are fully reflected in the final deliverable.
Report writing is often left as the last, undesirable work activity on a project. Managers are encouraged to start report preparation early, and to progressively assemble the report in both hardcopy and electronically to allow progressive release to the client. Early definition of protocols for report preparation and definition of protocols for assembly of the report within iPas DM is encouraged, and should form part of the study work plan. The assembly and status of report elements should become a routine subject for management progress review during the phase.
5.
5.1
Responsibilities and Cross-Functional Requirements

The Study Manager and Project Sponsor represent the two most important roles to be performed during the study. A detailed role description for each person is referenced in Section 6. The responsibilities of the client and any client-appointed third parties should be defined within the CRS, and further defined within the study work plan. The CRS should be specific in defining: Review and approval cycles to be provided by the client for Hatch materials. Detailed schedules for delivery of client and client third-party deliverables to Hatch, to enable Hatch to complete its work. The definition of deliverables should contain a precise definition of the level of completion required by Hatch for the study schedule to be maintained.
Roles and Responsibilities
5.2
Client and Client-Appointed Third Parties

Page 35
Ver: 02.07
5.3
Hatch-Appointed Third Parties
The roles and responsibilities of Hatch-appointed third parties are defined in the specifications and scopes of work provided to the third parties prior to engagement by Hatch. In nearly all cases, Hatch-appointed third parties should be working to the same level of definition and schedule applicable to Hatch. Our contracts normally require that Hatch will maintain liability and responsibility for any work undertaken by third parties contracted to Hatch. The Study Manager has a responsibility to ensure the work undertaken by third parties meets the deliverable requirements of the current study phase.
5.4
Cross-Functional Requirements within Hatch
In developing the study work plan, based on the CRS, the Study Manager will define the functional support required by Hatch that is necessary to complete the study. The Study Manager is accountable for negotiating access to required functional personnel, and assigning work to meet the requirements for completing the study.
5.5
Study Workflows
Workflows for FEL3 and FEL4 can be found within the HKC. Workflows for FEL1 and FEL2 are under development.

Page 36
Ver: 02.07
6.
Associated Documents
Table 6-1: Associated Documents Document Identification PLP-103-008-0004 PLP-103-020-0006 PLP-103-086-0010 PLP-100-020-0007 PLP-100-020-0008 PLP-100-020-0009 PLP-100-020-0010 PLP-100-008-0001 PLP-100-020-0001 PLP-620-020-0001 PLP-100-020-0002 PLP-104-074-0002 PLP-104-074-0006 PLP-103-086-0011 PLP-100-020-0004 PLP-100-086-0005 PLP-103-020-0003 Document Title Client Requirement Specification Checklist Client Requirement Specification Guide Client Requirement Specification Template FEL1 Process Guide FEL2 Process Guide FEL3 Process Guide FEL4 Process Guide Gate Review Checklist Gate Review Process Guide Project Capital Cost Estimate Discipline Guide Project Management Discipline Guide Project Sponsor Study Manager Study Report Template Study Work Plan Process Guide Study Work Plan Template Value Improvement Practices Process Guide
7.
Reference Documents
Table 7-1: Reference Documents Document Identification PLP-100-014-0003 PLP-100-014-0002 PLP-100-014-0001 PLP-302-014-0001 PLP-603-014-0001 PLP-600-080-0001 PMBOK Document Title Typical Owners Project Capital Development Program Project Delivery Processes and Deliverables Project Lifecycle Overview Diagram Facility Scope Definition and Delivery Project Lifecycle Overview Diagram Material Management Project Lifecycle Overview Diagram Change Management Standard Project Coding Structures Project Management Body of Knowledge

Page 37
Ver: 02.07
Appendix A Study Table of Contents - Objectives and Requirements

Ver: 02.07

Study Section 1. Project History Study Section Scope Define the: Project objectives, benchmarks and key performance indicators High level scope of facilities to be provided by the project defining any interdependencies with off project work and clearly defining the battery limits for the project. Location, regional and country factors impacting the project Climatic data Project, land, resource and technology ownership Intended execution approach from the previous phase Project development history Business environment Strategic case for the project Incoming business case, i.e. markets, revenue, industry structures and financial performance required of the project Summary of any reviews completed to date and actions arising Constraints and dependencies FEL1 Gather preliminary data derived from the public domain, specific to the project location. Define the location for the project facilities, i.e. the project site is often assumed. Conceptually understand the preliminary views of the business drivers that will support a project of this type. Define known project constraints. FEL2 Obtain preliminary sitespecific data, including field investigations work. Complete site location studies, and develop a firm view of the project site and site ownership for the project. Define a sound business case to support FEL3 investigations. Complete reviews from FEL1, and incorporate outstanding work items into the FEL2 work plans. FEL3 Complete detailed sitespecific information and test work, and complete outstanding field investigations required to meet accuracy requirements for this phase, and incorporated into the project definition. Understand the land, resource and technology ownership, and include strategies for acquisition in the project definition. Define a firm business case on which to support an investment decision to implement the project. Make clear statements of outstanding FEL phase work at the phase end, and define specific express risk mitigations required in FEL4 to cover the scope definition, cost estimates, schedule and execution plan. Assemble initial information that, by the end of a FEL1 study, would support at least a NI43-101, JORC, or SAMREC Inferred mineral resource classification suitable for a preliminary economic assessment, (or similar), report. Complete outline regional geology, topography and Provide advanced information that, by the end of a FEL2 study, would support a NI43-101, JORC, or SAMREC mineral inventory, at least at an Indicated resource level. Complete advanced geology, topography, hydrology, exploration and interpretation work, Provide detailed information that, by the end of a FEL3 study, would support a NI43-101, JORC, or SAMREC mineral resources and mineral reserves, at least at Measured resource and Probable reserve levels. Complete detailed topography, hydrology,
2. Exploration Results and Geological Context and Background
Define the: Geological context for the orebody, including the type of deposit Topography and survey, including the overall site grid(s) Exploration work undertaken to date Drilling programs undertaken and their results, including inprogress or planned work Core data, drilling method, recovery and sampling techniques Data collected, including: drilling spatial and survey data

