Project Management Guideline For Project Design and Implement Stages

Revision
Details of revision
Effective date
Originated by
Checked by
Approved by
First Edition
June 11, 2014
SAH
AIE
HAT
Second Edition
Jan 31, 2016
SAH
FH
AFA
Document Originated by
Document Checked by
Document Approved by
Signature
Name &
Designation
Dr. Shayma Abdulmohsen

Abdullah
Head of PMDU
Date
PD Project Management Guideline

Copy Right Reserved Projects Department I - 2016
Faleh Hasan A Al-Harbi

Manager, Projects I
Abdullah Fahhad Al-Ajmi

DCEO, Projects
About this guideline

Without prejudice to any other Project Management practices been currently used in Projects Directorate. This guideline
has been designed for projects at Design (FEED) and Implement Stages that are being executed at Projects Directorate by
FEED Developer and EPC Contractor. Project Management Guideline is designed by Head of Projects Improvement
Team and reviewed by subject matter experts to provide user with required Project Management Best Practices to manage
projects more effectively and successfully.
Project Management Guideline consists mainly of earlier proposed recommendations for Project Management
improvement (total of 84 recommendations) by Projects Improvement Team. In addition, it consists of guides, flow
charts, processes, and templates. Implementing this guideline within Projects Directorate will unequivocally ensure the
following:
-
Consistency in practices among all projects being executed by PD and better Project Management
Maturity
Allowing the EPC Contractor to submit more accurate bid
Better control on project triple constraint (Scope, Time, Cost) & Quality
Enhancing Learning Curve for Project Coordinators
This guideline is property of Projects Directorate, hence, any amendment or modification to the content of this guideline
must be reviewed by subject matter experts at PD Project Management Center of Excellence and approved by Projects
Manager at PD I.
This guideline will be reviewed annually and updated revision will be issued accordingly. References and samples used in
guideline can also be found at PD Website.

References
This is to confirm that the content of Project Management Guideline is referenced to the following:
1. Quality Management System (QMS)
2. KNPC Capital Project Initiation & Control Procedure
3. KNPC Project Methodology Handbook (KPM)
4. Project Management Body of Knowledge- Fifth Edition
5. Organizational Project Management Maturity Module (OPM3) - Third Edition License#:
(8984b344-4ea3-4aeb-97eb-ID128ae6dc0c)
6. A Project Managers Book of Forms by Cynthia Stackpole Snyder
7. IMPA Project Excellence Baseline
8. ISO 21500:2012 - Guidance on Project Management

Table of Contents
Introduction
Message from Deputy CEO Projects
Projects Directorate Leadership
KNPC Project Lifecycle
1. Part I: Project Design (FEED) Stage Project Management Plan for EPC Stage
1.1
Project Integration Management
12
1.2
Project Stakeholder Management
18
1.3
Project Scope Management
24
1.4
Project Schedule Management
38
1.5
Project Cost Management
56
1.6
Project Quality Management
68
1.7
Project Human Resource Management
75
1.8
Project Communications Management
81
1.9
Project Risk Management
85
1.10
Project Procurement Management
92
2. Part II: Project Implement Stage

2.1
99
2.2
103
2.3
106
2.4
109
2.5
123
2.6
125
2.7
127
2.8
132
2.9
135
2.10
141
Design Stage Deliverables Checklist
146
Design Stage Gate Review Assessment Criteria
147
III.
Implementation Stage Deliverables Checklist
148
IV.
Implementation Stage Gate Review Assessment Criteria
149
Appendix
I.
II.

Introduction

Introduction
Welcome
Dear Valuable Projects Managers,
I would like to thank you for your efforts in striving for excellence in Project Management and in light of this, I am
extremely pleased to introduce the PD Project Management Guideline for Project Design & Implement Stages, which
is enriched with international best practices in Project Management framework, processes, tools and techniques.
Implementation of this Guideline will increase knowledge sharing and make sure that KNPC Project Management
requirements are thoroughly understood and followed by all partners of the Project i.e. FEED Consultant, EPC Contractor
and KNPC Project management team thus ensuring the alignment of their efforts towards meeting project objectives.
I would highly recommend utilizing best practices available within this Guideline to ensure effective Project Management
on all upcoming KNPC capital projects.
Thank you,
Abdullah Fahhad Al-Ajmi

Deputy CEO - Projects

Introduction (Contd.)
Projects Directorate Leadership

KNPC Project Lifecycle
The following diagram outlines the KNPC project lifecycle that consists of five main stages:

Project Idea Stage

This Stage is the first stage in the project where proposal for technical studies will be developed to determine overall
project feasibility and alignment with KNPC objectives.
During this Stage, review of assessment criteria enables the project's Executive Portfolio Management Committee
(EPMC) to determine the decision of progression to the study stage.
Project Study (Feasibility) Stage
At this stage all technical studies that have received authorization to proceed from the Idea Stage Gate Review and have
secured qualities to enter the Study Stage process where the initiating department will be conducting detailed feasibility
on the approved technical studies.
The main purpose of the Study (Feasibility) Report is to provide list of the solutions options available and best
implementation approach accordingly.
Project Design (FEED) Stage
All projects that have received authorization to proceed via the Study Stage Gate Review and have secured qualities to
enter into the Design (FEED) Stage process where Projects Department and users conduct detailed front-end engineering
design. Please refer to attached Appendix for Design (FEED) Stage Deliverables Checklist and Stage Gate Review
Assessment Criteria.
Detailed planning is undertaken during Project Design (FEED) Stage to ensure that activities performed during project
Implementation Stage are executed, monitored, and controlled properly. Main expected outcomes of Project Design
(FEED) Stage is FEED Package that consists of the following main items:
1.
2.
3.
Project Management Plan for Project Implementation Stage

Project Design Package (drawings, specifications, & data sheet)
ITB for Project Implementation Stage
Project Implement Stage

All projects that have received authorization to progress via the Design Stage Gate Review qualify to enter the Implement
Stage process. Please refer to attached Appendix for detail of Implement Stage Deliverables Checklist and Stage Gate
Review Assessment Criteria.
During this stage, the project final product will be developed according to earlier plan developed during Project Design
(FEED) Stage.
Project Monitor & Operate Stage
All projects that have received authorization to progress via the Implement Stage Gate Review qualify to enter the
Monitor & Operate Stage where the Initiating Department continues to monitor the benefits from project against original
objectives of benefits that was to be achieved.

1. Part I: Project Design (FEED) Stage

Project Management Plan (PMP) for EPC Stage

1. Part I: Project Design (FEED) Stage Project Management Plan for EPC Stage
10
1.1
12
1.2
18
1.3
24
1.4
38
1.5
56
1.6
68
1.7
75
1.8
81
1.9
85
1.10
92

1.1 Project Integration Management
11

Part I: Project Design (FEED) Stage Project Management Plan for EPC Stage
1.1 Project Integration Management Guide
Project Integration Management is a group of activities performed in order to have all Project Management functions
managed effectively towards achieving project stated objective. Project Integration Management consists of the
following main processes:
Develop Project Charter
Develop Project Management Plan (PMP)
Direct and Manage Project
Monitor & Control Project
Integrated Change Control
Close Project
What is Project Management Plan?
Project Management Plan (PMP) is one key deliverable of Project Integration Management and it is developed During
Project Design (FEED) Stage to describe how the project will be executed (execution plan), monitored & controlled by
awarded Project Executer (EPC Contractor). PMP is composed of all management plans as per following:
Stakeholder Management Plan
Scope Management Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Human Resource Management Plan
Communications Management Plan
Risk Management Plan
Procurement Management Plan
Noting that, PMP consists of project Scope, Schedule & Cost baselines. Hence, project will be executed according to the
developed PMP during Project Implement Stage. Any changes to the PMP during Project Implement Stage have to go
through Integrated Change Control process.
Project Management Guideline along with its forms have been initiated to ensure consistency and avoid ambiguity due to
lengthy literature while developing Project Management Plan (PMP) for project execution by FEED developer. Noting
that most of these forms are enhanced version of the ones available in KNPC Project Control Procedure, KNPC Project
Methodology and internal Project Control practices. FEED developer to further customize the forms as per specific
project requirement and put reference numbers.
It must also be noted that forms (addressed in part I & II) are considered as a guideline for FEED Developer to ensure
availability of a complete PMP for project execution and therefore FEED Developer can modify them as deemed
necessary to better serve specific project need and avoid duplication, inconsistency and potential conflict with ITB
module.
It must be made sure that FEED Developer receives complete and updated version of for Project Management Guideline.
PMP (excluding Cost Management Plan, cost related information and schedule & resource estimate related information)
will be attached to tender document (attached to Part-I Instructions to Bidders) in order to provide better opportunity to
the interested Bidders to understand Project Scope of Work and implementation requirements and therefore, submit more
accurate bid.
Furthermore, requirements for Change Control process are also part of Project Integration Management where a Change
Management process is used to ensure that every change identified is formally communicated, documented, reviewed,
approved, and implemented and requirements should be addressed within the Change Management Plan during Project
Design (FEED) Stage.
12