Ver: 02.07

Study Section Study Section Scope such data as geological, lithological, structural, mineralogical and chemical of the mineralized zones and host rock mass hydrogeological geophysical geotechnical (for surface facilities) geomechanical (for underground or open-pit mining facilities) deleterious component distribution(s) overall bulk density quality of waste rock for use as aggregates for concrete production in construction Assay and test work methods and data Core data and assay quality control measures applied Data verification protocols applied in preparation of the geological block model Deposit geology. FEL1 exploration work, (including QA/QC). Provide a clear preliminary understanding of the topography, geology, mineralogy and mineralization continuity on a deposit-domain scale. Identify key technical issues requiring additional subsequent studies, including sampling for metallurgical characterization and testing, site geomechanical data collection and Acid Rock Drainage (ARD). FEL2 (including QA/QC). Provide a clear advanced understanding of the topography, hydrology, geology, mineralogy, and mineralization continuity with identification of deleterious components. Develop and apply the initial structural interpretations and geomechanical domaining. Provide an advanced block model. Identify technical issues requiring follow-up study in subsequent studies, including additional sampling for metallurgical characterization and testing, additional site geomechanical data collection and ARD. FEL3 geology, structures features, geomechanical assessment, exploration and interpretation work, (including QA/QC). Provide a clear detailed understanding of the topography, hydrology, geology, mineralogy and mineralization continuity with assessment of deletrious components. Provide an finalized block model. Limit technical issues requiring follow up in subsequent work to those that do not materially impact the understanding of the deposit.
Create the geological block model and supporting data, including spatial distribution of the mineral inventory by volume, tonnes and grade that extend beyond the expected mining volume into host rock, along with known or interpreted structural features. See National Instrument (NI) 43-101 and/or Joint Ore Reserves Committee (JORC) and/or South African Code for Reporting of Exploration Results (SAMREC) for additional guidance for the respective level of study. Data assessment should be to a level to allow: Preparation of flow sheets Assessment of environmental impacts of mineralized material and waste Definition of overall variability of the deposit parameters that would affect the economic, environmental, health and safety, or site closure on a project wide basis.

Ver: 02.07

Study Section 3. Mineral Resources and Mineral Reserves Study Section Scope Resource and reserve reporting is usually governed by internationally recognized codes and standards, e.g. JORC, NI43101, SAMREC and others. Publicly listed companies are required to report against one or more of these codes. Data prepared should be of a level that would allow its use for public disclosure, even if this is not planned. The premise underlying all codes is as follows: Resources a reasonable prospect for economic extraction of mineral deposit, considering that the location, quantity, grade, geological characteristics and continuity of a mineral resource are known, estimated or interpreted from specific geological evidence and knowledge. Reserve the economically mineable part of a measured or indicated mineral resource demonstrated by at least a prefeasibility study, including adequate information on mining, processing, metallurgical, economic and other relevant factors. These factors demonstrate, at the time of reporting, that economic extraction can be justified, and includes diluting materials and allowances for losses that might occur when the material is mined. Preparation of resource and reserve statements requires input and statement approval by competent persons defined by the codes and standards. Hatch requires senior management input before accepting assignments to act as a qualified person. FEL1 Aim to have at least an Inferred resource quality inventory by the end of FEL1. Conduct a preliminary assessment of the overall deposit content and continuity to build an initial block model, which includes deposit grade tonnage curves and clear identification of any cut-off grade issues. FEL2 Aim to have at least an indicated resource quality inventory by the end of FEL2. Resources assess the majority of the deposit as Indicated, possibly with some Measured. Reserves if defined should reflect the majority of the reserve quantities being categorized as probable or higher. Use care when reporting reserves depending on the reporting authority requirements, the reserve estimation might require completing a full feasibility study (FEL3), or at least a full prefeasibility study (FEL2). Define, in the prevailing reporting code, the specific requirements for classifying materials. FEL3 Aim to have mainly mineral reserves, with some mineral resource inventory by the end of FEL3. Reserves assess the majority of the deposit as proven and probable reserves, with some measured or indicated resources. Reserves use care when reporting reserves depending on the reporting authority requirements, the reserve estimation might require completing a full feasibility study (FEL3). The prevailing reporting code, defines the specific requirements for classifying materials for estimating purposes.
Preparing a resource and reserve estimate is governed by the prevailing code or standard. The key to this work of preparing resource and reserve estimates is that metallurgical and extraction work required to form a saleable product is an output of the project. An integral part of resource and reserve definition activities are: Preliminary mine design Process test work Process definition Marketing Other project studies.