1.1 Project Integration Management Guide (Contd.)
Project Management Plan
Responsibility
FEED Developer
Project Design (FEED) developer will develop Project Management Plan (PMP) during Project Design Stage for EPC
Type of Contract. FEED developer will start developing PMP immediately after readiness of high-level project
requirements, it will be reviewed and finalized progressively along with the completion of FEED. Once the developed
PMP is agreed and signed off, it should be attached to ITB Tender Document (attached to Part-I Instructions to Bidders,
excluding Cost Management Plan, any cost related information and schedule detailed estimate related information) and
the complete PMP should be base-lined and uploaded at PD Website under Project Management Database link by Project
Management Team.
KNPC
KNPC Project Coordinator will be reviewing the PMP and KNPC Team Leader of the Contract will approve the PMP and
is responsible for the quality of integration of all management plans during Project Design (FEED) Stage. In addition, he
should monitor and control project deviation from project plan during Project Implement Stage.
EPC Contractor
Awarded EPC Contractor is responsible to further develop, maintain and quarterly update the PMP during Project
Implement Stage or when any approved major change occurs. EPC Contractor should also measure project performance
and develop effective Recovery Plan (corrective action) in case of any deviation crosses the threshold level of the project
plan (baseline).
Change Management Plan
Responsibility
FEED Developer
Project Design (FEED) developer will develop Change Management Plan during Project Design Stage.
KNPC
KNPC Project Coordinator will review and approve Change Management Plan.
EPC Contractor
EPC Contractor will be responsible to implement the approved Change Management Plan.
13

1.1.1 Project Integration Management Flowchart & Template
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Expert
Judgment
Project
Management
Plan
Facilitation
Techniques
Change
Management
Plan
Update of Idea and Study Stages Deliverables
Updated Project Study

Output Deliverables
Project
Design
(FEED)
Stage
Project
Integration
Management
Develop Project
Management
Plan
KNPC Polices &

Practices
Projects Departments
Processes, Procedures,
and Historical
Information
Note:
-
Purple text refers to attached template..
Approved PMP shall be distributed to the concerned Projects Manager, assigned Team Leader of the Contract,
Team Leader Project Control, Team leader QA/QC
14
The guideline and templates may be customized for applicable input, tools & techniques and desired output.

PROJECT MANAGEMENT PLAN FOR EPC STAGE

Project Life Cycle: (Describe the life cycle that will be used to accomplish the project. This may include phases, periods within the phases, and deliverables for
each phase.)
KNPC Project Stage
Key Deliverables
Idea Stage
Study Stage
Design Stage
Implement Stage
Project Management Processes Details

Project
Management
Function
Key Processes (Activities)
Description
(List out any activities that will be

implemented for each Project
Function)
Tools & Techniques

(Describe tools will be used to develop Project
Management Plan for each Project Management
Function)
1.Integration
2.Stakeholder
3.Scope
4.Schedule
5.Cost
6.Quality
7.Human Resources
8.Communication
9.Risk
10.Procurement
Assumptions
Constraints
Project Reviews
List all assumptions consider during Project

execution.
List all constraints consider during Project

execution.
List any project reviews, for example phase gate

reviews, customer product reviews, quality reviews, etc.
Click here to download this template.
FEED developer to finalize the forms as per specific project requirement and put reference numbers.
15

CHANGE MANAGEMENT PLAN FOR EPC STAGE

Change Management Approach :
Definitions of Change :
Schedule change:
Budget change:
Scope change:
Project document changes:
Variance and Baseline Management
Schedule Baseline Management: (Describe how the schedule baseline will be
managed, including responses to acceptable, warning, and unacceptable variances. Define
circumstances that would trigger preventive or corrective action and when the change control
process would be enacted)
Schedule Variance Threshold: (Define acceptable schedule variances, variances that

indicate a warning, and variances that are unacceptable)
Cost Baseline Management: (Describe how the cost baseline will be managed,
including responses to acceptable, warning, and unacceptable variances. Define circumstances
that would trigger preventive or corrective action and when the change control process would
be enacted)
Cost Variance Threshold: (Define acceptable cost variances, variances that indicate a
warning, and variances that are unacceptable)
Scope Baseline Management: (Describe how the scope baseline will be managed,
including responses to acceptable, warning, and unacceptable variances. Define circumstances
that would trigger preventive or corrective action and when the change control process would
be enacted)
Scope Variance Threshold: (Define acceptable scope variances, variances that

Quality Baseline Management: (Describe how the quality requirements will be

managed, including responses to acceptable, warning, and unacceptable variances. Define
circumstances that would trigger preventive or corrective action and when the change control
process would be enacted)
Quality Variance Threshold: (Define acceptable quality variances, variances that

16

1.2 Project Stakeholder Management
17

1.2.1 Project Stakeholder Management Guide
Stakeholder are parties that are actively involved in the project and their interest may affect project's outcomes. Hence, it
is very important to identify Stakeholder at early project stage, as their influence will be varied among Project Lifecycle.
Stakeholder Management Plan will be developed during Project Design (FEED) Stage to address the following
requirements:
Stakeholder Detail
Stakeholder major expectation and requirement
Stakeholder level of project awareness and interest
Communications Needs
Stakeholder Management will mainly consists of the following processes:

Identify Stakeholder
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement
1.
2.
3.
4.
Responsibility
FEED Developer
FEED Developer will develop Stakeholder Register and Stakeholder Management Plan during Project Design (FEED)
Stage and attached it to tender document.
KNPC
KNPC Team Leader of the Contract will approve Stakeholder Management Plan and will be responsible to Manage &
Control Stakeholder Engagement during Project Lifecycle.
Team Leader of the Contract should carryout workshop with project key stakeholder in order to identify stakeholder
requirements, interest, influence and impact on the assigned project.
Use Change Management Tools available within the KNPC Project Methodology Handbook (where applicable) during
project lifecycle. In addition, Team Leader of KNPC Contract is responsible to use Change Management Tools available
within the KNPC Methodology (where applicable) to ensure Stakeholders readiness for the Project.
Team Leader of the contract should use Issue Log & Decision Log in order to manage any issue with project stakeholder.
EPC Contractor
Awarded EPC Contractor will implement Stakeholder Management Plan and maintain it periodically.
18

1.2.2 Project Stakeholder Management Flowchart & Template
Project
Stage
Project
Design
(FEED)
Stage
Project
Management
Function
Project
Stakeholder
Management
Main Process
Inputs
Tools &
Techniques
Project Charter
Stakeholder
Analysis
Procurement Document
Expert
Judgment
Output
Deliverables
Identify
Stakeholders
Stakeholder
Register
KNPC Polices & Practices
Meetings
Processes, Procedures and
Historical Information
Note:
- Purple text refers to attached template.
-
Required Governance and Statutory approval shall be collected during project early stage. (Where applicable)
19

STAKEHOLDER REGISTER FOR FEED & EPC STAGE

Sr.no.
Key Stakeholder (Role)
Influence
Low/High
Interest
Low/High
(in terms of approval &

impact)
(in terms of receiving

benefits)
Intent
Negative/ Neutral/
Positive
Category
Key Player, Marginal,
Influential, Affected
INTERNAL STAKE HOLDERS
EXTERNAL STAKE HOLDERS
OTHER STAKE HOLDERS (SUB-CONTRATORS, VENDORS)
20

Strategy
1.2.2 Project Stakeholder Management Flowchart & Template
Project
Stage
Project
Management
Function
Main
Process
Inputs
Tools &
Techniques
Output Deliverables
Project
Management Plan
Expert
Judgment
Stakeholder Management
Plan
Stakeholder
Register
Meetings
Project Documents
(Updates)
Stakeholder Change
Impact & Readiness
Assessment
KNPC Polices &

Practices
Project
Design
(FEED)
Stage
Project
Stakeholder
Management
(Updated revision to be derived

from Management Support Dept.
Website)
Plan
Stakeholder
Management
Training Development Plan

(Updated revision to be derived
from KNPC Management
Support Dept. Website)
Analytical
Techniques
Projects
Departments
Processes,
Procedures and
Historical
Information
Training & Performance

Support Curriculum
Design (Updated revision to be
derived from KNPC
Management Support Dept.
Website)
Training & Performance

Standards
(Updated revision to be collected
from KNPC Management Support
Dept.)
Note:
-
21

STAKEHOLDER MANAGEMENT PLAN FOR EPC STAGE

Sr.
no.
Key Stakeholder
Stakeholder name, position , organization
Expectations
(input to Project Charter)
Main expectations of the project and
/ or product
Needs
(input to Project
Charter)
High-level needs for the
project and / or product
Objectives
(input to PMP)
List of requirements :
Project or Product
INTERNAL STAKEHOLDERS
EXTERNAL STAKEHOLDERS
OTHER STAKE HOLDERS (SUB-CONTRATORS, VENDORS)
22


KPI
(input to Quality
Management
Plan)
Quality assurance for
accepting each defined
objectives.
Remark
1.3 Project Scope Management
23

1.3.1 Project Scope Management Guide
Project Scope Management is the process of gathering all requirements and work to be done in order to achieve a target
objective.
The Project Scope Management process will be mainly consists of the following:
1. Plan Scope Management
- Plan Scope Management
- Plan Requirements Management
- Develop List of Requirements Documentation
- Develop Project Scope Statement
- List out Assumption & Constraint
- Develop Work Breakdown Structure (WBS)
- Develop Preliminary WBS Dictionary
- Develop Scope Baseline
2. Validate Scope
3. Control Scope
In addition, Project Acceptance Plan is Key deliverable within Project Scope Management that should be finalized during
the end of Project Design (FEED) Stage and it should address the following main requirements:
- A list of key milestone that should be achieved
- A list of deliverables that should be produced
- Standards and completion criteria that project deliverables will be reviewed and accepted by project end user
- Detail steps (process) to get project end user acceptance once the project deliverable is finalized and produced
Above mentioned Project Scope Management deliverables will be attached to ITB tender document in order to give
bidders better view and understanding of Project Scope Management. In addition, this deliverable will be referred to
during the entire Project Implementation and Project Closure Stages while project deliverables are produced for final
acceptance. Hence, these key deliverables should be maintained until the end of the project.
Responsibility
FEED Developer
Assigned FEED Developer should develop project Scope Management deliverables during Project Design (FEED) stage
through direct coordination with KNPC Project Coordinator and Project End User.
Also, Project Design (FEED) Developer is responsible to carry out integrated review on developed Project Scope of Work
in contrast to engineering module (for every discipline) to validate the effectiveness and completeness of the Project
Scope of Work. In addition, Value Engineering should be carried-out during Project Design (FEED) Stage and chaired by
third party.
During FEED stage, any mismatch or discrepancies observed in the Drawings and Documents with respect to site
conditions by Engineering consultant shall be highlighted to the User Refinery/ LM, for coordination of necessary actions
to correct the mismatch / discrepancies highlighted.
KNPC
KNPC Team Leader of the contract will be approve Scope Management Plan and monitor & control the overall quality of
Project Scope Management during Project Lifecycle. In addition, assigned Team Leader of the Contract should ensure all
Project Scope Management templates are developed completely by assigned FEED Developer and checked/ approved by
owner representative prior to ITB final development.
EPC Contractor
The awarded EPC Contractor will responsible to maintain the Project Scope Management deliverables during Project
Implement Stage.
24