Ver: 02.07

Study Section 4. Mining Study Section Scope Define the: Mine design criteria Mine access and arrangement ramp or shaft (if a shaft is required, a preliminary size and configuration, hoisting system, and headframe need definition) Final mining method(s) Sequence of development and production, accounting for key deleterious elements Mining capacity and rate Cut-off grade(s) Preliminary mining losses and dilution values, which must be identified and finalized for declaration of reserves Run-of-mine tonnage and head grade(s) over the duration of the project broken down into periods suitable for process plant definition Development and operating requirements, including a preliminary mobile fleet and maintenance approach Preliminary main ventilation and cooling network and associated major installations Preliminary ground-support methods Preliminary backfill plant and underground network dewatering preliminary configuration and capabilities Preliminary power distribution network Ore and waste handling networks to the processing plant, including sizing and in-line storage Mining support infrastructure and services for underground and surface, e.g. magazines, refuge stations, shops and communications and dispatch Waste disposal method and storage location Ore treatment, if prior to processing plant development Project capital and ongoing sustaining capital costs Mine closure cost estimate Mine operating cost estimate, including preliminary labor counts. FEL1 Identify viable options to be investigated at the next stage of study related to: Mine access Mining methods Production rates Ore and waste handling Mine ventilation (including cooling) Backfill Other key site-specific systems or aspects, such as: dewatering water treatment mine power major components of the mining fleet maintenance approach metallurgical process considerations. Provide an initial estimation of mine production rates, the mineable resource (using simple economic parameters or assumptions), and mining sequence at a block or shell level. Provide potential mine, typical layout-sketch configurations, and highlevel life-of-mine schedules for development and production. FEL2 Define the mine design based on: Preliminary mining layouts for either open pits or underground Vendor catalogues Available regional data Benchmark mining productivity assessments Preliminary layouts showing all WBS elements and subfacilities. Primarily base mining costs on project specific cost estimates, as opposed to costing from similar deposits. Provide cost estimates, based on benchmark data and preliminary vendor information. Provide a clearly defined bases of design for all systems and activities. FEL3 Define the mine design based on: Refined mine access Mining methods Production rates Ore and waste handling Mine ventilation (including cooling) Backfill Other key site-specific systems or aspects, such as: dewatering water treatment mine power components of the mining fleet maintenance approach and facilities metallurgical process considerations.
Provide: Refined mine production rates Mining extraction using economic parameters Provide preliminary life-of Mining sequence at a mine annual schedules for stope grouping or development, and bench level. production should be based on typical project mining activities established using Provide refined mine layouts, and a life-of-mine 3D design. schedule by year for development and Provide sketches of mine production. services backbone networks.

Ver: 02.07

Study Section Study Section Scope FEL1 Outline staffing and approach philosophies for the project, including operations and mineclosure periods, and define the boundaries between them. Provide mine costing and performance, based on similar operations. FEL2 FEL3 Provide a refined staffing approach and counts for the project, including operations and mineclosure periods using predefined boundaries between them. Provide mine costing and performance, based on site-specific parameters at the activity level (broken down into labor, materials and equipment) with a project-specific breakdown for key items, such as power and diesel. Complete pilot-scale test work programs, and use data to develop a frozen process definition for the project, including for: Mass and energy balance Define operating and Process flow diagrams, design flows, and size with full definition of process equipment for each nominal, design duties option to suit. and minimum flow duties. Complete Level 2 Hazard studies. Define and quantify all process streams Provide a final draft of process flow diagrams and attendant data tables for the selected option, ready for confirmation in FEL3. Develop P&ID drawings, and define major lines and control functionality. Freeze mass and energy balances for execution Freeze P&ID drawings, ready for detail design. Complete Level 3 Hazard studies. Complete a robust program of test work to support the definition of the process design criteria, flow sheet and mass and energy balance.
5. Process Definition
Define the: Test work programs to be undertaken in the phase to generate sufficient information to uniquely characterize the processing route of the preferred processing option. Test work should be based on representative samples of materials to be produced from the mine, when mined according to the methods and schedule contained in this phase report. Plant capacity after consideration of availability and reliability analyses. Process design criteria, based on the results of test work programs undertaken. Process flow diagrams. Piping and instrumentation diagrams. Mass and energy balances. Water balances.
Conduct preliminary benchscale test work, which underpins development of the process design, mass and energy balance. Typically, complete test work on preliminary samples. Develop draft process design criteria, based on experience. Complete Level 1 Hazard studies. Complete technology tradeoff studies, and select technology routes for the project. Develop Block Diagrams and mass balances for each option.

Ver: 02.07

Study Section Study Section Scope FEL1 Develop preliminary process flow diagrams for the base case. Complete preliminary capacity studies. Define product streams and specifications. P&ID development is not required for FEL1. 6. Engineering Development Define the: Engineering criteria to be applied to the scope development Outcomes of the project value analyses. Implement value improving practices that are demonstrably applied to the project scope. Develop the design criteria from standard industry practices, internal Hatch documents and criteria used for similar projects in similar environments. (Criteria have not been customized to suit the project at this stage.) Define the: Scope of value improving practices to be applied to the project Potential for these practices to improve the business case in subsequent FEL phases Value engineering opportunities for examination in FEL2. Develop detailed design criteria for all disciplines contributing to the project, and ensure design criteria Define the value are reflected in calculations engineering opportunities and engineering definition for FEL3. (The output of for the project completed value improving practices is for this phase. (Design evident in the development criteria from this phase of the project scope and form the baseline design delivery tools.) criteria for FEL4. Little further development of design criteria is expected in FEL4.) Provide draft or preliminary design criteria and standards. Complete value improving practices (VIPs), and reflect outcomes in the final definition. (Ongoing implementation of VIPs is evident in the PEP, e.g. use of design tools). FEL2 FEL3 Freeze process equipment list and equipment sizing. Ensure the process description is detailed and complete, to provide a baseline for completing the detailed engineering design in FEL4.