1.3.2 Project Scope Management Flowchart & Template
Project
Stage
Project
Design
(FEED)
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Charter
Expert
Judgment
Scope
Management
Plan
Discussions &
Meetings
Requirements
Management
Plan
KNPC Polices &

Practices
Project Scope
Management
Plan Scope
Management
Projects Department
& Historical
Information
Note:
-
Project End User should update required project drawings and documents as per latest revision/condition
Feasibility of tie-ins shall be critically reviewed and explore the possibility of executing tie-in during preconstruction
phase
25

SCOPE MANAGEMENT PLAN FOR EPC STAGE

Scope Statement Development : Describe how the Scope Statement will be developed Including any alternatives analysis, stakeholder's
interviews, or research that will be conducted
WBS Structure: Describe the WBS Structure and whether it will be arranged using phase, geography, major deliverables, or some other way.
The guidelines for establishing control accounts and work packages may also be documented in this section
Scope Baseline Maintenance : Identify the types of scope changes that will need to go through the formal change control process and how
the scope baseline will be maintained
WBS Dictionary : Identify the fields that will be used in the WBS Dictionary and the level of detail needed
Scope Change: Describe how the changes to scope will be managed. This includes articulating the difference between a scope change and a
scope revision
Deliverable Acceptance : For each deliverable identify how that deliverable will be validated for customer acceptance, including any tests
or documentation needed for signoff
Scope and Requirements Integration:
Describe how project and product requirements will be addressed in the Project Scope
Statement and WBS. Identify the integration points and how requirements and scope validation will take place.
26

REQUIREMENTS MANAGEMENT PLAN FOR EPC STAGE

Collection: Describe how the requirements will be collected. Consider techniques such as brainstorming, interviewing, observation, etc.
Analysis : Describe how the requirements will be analyzed for prioritization, categorization, and impact to product or product approach
Categories : Identify categories for requirements such as business, stakeholder, quality, etc.
Traceability Structure : Identify the information that will be used to link requirements from their origin to the deliverables that satisfy them
Tracking : Describe how often and what techniques will be used to tract progress on requirements
Reporting : Describe how reporting on requirements will be conducted and indicate the frequency
Validation : Identify the various methods that will be used to validate requirements such as inspection, audits, demonstration, testing, and so
forth
Documentation: Define how requirements will be documented. The format requirements documentation may range from spreadsheet to more
elaborate forms containing detailed descriptions and attachments
27

1.3.2 Project Scope Management Flowchart & Template (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools & Techniques
Scope Management
Plan
Interviews
Output
Deliverables
Focus Groups
Requirements
Management Plan
Facilitated
Workshops
Group Creativity &
Decision-Making
Techniques
Project
Design
(FEED)
Stage
Project Scope
Management
Collect
Requirements
Stakeholder
Management Plan
Questionnaire &
Surveys
List of
Requirements
Documentation
Observations
Prototypes
Benchmarking
Project Charter
Context Diagram
Stakeholder
Register
Document Analysis
Note:
-
Slit Trenching and Soil Condition testing should be done at early project stages (during project Design (FEED) Stage)
28

LIST OF REQUIREMENTS DOCUMENTATION FOR EPC STAGE

ID
29
Requirements
Stakeholder
Category The condition
Priority The priority
Stakeholder's name. If
you do not have name
you can substitute a
position or organization
until you have more
information.
or capability that must be

met by the project or be
present In the product.
service or result to satisfy
a need or expectation of a
stakeholder.
group. For example

Level 1, level 2, etc., or
must have, should
have, or would be nice
to have.
Acceptance Criteria The

criteria that must be met for the
stakeholder to approve that the
requirement has been fulfilled.

Validation Method
Project
Stage
Project
Management
Function
Main
Process
Inputs
Tools &
Techniques
Scope Management
Plan
Expert Judgment
Product Analysis
Output
Deliverables
Project Scope
Statement
Project Charter
Project
Design
(FEED)
Stage
Project Scope
Management
Alternatives
Generation
Define
Scope
Requirements
Documentation
Facilitated
Workshops
Projects Department
& Historical
Information
Project
Documents
(Updates)
Note:
-
30

PROJECT SCOPE STATEMENT FOR EPC STAGE

Project Objective: Describe the projects outcomes; intended and direct, short- and medium-term effects of the Project. The project
objective must lie within the scope of the project, and one must be able to directly attribute the effects to the project.
Product Scope Description : Document the characteristics of the product, service or result The information should be
progressively elaborated from the project description in the project charter and the requirements in the requirement documentation
Project Deliverables: Identify any unique and verifiable product, result, or capability to perform a service that must be produced to
complete a process, phase, or project. Deliverables include project management reports and documentation
Project Acceptance Criteria: Document the criteria that need to be sent In order for a stakeholder to accept a deliverable.
Acceptance criteria can be developed for the entire project or for each component of the project
Project Exclusions : Clearly define what is considered out of scope for the project
Project Constraints: Constraints are limitations. Constraints that can impact the project include a fixed budget, hard deliverables
due dates, or specific technology
Project Assumptions : Document those assumptions about deliverables, resources, estimates, and any other aspect of the project that
the team holds to be true, real, or certain, but have not validated
Project Execution Strategy : Document the Project Execution Strategies
31

Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Scope Baseline
Scope Management
Plan
Project Scope
Statement
Project
Design
(FEED)
Stage
Project Scope
Management
Create WBS
Decomposition
Project Acceptance
Plan
Expert Judgment
Project
Documents
(Updates)
Requirements
Documentation
Assumption &
Constraints Log
KNPC Polices &

Practices
WBS (up to Level

5) (To be derived using
Projects Department
Processes,
Procedures, &
Historical
Information
WBS Dictionary
Scheduling Software)
Note:
-
Purple text refers to attached template.
PD Stand by Contract is responsible to clear the site before EPC Contractor contract commitment
32

PROJECT ACCEPTANCE PLAN FOR EPC STAGE

Key Milestone
Name &
Description
List out & describe all
Project key milestones
Milestone
Review Date
Insert milestone
planned date for
completion of the
review
Deliverable
Name &
Description
List out & describe
key project
deliverables /
products (i.e. Work
Package, System
and Engineering
Doc.)
Review
Approach
Describe the review
method used to ensure
the deliverable /
product acceptance
criteria have been met
Required
Reviewers
Disciplines
List out all
disciplines
required to review
Acceptance
Date
Insert the planned
approval date for
acceptance of the
deliverable/
product by project
end user
Basis and Assumption : Describe the basis and assumptions used during the development of the Project Acceptance Plan
Risk : Identify any related Risks that might impact the acceptance of project deliverables by project end user
Criteria
Project Deliverable / Product
Criteria (Measures)
List out all project deliverables and products
Standard (Quality Measure)
List out all agreed measures to ensure that the requirements of project deliverables
and products are met by project end user (i.e. time frame, quality measure, budget
amount, functional performance)
33

ASSUMPTION AND CONSTRAINT LOG FOR EPC STAGE
34
ID
Category
Assumption/Constraint
Identifier
The category
of the
assumption/
constraint
Those things that are considered

true, real, or certain, but without
proof or demonstration; or a
limitation or restriction that
affects the execution of the
project or process
Responsible
Party
The person who is
tasked with
following up on the
assumption to
validate it as true
or not
Due Date
Actions
Status
Comments
The date by
which the
assumption
needs to be
validated
Actions that need

to be taken in order
to validate
assumptions
The current status

of the assumption,
such as active,
pending, or closed
Any additional
information
regarding the
assumption or
constraint

WORK BREAKDOWN STRUCTURE FOR EPC STAGE

(To be derived using Scheduling Software)
WBS Level
35
WBS Level Description
Level 0
Level 0 is the Summary of Project
Level 1
Level 1 of the WBS shall include the distinct portions of work
Level 2
Level 2 of the WBS shall include the major phases for each portion of work
Level 3
Level 3 of the WBS shall constitute the disciplines under each phase:
Level 4
Level 4 of the WBS shall divide the disciplines further packages of work
Level 5
Level 5 of the WBS shall divide the work package further in deliverables

WBS DICTIONARY FOR EPC STAGE

WBS ID:
Work Package Name :
Description of Work :
Code of Account :
Enter a brief description of the work package deliverables from the