Ver: 02.07

Study Section 7. Project Layout Study Section Scope Develop project layouts to reflect the placement of major equipment and for all WBS elements. Work definition should align with the development of frozen arrangements for the complete project scope. Develop the WBS for the complete project, including the: Mine Process plant On-plot site development and infrastructure Off-plot site development and infrastructure. Define the: Topography and survey, including the overall site grid(s) Battery limits for the project under study Interface conditions for any material flow, service, utility and such crossing the battery limits Responsibility for providing the services, materials and other items crossing the battery limits. Prepare the conceptual design or specification of each project option and inputs, including the conceptual site plans, general arrangements and layouts. FEL1 Develop the conceptual layouts for each option, relying on benchmark and public domain data. (Typically, arrangements will show facility blocks to enable overall site layout, roads and utility corridors to be defined.) Use the conceptual project locations to define the project scope. Define the WBS to an area level. Start a facilities description. Complete the conceptual battery limit locations and quantification. Form a preliminary view of tie-in requirements and plant shutdown requirements. FEL2 Develop the preliminary engineering and layouts for each project option. Freeze the project location and plot plan. FEL3 Freeze the site selection, plot plan and project layout. Define the WBS to a system level and, for complex projects, to a subsystem level.
Define the major equipment and all WBS element Place all equipment locations. according to reasonably expected equipment sizes, Define the WBS to a facility and ensure the level. configuration is supported by vendor data. Provide preliminary facilities descriptions. Freeze the general arrangements for Define the functionality equipment layout and required of the WBS facility, and get approval elements, the major from the client. Ensure equipment and the layout considers all expected operating mode. elements of the PEP for example modularization. Define and quantify services, utilities and other Ensure the mechanical things crossing the battery equipment list is limits. Define preliminary approaching frozen, locations for all ingoing and pending the receipt of outgoing connections. vendor information from Identify major tie-ins, and FEL4. strategies for implementation. Uniquely define all tie-ins and cross battery-limit services, process and utilities, and freeze their scope. Get client approval for an execution plan for tie-in work.

Ver: 02.07

Study Section 8. Process Plant Study Section Scope Undertake engineering to define the physical implementation of the process plant, including: Align the engineering design with proposed execution strategy Select and specify equipment Select and specify materials Define material and equipment supply sources Select and specify a control system Prepare process plant arrangements Quantify materials and equipment requirements Prepare a facilities description. Undertake engineering to define the physical elements of site development and the on and off plot infrastructure within the project battery limits. Definition of construction infrastructure is required for the construction phase of the project which allows. Alignment the engineering design with the proposed PEP Selection and specification of equipment Selection and specification of materials Definition of material and equipment supply sources Selection and specification of a control system Preparation of infrastructure arrangements Quantification of materials and equipment requirements Preparation of a facilities description Define and quantify: The business systems required for project operation, e.g. office systems, document management, accounting, finance, maintenance, procurement and communications The software, hardware, firmware and work systems required for project operation and integration into the clients business How the project systems will interface with those of the client organization The work to set up and initialize the business systems FEL1 Complete project definition to a conceptual level, with detailed requirements to support the study defined in the gate review checklist. FEL2 Complete project definition to a preliminary status, with detailed requirements to support the study defined in the gate review checklist. FEL3 Complete project definition to a final status, ensure it is ready for detailed design and it fully defines the plant to be built. Provide the detailed requirements to support the study, which are defined in the gate review checklist.
9. Site Development and Infrastructure
Complete the project definition to a conceptual level, with detailed requirements to support the study defined in the Gate Review Checklist.
Complete the documentation to a preliminary status, with detailed requirements to support the study defined in the Gate Review Checklist.
Complete the project definition to a final status, ensure it is ready for detailed design and it fully defines the facilities to be built. Provide the detailed requirements to support the study, which are defined in the Gate Review Checklist.
10. Business 4 Systems
Provide a preliminary assessment of businesssystem requirements; in particular, unique requirements.
Provide a definition of business-system requirements. Develop a preliminary business-systems plan, addressing technicalsystem requirements and business processes.
Provide a detailed business-systems plan, specifying the type of systems, interfaces, training and maintenance needs.
Systems to control the mining, process plant and attendant infrastructure should be defined as part of the definition of the scope of their associated WBS element. This item refers to systems essential for integrating the project within the clients business, or to provide systems for the client to manage a business based on this project.

Ver: 02.07

Study Section 11. Project Schedule Study Section Scope Define a schedule to reflect the: Preliminary bid packaging aligned to the PEP, including construction contracts Long-lead equipment and material procurement durations that have been derived from budget quotes and are reflected in the schedule Lead times on other packages derived from quotes or industry benchmark Construction durations derived from benchmark data for similar work adjusted to cater for macro labor productivity and regional conditions Breakdown of work into disciplines driving and feeding from the procurement and construction contracts Key milestones for items such as: Approval milestones and project finance, and review external approval milestones that drive project progress Completion of any outstanding field investigations and test-work programs Work and services to be completed by others to enable project completion Other milestones that might impede project progress Project review and approval. Preliminary commissioning durations for the process plant, mine, on-plot infrastructure and off-plot infrastructure. Identify progress reviews, and allow time for feedback on any conceptual alternative and its impact on the cost and schedule. FEL1 Provide a Level 1 project schedule, which shows for each option: The established milestones and goals for the project The duration of the major phases of the project, which are logically connected together and sequenced into: FEL2 FEL3 FEL4, including: area-based summary engineering procurement construction ramp-up. Prepare a Level 2 5 schedule for the FEL2 phase. Prepare the basis of schedule to document the data and assumptions underpinning the schedule development. FEL2 Develop a Level 2 project schedule for the FEL4 Execution Phase for each option. FEL3
Develop a Level 3 project schedule for the FEL4 Phase, that: Is resource loaded based on the FEL3 Develop a Level 3 schedule Capital estimate for FEL3 Phase 6. manpower requirements Prepare a basis of Is aligned with schedule to document the packaging and data and assumptions contracting structures underpinning the schedule Is able to be produced development. to match the WBS Represents all project disciplines Reflects completion of CWPs. Prepare the basis of schedule to document the data and assumptions underpinning the schedule development.
5 6
Refer to PLP-610-020-0001 Project Planning and Scheduling Discipline Guide Refer to PLP-610-020-0001 Project Planning and Scheduling Discipline Guide

Ver: 02.07

Study Section 12. Capital Cost 7 8 Estimate , Study Section Scope Define the: Material and equipment quantities required for construction of the project for: On plot mine On plot process plant On plot site development and infrastructure Off plot site development and infrastructure. Where options are carried to phase completion estimates should be provided for all surviving options at the completion of the phase with clear definition of which option is the base case. Budget prices for major equipment supply sourced from multiple vendors Project indirect costs for: Clients cost EPCM services cost Escalation if it is in scope Risk provisions Contingency. FEL1 Provide a Hatch Level 1 or AACE Class 4 or 5 cost estimate, supported by a detailed basis of estimate document and attendant back up materials supporting the estimate. (The estimate is usually based on historical and benchmark data factored to suit, project location, scope and time frame.) FEL2 Provide a Hatch Level 2 or AACE Class 3 capital cost estimate for each option, supported by a detailed basis of estimate document and attendant back up materials supporting the estimate. FEL3 Provide a Hatch Level 3 or AACE Class 2 capital cost estimate, supported by a detailed basis of estimate document and attendant backup materials supporting the estimate. The estimate is underpinned by: Substantial engineering definition for the project, up to 40% of the total engineering effort Quantity take-offs Vendor quotes Realistic assessment of expected construction unit cost and productivity A robust PEP defining the contracting, packaging and management strategies for the project. Develop a human resources plan as part of the PEP, based on fully understood project requirements, resources, and risks and issues. Develop a detailed organizational model for execution, start-up and operations.
13. Human Resources
Define the: Human resources (HR) and operational strategy (e.g. degree of local expertise and training) Staffing requirements for the project during execution and when operational (which is an input to OPEX), including: Organization chart Head count, Work rosters. Staff recruitment strategy Remuneration scheme (which is an input to OPEX)
Develop a preliminary human resources strategy for all project phases, considering the countrys labor laws, and including high-level organization charts, preliminary employment, training and a recruitment strategy.
Develop a human resources strategic plan, based on specific requirements of the project and on an evaluation of local conditions and the impact on the project and operations. Develop an organization model or charts for the feasibility study, execution, start-up and operations.
7 8
Refer to PLP-620-020-0001 Project Capital Cost Estimate Discipline Guide When estimates for mine developments are prepared, agreement should be reached with the client on how to define project capital (i.e. the capital required typically for funding or finance) versus sustaining capital. The sum of these two items is usually the life-of-mine capital cost. Accuracy provisions for the study phase should apply to the project capital only.

Ver: 02.07

Study Section Study Section Scope Employee relations, including: strategy requirements Requirements for local hiring and engagement of local personnel Legislative and regulatory context for the workforce Training requirements for operations and maintenance staff, including: Development of operating, maintenance and safety procedures and systems Staff training program costs. Define the: Basis for the estimate Composition of the annual operating cost estimate, i.e. what is contained within the operating cost estimate Sources of quantity data Sources of cost data including, where appropriate, budget supply quotes Project facility scope to ensure back-to-back alignment for the supply of reagents and materials and the scope of facilities contained within the capital cost estimate, e.g. if a reagent is supplied in a tanker truck, ensure facilities are provided for offloading Data date. FEL1 FEL2 Develop employment, recruitment, training and engagement strategies, considering local, national and expatriate resources. FEL3 Develop a detailed plan and policies for employment, recruiting and training, including full workforce composition, sources of labor, compensation and benefits.
14. Operating Cost Estimate
Develop an operating cost estimate for options considered for a typical year at steady state. Factor the preliminary operating costs, based on parametric models, allowances, benchmarked data and preliminary assessments of reagent and utility consumption.
Provide detailed fixed and variable operating costs, Ensure the fixed and based on operating variable operating costs are parameters defined in the based on operating Ensure the expected study, vendor data, firm parameters defined in the accuracy of the operating quotes, estimated cost estimate is in the range study, vendor data, budget consumptions and unit quotes and benchmarked of: rates. data. (Operating costs are Low: -15% to -30% un-escalated, and a Use the detailed basis of High: +20% to +50% contingency might be estimate outlining the base included.) for the quantity drivers, unit costs, exchange rates, Use the basis of estimate growth provisions, outlining the base for the escalation and other quantity drivers and costs to variables, to define the define the operating cost. operating cost. Identify a summary of risks Conduct a quantitative risk and opportunities, and analysis on operating costs report mitigation activities in to determine the the risk register.
Develop an operating cost estimate for options considered, broken down annually to match the production schedule and any step changes in inputs to the operating cost estimate (e.g. if the power price changes after the first five years of operation).
Develop an operating cost estimate, broken down monthly, for a designated period to match the production schedule and any anticipated changes in inputs to the operating cost estimate.