WBS
Enter the code of account from WBS
Resource
Identify the
resources,
usually from the
resources
requirements
Labor
Hours
Enter the
total effort
required
Material
Rate
Enter the
labor rate
from cost
estimate
Total Cost
Total
Units
Cost
Total
Multiply the
efforts hours
times the labor
rate
Enter the
amount of
material
required
Sum the labor,

material, and
any other cost
associated
with work
package.
Multiply the
material units
times the
material cost
Sum the labor,

material, and
any other costs
associated with
work package.
Assumptions & Constraints :
Schedule Milestones :
List of milestones associated and due dates for milestones
associated with work package
Quality Requirements :
Document quality requirements or metrics associated with the
work package
Acceptance Criteria :
Describe the acceptance criteria for the deliverable
Technical Information :
Describe or reference any technical requirements or
documentation needed to complete the work package
Agreement Information :
Reference any contracts or other agreements that impact the work
package
36

1.4 Project Schedule Management
37

1.4.1 Project Schedule Management Guide
The Project Schedule Management Plan sets the format and establishes criteria for developing and controlling the Project
schedule. During Project Design (FEED) Stage, Schedule Management Plan is developed to describe how the awarded
EPC Contractor will be managing in the timeframe for the undertaken project.
Project Schedule Management will mainly consists of the following processes:
1. Plan Schedule Management
2. Develop Schedule
2.1. Define Activities
2.2. Sequence Activities
2.3. Estimate Activity Resource
2.4. Estimate Activity Durations
2.5. Finalize Schedule
3. Control Schedule (during project implementation)
Responsibility
FEED Developer
Project Design (FEED) developer is responsible to develop Schedule Management Plan & Project Schedule (up to level 5)
using tools and techniques as indicated in this guideline. FEED Developer should develop practical and realistic Project
Schedule using different tools and techniques.
KNPC
KNPC Planning Engineer will coordinate & review the schedule and KNPC Team Leader of the contract has overall
responsibility for the quality of Schedule Management process.
Developed resource estimate should be kept for KNPC use and not to be shared with the Bidders.
Team Leader of the contract should make sure the schedule verification is conducted by subject matter experts outside the
project team to have cold eye review.
EPC Contractor
Awarded EPC Contractor will be responsible to develop Project Schedule (level 6) and maintain Schedule Management
Plan during Project Implement Stage.
A Guideline to develop EPC Schedule during Project Design Stage by FEED developer
EPC Schedule:
Development of EPC schedule commences once the draft scope of work is ready; schedule should fully align with
Project WBS. Top down approach should be taken with identifying key milestones and major elements for works in
each WBS; sequence of work elements and respective position in project time line. Once agreement on higher-level
schedule is achieved, FEED developer will go through the process as mentioned in the subsequent section for
identifying, sequencing, estimating resource, estimating duration and finally developing the EPC schedule for
approval by KNPC.
Project Management Guideline and forms must be used while developing the above schedule in co-ordination with
assigned KNPC Planning Engineer and Project Management Team.
38

1.4.1 Project Schedule Management Guide (Contd.)
Following are Key Elements, which must be taken care during finalization of EPC Schedule.
39
Project critical construction activities shall be identified during Project Design Stage (i.e. activities that are
resource or time based).
FEED developer is allowed to use historical data of past Projects of similar size and type from his archive;
preference is given to inputs from contemporary projects that he might be executing now or have done in
recent past. As every Project is unique, hence effort must be paid on critical and unique part of scope.
Due importance to be given in identifying, listing and scheduling Project Management deliverable related to
implementation of Project Management Guideline (Project Management Plan) for project implementation.
Detailed milestone schedule shall be developed by identifying and grouping milestones, naming them clearly
for start or finish of key activities.
WBS must be fully aligned with Project Management Plan giving due consideration of different work
packages.
Agree and finalize project Calendars for different phases of Project. (e.g. Engineering 5 days week,
Construction 6 days week, Shipping 7 days week, Commissioning 7 days week) indicating International /
national holidays, Ramadan / summer period for Construction.
Avoid including long duration level of effort activities in the schedule as these will mask the Critical path
and hinder Critical path analysis.
Keep the activities longer than 4 weeks duration to a bare minimum, activities in Manufacturing / Shipping
portion of schedule can be of long durations. This is essential to use the schedule as a controlling tool. Long
duration activities will mask the real critical path.
Plan Modularization and Fabrication in line with the project execution philosophy and WBS where
applicable.
Utilize the current shutdown windows of KNPC for schedule the tie-ins and if required making provision for
early Engineering and Procurement for this work. Issue EPC Schedule for review to relevant refinery
(stakeholders) also in order to get their early buy-in.
Include site clearance activities in the scope of EPC Contractor.
Review the interdependency schedule for ongoing Projects of KNPC and align project schedule to take
advantage of Shut-down/Tie-in opportunities.
Identification, Estimation and Loading of Resources e.g. Engineering Man-hours, Construction Man-hours
and Commodities, Pre-Commissioning and Commissioning Man-hours must be done.
Once the Schedule is ready, organize Schedule Workshop to quickly freeze the schedule by incorporating all
agreed comments.
Development of Project S-Curve and Manpower histogram must be based on agreed EPC Schedule.

1.4.2 Project Schedule Management Flowchart & Template
Project
Stage
Project
Design
(FEED)
Stage
Project
Management
Function
Project Schedule
Management
Main Process
Inputs
Tools &
Techniques
Project Management
Plan
Expert Judgment
Project Charter
Analytical
Techniques
Output
Deliverables
Schedule
Management
Plan
Plan Schedule
Management
KNPC Polices &
Practices
Projects Department
Processes,
Procedures, &
Historical
Information
Discussions &
Meetings
Note:
-
40

SCHEDULE MANAGEMENT PLAN FOR EPC STAGE

Schedule Methodology : Identify the scheduling methodology that will be used for the project for e.g. Critical Path
Method
Schedule Tools : Identify the scheduling tools that will be used for the project. Tools can include scheduling software, reporting
software, earned value software (e.g. P6, Microsoft Project, Microsoft Office, Pert Master).
Schedule Parameters (Basis)

Level of Accuracy : Describe the level of accuracy
needed for estimates
Units of measure : Indicate whether duration of

estimates will be in hours, days, weeks, months or
some other unit of measure
Variance Thresholds : Indicate the measures that
determine whether an activity, work package, or
project as whole is on time, requires preventive action,
or is late and requires corrective action (e.g. recovery
plan, schedule revision)
Schedule Development Process :

Activity identification : Document the method
adopted to identify / define activities
Activity sequencing : Describe any guidelines for
sequencing activities to create a network diagram
Estimating effort and duration : Indicate the
estimating techniques that will be used to arrive at effort
and / or duration estimates
Schedule Finalization : Describe the tools and
techniques to be used in finalizing the schedule
Schedule Controlling Process : Document frequency of schedule update and planned schedule revision
Schedule Assumptions (Basis): Describe any Assumptions for durations/ resources to create schedule. Also list down Project
Constraint, Schedule Calendar, Shutdown window, Contractual milestones etc.
- Click here to download this template.

- FEED developer to finalize the forms as per specific project requirement and put reference numbers
41

1.4.2 Project Schedule Management Flowchart & Template (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools & Techniques
Schedule
Management Plan
Decomposition
Output
Deliverables
Critical Activity
List
(with Attributes)
(To be derived using
Scope Baseline
Project
Design
(FEED)
Stage
Project Schedule
Management
Rolling Wave
Planning
Define
Activities
KNPC Polices &
Practices
Projects
Department
Processes,
Procedures, &
Historical
Information
Expert Judgment
Project
Milestone List
Note:
-
42

CRITICAL ACTIVITY LIST FOR EPC STAGE

(WITH ATTRIBUTES)
WBS ID
Unique
Identifier
Activity
ID
Activity
Description
Unique
identifier at
Activity
Level
Use this
section to
provide
activity
description
Start Date
Finish Date
Predecessors Successors
Logical
Logical
Relationship Relationship
Lead or Lag Lead or Lag
Resource ID
/ Name
Resource
Unit
Unique
Identifier
The amount of
the resource
needed for the
activity

43

Primary
Constraint
Date
Any other
User
Defined
Data
PROJECT MILESTONE LIST FOR EPC STAGE

WBS ID
Milestone ID
Milestone Description
Unique Identifier at
WBS Level
Milestone identifier
that uniquely
describes the
milestone
Description of the milestone in enough

detail to understand what is needed to
determine the milestone is complete
Start / Finish
Date Milestone
Plan Date during
Project Design
Stage
Type
Payment (%) if any
Description of the type

of Milestone (i.e.
internal, interim, final,
optional, mandatory or
billable)
Description of the payment

in Percentage for the billable
milestone

44

Project
Stage
Project
Management
Function
Main Process
Inputs
Tools & Techniques
Schedule
Management Plan
Precedence
Diagraming Method
(PDM)
Critical Activity
List
Critical Activity
Attributes
Project
Design
(FEED)
Stage
Dependency
Determination
Output
Deliverables
Project
Schedule
Network
Diagrams
Scheduling
Software)
Milestone List
Project Schedule
Management
Sequence
Activities
Project Scope
Statement
KNPC Polices &
Practices
Leads & Lags
Project
Documents
(Updates)
Projects
Department
Processes,
Procedures, &
Historical
Information
Note:
-
45

PROJECT SCHEDULE NETWORK DIAGRAM FOR EPC STAGE

46

Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Schedule
Management Plan
Expert Judgment
Critical Activity
List
Critical Activity
Attributes
Resource Calendars
Project
Design
(FEED)
Stage
Project Schedule
Management
Estimate
Activity
Resources
Activity Resource
Assignments
Alternative
Analysis
Published
Estimating Data
Risk Register
Activity Cost
Estimates
Output
Deliverables