Ver: 02.07

Study Section Study Section Scope FEL1 FEL2 FEL3
contingency. Identify the Ensure the expected risks and opportunities, and accuracy range of the report mitigation activities operating cost estimate is in the risk register. the range of: Ensure the expected Low: -10% to -20% accuracy range of the High: +10% to +30% operating cost estimate is in the range of: Low: -5% to -15% High: +5% to +15% 15. Market Analysis Define the: Market conditions underpinning the demand for the final product from the project, or the downstream product produced by the client from the project production, including the: Demand forecast Supply forecast Competitor analysis, including an assessment of their responses to this project Marketing strategy Pricing strategy Contractual obligations that might arise as a consequence of project development, e.g. agency agreements and off-take agreements Specific downstream treatment and upgrading requirements Product packaging and shipping requirements, including any warehousing or stockpiling required to support the market and the transport logistics for delivery to the final customer Revenue stream (versus time) from the projects product(s) Level of detailed analysis required in the early phases, which will depend on the level of commoditization of the products Note that a customized value-in-use analysis might be required for unique product(s) (such as uniquely/high/low grades, impurities, size and hardness). Identify primary product(s). Assess potential markets, distribution and transportation. Define potential economic options for product volume, specification and prices. Possibly identify potential partners, off-takers and/or customers. Develop an indicative price forecast, based on consensus projections and publicly available data. Define a preliminary assessment of markets for potential co-products. Provide a preliminary analysis defining markets, supply and demand and the potential off-takers and/or customers for product(s). Develop an indicative price forecast, based on a supply and demand analysis for product(s). Identify potential distribution channels, shipping methods and costs. Provide a customized analysis defining markets, industry outlook, downstream and end-user customers for products with specific characteristics (product type, quality and other specifications). Define the detailed marketing and sales strategy. Develop a price forecast, based on a supply and demand analysis for product(s). Identify negotiated and documented off-take and agency agreements. Define distribution channels, a shipping method, route and costs.

Ver: 02.07

Study Section 16. Legal and Commercial Study Section Scope Define the : Legal and commercial elements impacting the project Permits, licenses, agreements and contracts (other than procurement and construction) required to enable the project to be developed Contractual relationships created by way of completion of the study, e.g. a piece of equipment might be supplied on an EPC basis that is subject to a firm bid with a defined expiry period. This section should highlight such agreements and the expiry of the offer. Status and content of the legal register definition that should be reported Technology agreements, licensing requirements and such like, required for project development and operation Land and resource ownership and acquisition cost and process, which are particularly relevant where native title might exist Taxation regime of the host country Foreign exchange controls of fund repatriation constraints that are applicable to the project Intellectual property ownership and access processes, if required. FEL1 Assess the political, regulatory and socioeconomic environment of the country and region. Understand the process for exploration, appropriate land access and mineral rights granted, permitting and approval. Conduct a preliminary assessment of the tax regime, royalty and duty, based on comparable operations (country, industry or product). Identify potential ownership structures, considering business, ore-deposit rights and royalties, land ownership, intellectual property, joint venture and government interests. Make assumptions on commercial contract terms, based on comparable operations and local conditions, if known. FEL2 Evaluate the country and regional economies and impacts. Conduct initial applications and negotiations for permitting and approvals. Investigate the tax and duty regime, and conduct initial negotiations on royalty and tax stabilization agreements. Conduct initial negotiations of ownership and participation agreements, and develop an approach for mitigating risks. Investigate typical terms and contract structures, based on industry best practices. FEL3 Conduct a detailed evaluation of the country and regional economies and impacts. Finalize legal agreements on rights and land access, and complete applications for all major permits and construction licenses. Determine if approvals from governing bodies are required before the next stage gate review, or for board approval. Complete an assessment of tax, fiduciary and duty implications, and final royalty and tax stabilization agreements. Complete ownership and participation agreements. Finalize major contracts, including those for major inputs, detailed off-take agreements and contracts to market product.