Resource
Register
Bottom Up
Estimating
(To be derived
using Scheduling
Software)
Project
Management
Software
Project
Documents
(Updates)
KNPC Polices &

Practices
Projects
Department
Processes,
Procedures, &
Historical
Information
Note:
-
47

ACTIVITY RESOURCE ASSIGNMENTS FOR EPC STAGE

48
WBS ID
Activity ID
Unique
Identifier
Unique identifier
at Activity Level
Activity
Description
Use this section to provide activity
description
Start Date
Finish Date
Resource ID /
Name
Unique Identifier
FEED developer to finalize the forms as per specific project requirement and put reference numbers

Resource Unit
The amount of the
resource needed
for the activity
Any other User

Defined Data
RESOURCE REGISTER FOR EPC STAGE

49

Project
Stage
Project
Management
Function
Main
Process
Tools &
Techniques
Output
Deliverables
Expert Judgment
Activity
Duration
Estimates
Inputs
Schedule Management
Plan
Activity List
Activity Attributes
Analogous
Estimating
Activity Resource
Requirements
Resource Calendars
Project
Design
(FEED)
Stage
Project Schedule
Management
Estimate
Activity
Durations
Parametric
Estimating
Project Scope
Statement
Risk Register
Three Point
Estimating
Resource Breakdown
Structure
Group Decision
Making Technique
Project
Documents
(Updates)
KNPC Polices &

Practices
Projects Department
& Historical
Information
Reserve Analysis
Note:
-
Minimum of three schedule estimation methods (tools) shall be used to estimate critical activities for level 5 EPC
schedule by FEED Developer and level 6 EPC schedule by EPC Contractor.
50

DURATION ESTIMATING TOOLS FOR EPC STAGE

(Below table can be used for estimating critical activities during Project Design (FEED) Stage)
Method 1 : Parametric Estimates
Activity ID
Effort Hours
Resource Quantity
% Available
Unique Identifier
Enter amount of labor

it will take
accomplish the work
Document the number of

resources available
Enter the amount of

time the resources are
available
Performance
Factor
Duration
Estimate
Estimate a
Performance factor if
appropriate
Divide the effort

hours by the
resource
quantity times
the performance
factor
Method 2 : Analogous Estimates

Activity ID
Unique
Identifier
Previous
Activity
Previous
Duration
Current
Activity
Multiplier
Enter a description
of the previous
activity
Document the
duration of the
previous activity
Describe how the

current activity is
different
Divide the current

activity by the
previous activity to
get a multiplier
Duration
Estimate
Multiply the
duration for the
previous activity by
the multiplier to
calculate the
duration estimate
Method 3 : Three Point Estimates

Activity ID
Unique
Identifier
Optimistic
Duration
Most Likely
Duration
Pessimistic
Duration
Weighting
Equation
Determine an
optimistic duration
estimate
Determine a most
likely duration
estimate
Determine a
pessimistic
duration
estimate
Weight the
three
estimates
and divide
Expected Duration Estimate

Enter the expected duration based
on the Beta Distribution
calculation
51

Project
Stage
Project
Design
(FEED)
Stage
Project
Management
Function
Project
Schedule
Management
Main
Process
Finalize
Schedule
Inputs
Tools & Techniques
Schedule Management Plan
Schedule Network
Analysis
Critical Activity List
Critical Path Method
Critical Activity Attributes
Critical Chain Method
Output
Deliverables
Schedule Baseline
Project Schedule
Project Schedule Network
Diagrams
Resource
Optimization
Technique
(to be derived from

Modeling Techniques
WBS & WBS

Dictionary
(Updates)
Activity Resource
Requirements
Resource Calendars
Activity Durations
Estimates
Project Scope Statement
Leads & Lags
Schedule
Compression
Risk Register
Project Staff Assignments
Resource Breakdown
Structure
Critical Activity
Attributes &
Resource
Requirements
(Update)
Project
Management
Plan (Updates)
Scheduling Tools
Project
Documents
(Updates)
Note:
-
52

PROJECT SCHEDULE FOR EPC STAGE

Gantt chart
53

1.5 Project Cost Management
54

1.5.1 Project Cost Management Guide
Project Cost Management is defined as a method used to identify cost for all required project resources (Labor,
equipment, material, and administration costs).
Project Cost Management consists of the following main processes:
1.
2.
3.
4.
Develop Cost Management Plan

Estimate Cost
Determine Budget
Control Cost
Responsibility
FEED Developer
Project Design (FEED) developer is responsible to develop Cost Management Plan and Project Cost Estimate using tools
and technique as per attached Flowchart.
KNPC
KNPC Costing Engineer will review Cost and KNPC Project Team Leader of the Contract has overall responsibility for
the quality of Cost Management Process.
Developed Cost Estimate should be kept for KNPC use and not to be shared with awarded EPC Contractor.
Team Leader of the Contract should make sure that cost verification is conducted by third Party as a cold eye review at
the end of the Project FEED Stage or in case of major projects, after analyzing all the assumptions and risk factors, FEED
Consultant should determine contingency by utilizing @ risk software.
EPC Contractor
Awarded EPC Contractor shall report monthly cash forecasts and CAPEX spent locally to KNPC Project Team.
The FEED Developer shall prepare project cost estimate in line with following AACEI (Association for Advancement of
Cost Engineering International) Recommended Practices (RPs) to establish budget for project implementation, after
conducting Feasibility study and Front End Engineering Design (FEED), and to ascertain how expected funding (Base
line S-Curve template) will be spent during execution:
18R-97 Cost estimate classification system as applied in engineering, procurement & construction for process
industries.
34R-05 Basis of Cost Estimate
38R-06 Development of cost estimate plans
Following table highlights some of the key aspects of recommended practices, which the FEED Developer should comply
while estimating cost of a project.
55

1.5.1 Project Cost Management Guide (Contd.)
Key Aspects
Estimate classification
Estimate accuracy range
Estimate approach
Cost Breakdown Structure

(CBS)
Cost codes
Estimating techniques
Cost data source
Description
Feasibility Study
Class 4
Front End Engineering Design
Class 3
Feasibility Study
-30% to +50%
Front End Engineering Design (FEED)
-20% to +30%
Note:
The FEED Developer shall predict accuracy of estimate based on project scope
definition within above stated ranges, and present it as +/- percentage around base
estimate with stated confidence level of actual cost falling within quoted range.
Feasibility Study
Top-down / Bottom-up
Bottom-up
Work package level (WBS)
Tagged items with quantity and unit cost
Work packages with quantity and unit cost
Recommended practice
Feasibility Study
Equipment factored or parametric models
Semi-detailed unit cost with assembly level line items
Standard cost data sources :
Historical, In-house
Richardson Cost Estimating Standards for process industries.
Vendor price lists
Budgetary quotations
Recommend to utilize Aspen Capital Cost Estimation Software (ACCE) for Class 4
& Class 3 estimates of process units, suitably customized for local conditions.
Note:
Input for estimates often comes from person(s) most familiar with the scope and type of
work.
In addition, estimating always involve assumptions and guesses.
Thus, it is important not to rely solely on one source but if possible obtain estimates
from multiple sources and utilize three-point estimating technique for best estimate.
56

Key Aspects
Location factor
Allowances
Escalation
Templates
Estimate structure
Contingency
Documentation
57
Description
Depending on cost data sources for the estimate, it is important to adjust the cost
from one geographical location to location of project site.
Location factors include productivities, labor rates, freight, taxes, duties, construction
equipment rentals, concrete-mix rates, reinforcement bar rates, field indirect,
governmental regulations etc.
Make allowances for known-unknowns in the base estimate. Such as:
Cut & waste
Material takeoff
Design growth
Market forces
Make provision for anticipated change in estimated cost due to inflation at the time
placement of orders / award of contracts.
Popular cost indices applicable for process plants:
Chemical Engineers Plant Cost Index (CEPCI)
Nelson-Farrar Cost Index
Templates included in the Project Management Guideline:
Cost Estimating Worksheet
Bottom-up Cost Estimating Worksheet
Summary Cost Estimate
Cost Baseline (Project S-Curve)
Structuring of summary estimate, under following heads, is recommended to
analyze and establish cost ratios for future references.
Direct Field Costs
Indirect Field Costs
Contractor Home Office Costs
Contractor Other Costs
Owner costs
Contingency for large size projects should be determined by utilizing @ Risk Software
after conducting cost and schedule risk analysis.
Documentation of estimate related information / details /back-up data is extremely
important and a key deliverable, which should cover / include but not limited to
the following:
Project background
Purpose of estimate
Project scope in brief
Cost management plan
Basis of estimate
Allowances
Contingency
Escalation
Assumptions
Exclusions
Estimate work sheets with quantity takeoff
Estimate summary sheet
Cost Baseline S-curve
Quotations, etc.