Ver: 02.07

Study Section 17. Health, Safety, Environment, Sustainability and Community Interface Study Section Scope Define the: Data and analyses outcomes to enable preparation of an Environmental and Social Impact Assessment (ESIA) ESIA statement Health, safety environmental and community (HSEC) and sustainability policy for the project Key performance indicators and design criteria for Environmental Sustainability and Community Interface (ES&CI) outcomes and performance. Status of the permitting process and outcomes that drive project definition ES&CI risks and opportunities included in the risks and opportunities register Procedures, management and monitoring plans that pertain to HSEC to be adopted in construction and operation of the project, including the: HSEC monitoring plan Project closure plan Stakeholder mapping and planned engagement Appropriate signed understandings and benefit agreements with communities. FEL1 Prepare a desktop study of potential environmental impacts to identify process and fatal flaws per option. Set the project objectives, which include HSEC and sustainability key performance indicators. Establish a high-level HSEC policy and sustainability policy for the project. Map stakeholders. Start collecting baseline environmental data. FEL2 Start and progress the environmental and community impact fielddata collection processes. Define the standards and criteria to be adopted for project development. Define all waste streams and discharges, and align them with the process definition. Clearly define stakeholder impacts of project implementation, and begin public consultation. Firm up permitting processes, requirements and timelines. Define in a draft the health and safety regulations and requirements. Draft a local labor analysis and influx management plan. Negotiate a memorandum of understanding with the communities. FEL3 Finalize the ESIA and submit it for approval to the governing authority to grant the environmental project certificate. Secure permits on the register, and make timely applications. Define a high-level environmental management plan. Continue public participation, and finalize the influx management plan. Have in place benefit agreements with communities.

Ver: 02.07

Study Section 18. Sustainable Development 19. Financial Analysis and Evaluation Study Section Scope HOLD This section demonstrates the financial viability of the project and provides the framework for evaluating options from a financial perspective. Within this section the basis for the model should be defined, including all assumptions used to develop the model and the accounting principles to be used in assessing taxation and depreciation. Supply the client team with necessary project details required to prepare the business case, or prepare the business case on behalf of the client. FEL1 HOLD Conduct a discounted cash flow (DCF) analysis (recommended) to support the business case to proceed. Conduct an analysis of multiple project configuration options, based on the following parametric inputs: FEL1 level capital cost and schedule FEL1 level production rates and operating costs Indicative product pricing from FEL1 level market analysis Simplified taxes and royalties, or pre-tax assessment Project-level discount rate (benchmarked). Provide a report on methodology, assumptions and the results of the analysis. FEL2 HOLD Conduct a DCF analysis to evaluate alternatives and the potential viability of the selected option. Model the selected project configuration options, based on preliminary assumptions that include: FEL2-level capital cost and schedule FEL2-level production rates and operating costs Product pricing from secondary sources from a FEL2-level market analysis Project-level discount rate, based on highlevel financing assumptions Simplified taxes and royalties. Conduct a sensitivity analysis on major variables (price, CAPEX, OPEX and exchange rates). Report on methodology, assumptions and the results of the analysis. FEL3 HOLD Use the DCF analysis to demonstrate the viability of the project. Model the selected FEL3 project configuration, based on detailed assumptions that include: FEL3-level capital cost and schedule FEL3-level production rates and operating costs Product price projections from the FEL3 market analysis Detailed taxes and royalties with support of tax experts Project-level discount rate, supported by the clients financing plan, project risk assessment and projects weighted average cost of capital. Develop a scenario analysis to support decision making. Conduct a sensitivity analysis on major variables, and specific drivers of the project (e.g. price, CAPEX, OPEX key consumables prices and labor rates). Report on methodology, assumptions and the results of the analysis.

Ver: 02.07

Study Section 20. Project Risks Management (Risks and Opportunities) Study Section Scope Define the: Overall plan used for managing risks during the phase, including the: Impact and likelihood rating scales, impact and likelihood matrix and levels of threat and opportunity Major activities completed (qualitative project and technical risk workshops, and threat mitigation and opportunity enhancement activities) Overall risk management processes used Threats identified and mitigation actions taken during the phase to reduce the impact, likelihood or both, of risks Opportunities identified and enhancement actions taken during the phase to increase the impact, likelihood or both, of risks Metrics used during the phase to assess the effectiveness of threat mitigation and opportunity enhancement actions Risk management processes and strategies to be rolled out during subsequent phases of the project for any residual risks remaining at the end of this project phase Project improvement opportunities (FEL3 excluded) for further project development work FEL1 Complete a hazard Study 1. Complete a conceptual hazardous area classification Start a technical risk register. Complete a conceptual qualitative project-risk workshop. Start a project risk register. FEL2 Complete a hazard Study 2. Complete a preliminary hazardous area classification. Update the technical risk register. Complete a prefeasibility qualitative project risk workshop, considering project risks covering: Safety Environment Technical Scope Procurement Construction Schedule Cost Update the project risk register. Complete a quantitative project risk workshop for: Capital cost Schedule Event or Project Risk Complete a model of the project capital cost and schedule, and establish the estimate contingency and schedule float. Start the program for monitoring and controlling threats and opportunities. FEL3 Complete the preliminary Hazard Study 3. Start the quantitative technical risk studies. Start the process functional safety life-cycle studies for: Control system Hazard and operability studies Layer of protection analysis Safety-integrity level determination Alarm management review Complete a preliminary Hazard Study 4 (construction Hazard study). Complete the preliminary Hazard Study 5 (commissioning Hazard study). Finalize the Hazardous area classification. Update the technical risk register. Complete the feasibility project-risk workshop, considering project risks covering: Safety Environment Technical Scope

Ver: 02.07

Study Section Study Section Scope FEL1 FEL2 FEL3 Procurement Construction Schedule Cost
Update the project risk register. Complete a quantitative project-risk workshop for: Capital cost Schedule Event or Project Risk Complete the model of the project capital cost and schedule, and establish the estimate contingency and schedule float. Fully put in place the program for monitoring and controlling threats and opportunities. 21. Execution 9 Plan The PEP: Defines the strategies and work plans to be implemented during FEL4 execution phase Provides the baselines against which progress against the defined strategies and work plans is assessed The PEP is expected to be the baseline document that defines the project in sufficient detail for project control in FEL4. The PEP has the following elements: Part A Project Definition and Execution Strategies This section provides the project executive summary and the manner of its implementation. It provides specific direction on the project execution methodology, and includes: project overview PEP not started. PEP Part A Decide on the project definition, execution strategy and approach. Set the WBS (area and subarea). Agree on the contracting and packaging approach for major contracts and equipment. If it is critical to the overall execution approach that is relevant to Part B, map out those sections of Part B critical to the project Fully develop and detail PEP Part A, B and C, and get approval from the client. Review completeness of PEP Part A. Approvals from the client for Part B (the FEPs) and ensure the FEPs are ready for use. Finalize baseline data in Part C, but baselines are not extracted,
Refer to PLP- 103-020-0004 Process Guide Project Execution Plan

Ver: 02.07

Study Section Study Section Scope project context location scope of services to be provided to manage the project scope of facilities detailed sufficiently to manage scope change in FEL4 battery limits authorities and delegations for both the client and the EPCM project objectives project delivery strategies. FEL1 FEL2 e.g. environmental permitting. PEP Part B The outline is generally not started. However, develop a function of discipline that has the ability to present a major cost impact, or fatal flaw to the project. PEP Part C (control baselines) Populate it with summary data produced from this study. FEL3 i.e.: WBSs are defined Project schedule is mapped to the WBS Capital cost estimate is finalized? Procurement and contracting plan is finalized? Project organization is final.
These strategies define precisely, at a management level, the methodologies to be applied to the project execution, having regard to scope, location, client objectives, project objectives, risks and schedule. These strategies define the work scope for the project functions, which will deliver the project and, ultimately, the scope of work, work plans, cost estimate and schedule for the project functions (refer to the functional execution plans below). Part B Functional Execution Plans These sections are used to develop the execution strategies for the project functions and disciplines, and develop their resource plans, service cost estimates, schedule, work plans and deliverables to align with the overall project execution strategies that are defined in Part A. A separate plan is required for each function and discipline. Following are the separate functional execution plans (FEPs) B1 to B15 along with the required summary content for all FEPs. Functional Execution Plan (FEP) B1 Health and Safety Management B2 Environment, Sustainability and Community Interface Management B3 Quality Management B4 Risk Management B5 Engineering Management B6 Procurement and Content for Each FEP Summary Functional execution strategies cascaded down from the project strategies in Part A Deviations from the Project LifeCycle Plan (PLP) processes and practices Schedule Level 3 and Level 4 for each function or discipline

Ver: 02.07

Study Section Study Section Scope Materials Management B7 Construction Management B8 Commissioning Management B9 Project Controls Management B10 Project Services Management B11 Prime Contract Management B12 Document Management B13 Project Systems Management B14 Project Human Resources Management B15 Project Facilities Management Organization design for the function or discipline Resource requirements, including: resource plan people (personnel plan) resource plan equipment and materials for this function to do their work training plan Systems and tools requirements Functional quality management plan Functional procedure requirements (note this is not the actual procedures, which reside in a separate project procedures manual developed during setup) Function setup requirements FEL1 FEL2 FEL3
Part C Control Baselines Data developed within the function execution plans is to be rolled up to provide project-level baselines, against which the project will be controlled during execution. The elements of Part C are: Scope, including: Facilities description Organization charts Procurement plan, contracting plan and package dictionaries Project WBS Schedule, including:

Ver: 02.07

Study Section Study Section Scope Project milestones Project schedule, including: Level 1, 2, 3 and 4 mapped to the Facility Breakdown Structure (FBS) and Package Breakdown Structure (PBS) Critical path schedules Levels 1, 2, 3 and 4 Construction personnel histogram Hatch services personnel histogram Baseline project progress curves Cost project budget. TBA FEL1 FEL2 FEL3
22. Operations Assurance

Ver: 02.07

Guia Gestion de Proyectos - HATCH

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Guia Gestion de Proyectos - HATCH

Transféré par

Droits d'auteur :

Formats disponibles

Process Guide

Project Management Process Guide FEL Overview

Process Guide FEL Overview

Approved for Use STATUS

M. Miller CHECKED BY Discipline Director

S. Heiner APPROVED BY Functional Director

J. Scobbie APPROVED BY PLP Coordinator

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Front End Loading Phases FEL1

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Start-up & Operations

Figure 1-2: PLP FEL Project Phases

Potential for recycle if requirements of Phase are not met.

Project Team Goals

Gate Review Team Focus

FEL1 Conceptual Phase

FEL2 Prefeasibility Phase

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project Team Goals

Gate Review Team Focus

FEL3 Feasibility Phase

FEL4 Project Execution Phase

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Gate 4 Review Construction Test and Commission Archive Acceptance

Gate 1 review Viable Concepts approved to proceed to FEL2

Gate 3 Review Project option sufficiently defined ready for execution

Project closure Post Project Review Generate Close out report

Figure 1-3: Typical FEL Activities

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project Process Description

FEL Phase Project Definition

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Project Battery Limit

On Plot Process Plant

On Plot Process Plant

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0

Project Management Process Guide FEL Overview

Figure 4-3: WBS Definition

Project LifeCycle Process Reference No. PLP-100-020-0006, Rev. 0