Key Aspects
Description
Cold eye review
It is a good practice to get the estimates reviewed by a competent third party for any
omissions / commissions.
Unit rates for potential After completion of front-end engineering, the FEED Consultant shall identify potential
changes / additional works changes / additional works that EPC Contractor may encounter during execution and
during execution by EPC provide scope description of such items with estimated unit rates.
Contractor
The list of these items with estimated unit rates and quantities shall be included in ITB
and request bidder to quote his margin applicable for all the items. In case of any
changes / additions, the Contractor receives payment as per the rate given in the
Contract plus his margin.
This will help in controlling unreasonable rates quoted by the Contractor for changes /
additions.
Increase in contract price Based on level of scope definition at FEED stage, the Feed Consultant shall provide
due to change in quantity of expected change in quantities of major items such as Pipe & Pipe fittings, Cables,
major items from FEED to Valves, Structural, MCC Feeders etc., to establish threshold limits.
Detailed Engineering
58

1.5.3 Project Cost Management Flowchart & Template
Project
Stage
Project
Management
Function
Main
Process
Inputs
Tools & Techniques
Project
Management Plan
Expert Judgment
Output
Deliverables
Project Charter
Project
Design
(FEED)
Stage
Analytical
Techniques
Project Cost
Management
Plan Cost
Management
KNPC Polices &

Practices
Projects
Departments
Processes,
Procedures and
Historical
Information
Cost
Management
Plan
Meetings
Note:
-

Estimated Cost of EPC Works and Project Feasibility should be re-validated in case issue of the ITB is delayed
beyond one year after completion of the Project Design (FEED) Stage.
59

COST MANAGEMENT PLAN FOR EPC STAGE

Cost Parameters (Basis) :
Level of Accuracy : Describe the level of accuracy
needed for estimates
Units of measure :
Control Thresholds :
Rules for Performance Measurement : Identify the level in the WBS where progress and expenditures will be measured
Cost Reporting and Format : Document the cost information required for status and progress reporting
Process Management :
Estimating costs Indicate the estimating techniques
that will be used to arrive at cost estimates (Analogues,
Parametric or Three point estimate)
Developing the budget Document how the project
baseline will be developed. Include information on how
contingency and management reserve will be handled
Updating, monitoring and controlling
Document the process for updating the budget, including
update frequency, permissions, and version control.
Indicate the guidelines for maintaining baseline integrity
and re-base-lining if necessary
60

1.5.3 Project Cost Management Flowchart & Template (Contd.)
Project
Stage
Project
Design
(FEED)
Stage
Project
Management
Function
Project Cost
Management
Main Process
Estimate
Costs
Inputs
Tools & Techniques
Output
Deliverables
Cost Management
Plan
Expert Judgment
Cost Estimation
Worksheet
Human Resources
Management Plan
Analogues Estimating
Scope Baseline
Parametric
Estimating
Project Schedule
Three-point
Estimating
Risk Register
Bottom-up Estimating
KNPC Polices &

Practices
Reserve Analysis
Basis of
Estimates
Cost of Quality
Projects
Departments
Processes,
Procedures and
Historical
Information
Project Management
Software (Historical
Data)
Project
Documents
(Updates)
Vendor Bid Analysis

Group Decision
Making Techniques
Note:
-
61

COST ESTIMATING TOOLS FOR EPC STAGE

Parametric Estimates
WBS ID
Cost Variable
Cost Per Unit
Number of Units
Cost Estimates
Unique WBS Identifier
Enter the cost

estimating driver
Record the cost per unit
Enter the number of unit
Multiply the number of

units times the cost per
unit to calculate the
estimate
Analogous Estimates
WBS ID
Previous
Previous Cost
Current Activity
Multiplier
Cost Estimate
Unique WBS
Identifier
Enter the
description of
previous activity
Document the cost

of the previous
activity
Describe how the

current activity is
different
Divide the current

activity by the
previous activity to
get a multiplier
Multiply the cost

for the previous
activity by the
multiplier to
calculate the cost
estimate for the
current activity
Three Point Estimates

WBS ID
Optimistic Cost
Unique WBS
Identifier
Determine an
optimistic cost
estimate
Most Likely
Cost
Determine a most
likely cost estimate
Pessimistic Cost
Determine a
pessimistic cost
estimate
Weighting
Equation
Expected Cost
Estimate
Weight the three

estimate and divide
Enter the expected

cost based on the
weighing calculation
62

COST ESTIMATING TOOLS (Contd.)

BOTTOMS-UP ESTIMATING
1
10
11
12
WBS ID
WBS Description
Unit
Qty
Unique WBS
Identifier
Brief Work Package

description
Unit
adopted to
quantify
volume
Estimated
work volume
or extent
Labor
Hour
Labor
Rate
Material
Rate
Material
Price
Total
Price
Average
direct
labor cost /
man-hour
Unit rate
of direct
materials
Direct
material
price
Construction
Equipment
cost, etc.
Other
Expenses
Estimated
direct labor
man-hours
Labor
Price
Overheads
and Profit
(Labor +
Material +
Others)
Labor
Hour x
Labor Rate
Note :
For Engineering Columns 8, 9, 10 are not applicable.
For Procurement Column 10 is not applicable.
63

COST ESTIMATION WORKSHEET - SUMMARY FOR EPC STAGE
Sr.No.
Item Description
Key
Qty
Unit
Labor
Estimated Cost
Sub
Supply
Contract
Total
% of
EPC
DIRECT FIELD COSTS

Equipment
Equipment
Piping
Instrumentation
Electrical
Steel Works
Concrete
Buildings
INDIRECT FIELD COSTS
Temporary Facilities
Site Services
Travel, Mob, De-mob
Construction
Management
SUB-TOTAL DIRECT & FIELD COSTS
CONTRACTOR HOME OFFICE COSTS
Engineering
Procurement Services
CONTRACTOR OTHER COSTS
Shipping & Fright
Custom Clearance
Custom Duty
Vendor Supervision
Catalyst & Chemicals
Commissioning
Local Agent Fees
Statutory Taxes
One Year Operational
Spares
Forward Escalation
Contractor Overheads
TOTAL EPC CONTRACTOR COST
OWNER COST
Project Management
Team
Study Cost
License Fees, Royalty
Training
Insurance
Contingency
TOTAL PROJECT COST
- FEED developer to finalize the forms as per specific project requirement and put reference numbers.
64

1.5.3 Project Cost Management Flowchart & Template (Contd.)
Project
Stage
Project
Management
Function
Main
Process
Inputs
Tools & Techniques
Output
Deliverables
Cost Management
Plan
Cost Aggregation
Cost Baseline
(S-Curve)
Scope Baseline
Reserve Analysis
Activity Cost
Estimates
Expert Judgment
Basis of Estimates
Project
Design
(FEED)
Stage
Project Cost
Management
Determine
Budget
Project Schedule
Project
Funding
Requirements
Historical
Relationship
Resource Calendars
Risk Register
Agreements
Projects
Departments
Processes,
Procedures and
Historical
Information
Funding Limit
Reconciliation
Project
Documents
(Updates)
Note:
-
Unit Rates for Scope Changes shall be restricted to potential Scope change items customized for the project including
indication and quantities
65

COST BASELINE FOR EPC STAGE

Project Cost S-Curve
(Expenditure vs Payment)
Sample
Sample
66

1.6 Project Quality Management
67

1.6.1 Project Quality Management Guide
Project Quality Management is a process used to ensure that the quality of the project deliverables and products are as per
stated standards and requirements through implementation of effective Quality Assurance & Quality Control.
During Project Design (FEED) Stage, the Quality Management Plan will be developed in order to ensure the quality of the
project deliverable and quality of management processes that will be undertaken by awarded EPC (Contractor) during
Project Implement Stage.
Quality Management Plan will attached to the ITB tender document as it will provide detail information on the following:
- Role & Responsibility of the Quality Manager assigned by awarded EPC Contractor
- Project Quality Assurance, Control & Improvement approaches
- Quality Targets
Project Quality Management is mainly consists of the following processes:
1. Plan Quality Management
2. Perform Quality Assurance
3. Control Quality
Responsibility
FEED Developer
- Quality Management Plan will be developed by Project Design (FEED) developer during Project Design Stage.
KNPC Team Leader of the Contract will be monitoring and controlling the Quality Management processes during
Project Design (FEED) and Implement Stages.
- To better ensure effective Project Management within EPC Contractor Project Team, Quality Targets should be
developed and maintained during Project Design (FEED) Stage for every Project Management Function.
KNPC
-
Dedicated KNPC QMS Engineer will be assigned to the Project to coordinate all QA issues during Project Design
& Implement Stages. KNPC QMS Engineer will make sure that all internal & external Quality Audits are
conducted effectively and all audit findings are attended within 21 days.
In order to handle all quality functions, at least one dedicated QMS Engineer/ Coordinator shall be available in
each Project Division. Additional QMS Engineers/Coordinators shall be also included in the WER based on the
complexity & size of the Capital Projects handled by the Project Division.
Project Management peer review should be conducted within KNPC by a team of competent subject matter expert
minimum every six (6) months on all Project Management Function during Project Design (FEED) and
Implementation Stages.
To better ensure effective Project Management within KNPC Project Coordination Group, Project Quality
Measure should be introduced and Project Management Score Card for Design & EPC Stages to be developed
internally and maintained on quarterly basis by KNPC Project Team.
EPC Contractor
- Awarded EPC Contractor is responsible to implement Quality Management Plan, perform Quality Assurance, and
Control Quality.
- EPC Contractor should conduct internal Project Management Audit for every Project Management Function on
quarterly basis and report should be approved by KNPC.
68

1.6.2 Project Quality Management Flowchart & Template
Project
Stage
Project
Design
(FEED)
Stage
Project
Management
Function
Project
Quality
Management
Main
Process
Plan Quality
Management
Inputs
Tools & Techniques
Output
Deliverables
Project Management
Plan
Cost-benefit
Analysis
Quality
Management
Plan
Stakeholder Register
Cost of Quality
Quality Targets
Risk Register
Seven Basic Quality

Tools
Process Review
Form
Requirements
Documentation
Benchmarking
KNPC Polices &

Practices
Design of
Experiments
Projects
Departments
Processes,
Procedures and
Historical
Information
Statistical Sampling
Deliverable
Review Form
Project
Document
(Updates)
Meetings
Note:
-
69


QUALITY MANAGEMENT PLAN FOR EPC STAGE

Quality Roles and Responsibilities :
Role Describe the role needed
Responsibilities Define the responsibilities associated with each
1.
1.
2.
2.
3.
3.
4.
4.
role
Quality Planning Approach : Document the approach that will be used to plan quality for the project and deliverable
Quality Assurance Approach : Document the approach that will be used to manage the quality process
Quality Control Approach : Document the approach that will be used to measure the product and the project performance to ensure the project
deliverable meets the quality specification identified in the plan
Quality Improvement Approach : Document the approach that will be used to continuously improve quality for the project, process and
product
70

QUALITY TARGETS FOR EPC STAGE

Project Requirement
Project Deliverable
Quality Criteria
71

Quality Standard
PROCESS REVIEW FORM FOR EPC STAGE

Quality Target
Project Management Service
Quality Achieved
Quality Criteria
Quality Level
Quality
Deviation
Schedule Management Process

Cost Management Process
Quality Management Process
Change Management Process
Risk Management Process
Issue Management Process
Procurement Management Process
Communication Management Process
Quality Level: 1 = low, 2 = medium, 3 = high
72

Improvement Recommendation
DELIVERABLE REVIEW FORM FOR EPC STAGE

Quality Target
Project Requirement /
Deliverables
Quality Achieved
Project
Deliverable
Quality
Criteria
Quality
Standards
Quality Level
Quality
Deviation
Quality Level: 1 = low, 2 = medium, 3 = high
73

Improvement Recommendation
1.7 Project Human Resource Management
74

1.7.1 Project Human Resource Management Guide
Project Human Resource Management identifies all resources required during Project Implementation Stage. During
Project Design Stage, Human Resource Management Plan is developed to address the detail of the following:
- Role, Responsibilities, Authority of EPC Contractors' Key Personnel
- Any requirements for Organization Structure of EPC Contractor
- Staffing Management Plan
Human Resource Management consists mainly of the following processes:
1. Plan Human Resource Management
2. Acquire Project Team
3. Develop Project Team
4. Manage Project team
Responsibility
FEED Developer
Project Human Resource Management Plan should be developed by FEED Developer during Project Design Stage using
the attached template and the assigned KNPC Team Leader of the Contract is responsible to monitor and control the
development of this document during Project Life Cycle.
KNPC
WER monitoring should be introduced as Quality Measure in Project Management Scorecard.
Team Leader of the Contract is responsible to monitor and update of WER for KNPC Staff on quarterly basis. In addition,
Team Leader of the Contract should add contract clause regarding having the right for KNPC to interview and accept EPC
Key Personnel after signing EPC Contract.
EPC Contactor
EPC Contractor have to develop responsibility matrix for each key personnel. Project Human Resource Management Plan
should be attached to ITB in order to have the EPC Contractor meet the requirements and maintain the document after the
contract award.
75

1.7.2 Project Human Resources Management Flowchart & Template
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools & Techniques
Project Management
Plan
Organization Charts
and position
descriptions
Activity Resource
Requirements
Project
Design
(FEED)
Stage
Project
Human
Resource
Management
Plan Human
Resource
Management
KNPC Polices &

Practices
Networking
Organization Theory
Output
Deliverables
Human
Resource
Management
Plan for EPC
Stage
Responsibility
Assignment
matrix
Expert Judgment
Roles and
Responsibility
of Key
Personnel
Processes, Procedures
and Historical
Information
Meetings
Note:
-
During project demobilization/transfer, succession plan should be considered for PMC, EPC key personnel and KNPC
Staff in systematic and progression way.
76

Role
Head
Count
HUMAN RESOURCE MANAGEMENT PLAN FOR EPC CONTRACTOR DURING EPC STAGE
Roles, Responsibilities, and Authority of EPC Contractor Key personnel
Period Required
Role
as per Manpower
Level
Nationality
Classific Category
Responsibility
Authority
Budget Details
Report
/Grade
Preference
ation
From
Date
To Date
Project Organizational Structure for EPC Contractor

Staffing Management Plan (Staff Acquisition) Document how EPC Contractor
staff will be brought on to the project. Describe any differences between internal EPC
Contractor staff team members and outsources team members with respect to on-boarding
Staff Release Document how TPC Contractor staff members will be released from team,
including knowledge transfer, check-out procedures for staff and outsourced team members
Regulations, Standards, and Policy Compliance : Document any regulations, standards, or policies that must be used and how compliance will be demonstrated
Safety : Describe any safety regulations, equipment, training or procedure
Assumptions: List any assumptions made during this Resource Planning exercise. (Example: Project delivery dates will not change during this project, Resource requirements will not
change during this project, Resources identified will be available as required.)
Risks: List any risks identified during this Resource Planning exercise. Example include: (Examples : That key staff resign during the project, That further training is required to complete
the tasks allocated , That budget constraints lead to inferior resources being allocated)
77

RESPONSIBILITY ASSIGNMENT MATRIX FOR EPP CONTRACTOR STAFF DURING EPC STAGE
Resource 1
Work Package 1
Work Package 2
Work Package 3
Work Package 4
Etc.
Resource 2
Resource 3
Sample
R
Resource 4
Etc.
A
R
R = Responsible: The person performing the work

A = Accountable: The person who is answerable to the project manager that the work is done on time, meets requirements, and is acceptable
C = Consult: The person who has information necessary to complete the work
I = Inform: This person should be notified when the work is complete
78

ROLES AND RESPONSIBILITIES FOR EPC CONTRACTOR KEY PERSONNEL DURING EPC STAGE
Roles : Define the key role for each personnel
Responsibility : Define the activities that the role carries out and the nature of the contribution to the final product
Qualifications : Describe any prerequisites, experience, license, or other qualifications necessary to fulfill the role
Competencies: Describe specific role or job skills and competencies. May include details on languages, technology, or other information
necessary to complete the roles successfully
Authority: Describe the authority for each personnel given (Approvals of document, Initials of documents) and required (gate pass, access
details etc.)
Project / Work Interface : Specify all the people that the role will be interfacing with (i.e. EPC, Contractors, FEED Developers etc.)
segmented in internal or external
Work Location : Specify the work location for role
All gate pass and site requests / clearance pre-requisites have to be submitted at-least 3-4 weeks in advance to
the Project manpower plan start date.
79

1.8 Project Communications Management
80

1.8.1 Project Communications Management Guide
Project Communications Management is mainly about identification of communication approach that EPC Contractor will
use to communicate within the project and with Project Key Stakeholder during Project Implement Stage. It describes
receivers, type of information, and frequency of communications. In addition, it addresses how decisions, issues will be
managed.
Project Communications Management mainly consists of the following processes:
Plan Communications Management
Manage Communications
Control Communications
Responsibility
FEED Developer
It is the responsibility of Project Design (FEED) developer to develop the Communications Management Plan using
attached tools & techniques. Developed Project Communications Management should be attached to ITB in order for the
assigned EPC Contractor to maintain during Project Implement Stage.
In addition, assigned Project FEED Developer will set out the basis for creating Project Communications Management
and do necessary analysis to describe strengths, weakness, opportunities and threats exist within KNPC communications
environment in order to develop effective Project Communications Management Plan.
KNPC
KNPC Team Leader of Contract will oversee the Communications to ensure the effective release of all communications
material during entire Project Lifecycle.
EPC Contractor
Awarded Project EPC Contractor is responsible to implement & maintain Project Communications
Management according to earlier developed Communications Management Plan.
81

1.8.2 Project Communications Management Flowchart & Template
Project
Stage
Project
Management
Function
Main Process
Inputs
Project
Management
Plan
Tools &
Techniques
Communications
Requirements
Analysis
Communications
Technology
Project
Design
(FEED)
Stage
Project
Communications
Management
Plan
Communications
Management
Stakeholder
Register
Communications
Models
KNPC Polices
& Practices
Communications
Methods
Projects
Departments
Processes,
Procedures and
Historical
Information
Output
Deliverables
Communications
Management
Plan
Project
Documents
(Updates)
Meetings
Note:
-
82

COMMUNICATIONS MANAGEMENT PLAN FOR EPC STAGE

Stakeholder (s)
Information
Channels
List the people or the

groups of people who
should receive project
information
Describe the information to

be communicated
Describe how the

information will be
delivered
Timing or
Frequency
List how often the
information is to be
provided
Assumptions
Constraints
List any assumptions
List any constraints
Sender
Insert the name of the
person or the group that
will provide the
information
Risks: List any risks identified during the creation of this Communications Plan. (For Example : Key communications resources leave during the
project, The requirements of communications change during the project, The list of project stakeholders changes throughout the project)
Decision Approach : Describe how the decision will be taken and recorded
Issue Approach: Describe how the issues will be resolved and recorded
Attach relevant communication diagrams or flowcharts
83

1.9 Project Risk Managment
84

1.9.1 Project Risk Management Guide
Project Risk Management is an approach to forecast any future potential issue or opportunity is officially identified,
quantified and managed. Project Risk Management consists of the following main processes:
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Control Risks
Responsibility
FEED Developer
Project Design (FEED) developer is responsible to develop Project Risk Management Plan and conduct Project Risk
Assessment to identify potential Risks at early project stage and set a mitigation plan accordingly.
KNPC
KNPC Team Leader of the Contract should assign dedicated Risk Coordinator to coordinate both Project Risk during
Project Design & Implement Stages. In addition, Team Leader of the Contract is responsible to carry out monthly Risk
Assessment session during Project FEED and Implement Stages also ensure every identified Risk Factor should have a
comprehensive risk response.
EPC Contractor
Awarded EPC Contractor should further develop and implement Project Risk Management as per earlier developed Risk
Management Plan. Noting that Risk review workshop should be conducted every 3 months internally (by awarded EPC
Contractor &project team) and externally by KNPC Subject Matter Experts in order to validate Risk Management
effectiveness.
85

1.9.2 Project Risk Management Flowchart & Template
Project
Stage
Project
Management
Function
Main Process
Inputs
Project
Management Plan
Tools & Techniques
Output
Deliverables
Analytical Techniques
Risk
Management
Plan
Probability &
Impact
Assessment
Project Charter
Expert Judgment
Project
Design
(FEED)
Stage
Project Risk
Management
Plan Risk
Management
Stakeholder
Register
Risk Register
KNPC Polices &

Practices
Projects
Departments
Processes,
Procedures and
Historical
Information
Discussions &
Meetings
Critical Risk
Form
Note:
-
86

RISK MANAGEMENT PLAN FOR DESIGN AND EPC STAGES

Methodology: Describe the methodology or approach to risk management. Provide information ho how each of the risk management
processes will be carried out, including whether quantitative risk analysis will be performed and under what circumstances. Identify tools, such as
a risk break down structure, and techniques
Roles and Responsibilities : Document the roles and responsibilities for various risk management activities
Risk Categories : Identify categorization groups used to sort and organize risks
Risk Management Funding : Document the funding needed to perform the various risk management activities, such as utilizing expert
advice or transforming risks to a third part
Contingency Protocols : Describe the guidelines for establishing, measuring, and allocating both budget contingency and schedule
contingency
Frequency and Timing : Document the frequency of conducting formal risk management activities and the timing of the specific activities
Stakeholder Risk Tolerances: Identify the risk tolerance levels of organization(s) and key stakeholders on the project with regard to each
objective. Cover at least scope, quality, schedule, and cost objectives
Risk Tracking and Audit: Determine how risk management activities such as quantitative risk analysis and contingency management will
be documented and tracked. Describe how often risk management process will be audited, which aspects will be audited, and how the
discrepancies will be addressed
87

PROBABILITY AND IMPACT ASSESSMENT FOR DESIGN AND EPC STAGES
Probability
Impact
Threat
Cost KD
Time
Wks/
Month
> 20%
> 20%
-1
Cost KD
Time
Wks/
Month
Exceptional
> 20%
> 20%
Opportunity
Highly
probable
>80%
Catastrophic
Probable
61%-80%
Critical
10% - 20%
10% - 20%
-2
Very
Substantial
10% 20%
10% - 20%
As likely as
not
41%-60%
Serious
5% - 10%
5% - 10%
-3
Substantial
5% - 10%
5% - 10%
Coud
happen
21%-40%
Marginal
< 5%
< 5%
-4
Significant
< 5%
< 5%
Improbable
1%-20%
Insignificant
0%
0%
-5
Minor
0%
0%
-4
-3
-5
-2
-1
Impact
Opportunities
Threats
Priority Bands
Highly probable
Probable
As likely as not
Coud happen
Very High
High
Medium
Low
Improbable
88

Very Low
RISK REGISTER FOR DESIGN AND EPC STAGES
1
2
3
4
5
6
7
8
9
10
89

Priority - Post
Impact Time
Impact Scope
Probability
Response
Strategy
Summary
Post (Qualitative)
Risk Review
Date
Priority
Current
Impact Time
Impact Cost
Probability
Risk Status
Risk
Description
Risk Owner
Risk
Title
Date Raised
Risk ID
Current (Qualitative)
CRITICAL RISK DATA SHEET FORM FOR DESIGN AND EPC STAGES
Risk ID Enter a unique identifier
Risk Description Provide a detailed description of the risk
Status Enter the status as an open or closed
Risk Cause Describe the circumstances or drivers

that are the source of the risk Describe the
circumstances or drivers that are the source of the risk
Probability
Impact
Score
Responses
Determine the
likelihood of the event
or condition occurring
Describe the impact on one or more of the project

objectives
Multiply the probability

times the impact
Describe the planned response

strategy to the risk or condition
Scope Quality Schedule
Revised
Probability
Determine the likelihood
of the event or condition
occurring after the
response has been
implemented
Cost
Revised Impact
Describe the impact once the response has been
implemented
Scope Quality Schedule
Cost
Revised
Score
Responsible
Party
Enter the revised

score once the
response once the
response has
been
implemented
Identify the
person
responsible for
managing the
risk
Actions
Describe any actions that
need to be taken to
respond to the risk
Secondary Risks Describe new risks that

arise out of the response strategies taken to
address the risk
Residual Risk Describe the remaining risk
after response strategies
Contingency Plan Develop a plan that will Contingency Funds Determine the funds Contingency Time Determine the time
be initiated if specific events occur, such as
missing an intermediate milestone. Contingency
plans are used when the risk or residual risk is
accepted
needed to protect the budget from overrun
needed to protect the schedule from overrun
Fallback Plans Devise a plan to use if other

response strategies fail
Comments Provide any comments or
additional helpful information about the risk event
or condition
-
90

1.10 Project Procurement Management
91

1.10.1 Project Procurement Management Guide
Project Procurement Management is document developed in order to describe requirements related to all products and
services that will be outsourced during Project Implement Stage in order to allow EPC Contractor to submit an
accurate bid and to smooth procurement cycle during Project Implementation Stage.
Procurement Management Plan will be developed by Project Design (FEED) Stage and will mainly addresses the
following main items:
- Role & responsibility of KNPC Team Leader of the Contract
- Role & responsibility of the EPC Contractor Procurement representative
- Procurement Main Deliverable
- Detail of Purchase Orders requirements
Procurement Management consists of the following main processes:
1. Plan Procurement Management
2. Conduct Procurement
3. Control procurements
4. Close Procurements
Lessons Learned should be recorded from PMT, FEED Consultant and EPC Contractor and reported periodically.
Responsibility
FEED Developer
Project Design (FEED) developer is responsible to develop Project Procurement Management Plan and identify project
long lead items.
KNPC
KNPC Team Leader of the Contract will be monitoring and controlling the Procurement Management Process to
ensure that the undertaken process is efficiently by ensuring the following:
-
Approving Purchase Order (PO) and Request for Information (RFI)

Dispute any contractual disagreement between the EPC Contractor and Vendor/ Supplier
Managing the Purchase Order evaluation process and approving the selected Vendor/Supplier as per VEC/CEC
requirements
Shall conduct regular Progress Review Meetings with EPC Contractors/ Subcontractors / Vendors to ensure
the correct feedback / status on project progress is reported.
Subcontractors with poor performance shall be notified to V &CEC team for further action.
Financial situation status of Sub-Contracts/Vendors/Suppliers is very critical due to ambiguity in market
conditions. Project Team in the event of adverse feedback shall communicate to the VEC/CEC.
EPC Contractor
Awarded EPC Contractor should further develop and implement Project Procurement Management Plan as per earlier
developed Procurement Management Plan. EPC Contractor shall place and manage all Purchase Orders required to
complete their scope for the Project. EPC Contractor shall be responsible to verify the financial status prior to sourcing
the material / services.
92

1.10.1 Project Procurement Management Guide (Contd.)
Guidelines for ITB Preparation
Initiation of ITB Preparation Process
Inconsistency among different Project Teams as well anomalies while drafting ITB document. In order to avoid
anomalies in preparation of ITB documents, conduct awareness workshop for PMT for relevant ITB document to
emphasize on how to draft various Sections / Parts / Exhibits of ITB document in a structured as well consistent
manner to avoid anomalies including feedback based on lessons learned.
ITB Formulation
ITB document shall encapsulate the following:-
Ensure all such issues relevant to the Project which may have potential impact on Bidder's quote are duly
addressed in draft ITB document under Instructions to the Bidders for Bidders information, enabling them to
consider the same in their Bid price. Compile a list of such issues and use the same appropriately while
drafting new ITB documents, in future.
PMT members must familiarize themselves with all GCC clauses and terms.
Ensure that all specific issues related to the Project which are not addressed in GCC clauses, are duly
addressed under Particular Conditions of the Contract by either amending GCC clauses or adding new
clauses. In addition, compile such Particular Conditions which may be utilized, if so applicable, for future
Projects ITBs.
The Scope of Work to be defined clearly and specifically without using any generic terms using a structured
templates for defining the Scope of Work Exhibit, so that the Scope of Work for every Project could be
defined precisely in the same manner.
Only a comprehensive FINAL FEED document should form part of the ITB document. As FEED document
should be reviewed / verified comprehensively prior to its inclusion in ITB.
List all relevant backup supporting technical specifications, standards and the like documents / drawings etc.
and ensure their inclusion in ITB document squad check (PMT).
Verification to ensure that all ITB drawings reflect As-build status. In the event Refineries have carried out any
modification works, they should notify Projects Department in order to ensure as built drawings are updated.
Contract Administrative & Coordination Procedures included in ITB document should be clear, specific and
detailed without any ambiguities.
93
Avoid inclusion of unnecessary long list of Schedule of Unit Rates for Scope changes.

1.10.2 Project Procurement Management Flowchart & Template
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Make-or-Buy
Analysis
Procurement
Management
Plan
Expert
Judgment
Procurement
Statement of
Work
Project Management Plan

Requirements
Documentation
Risk Register
Activity Resource
Requirements
Project
Design
(FEED)
Stage
Project
Procurement
Management
Plan
Procurement
Management
Procurement
Documents
Project Schedule
Market
Research
Activity Cost Estimates
Source
Selection
Criteria
Make-or-Buy
Decisions
KNPC Polices & Practices

Processes, Procedures and
Meetings
Change Order
Project
Documents
(Updates)
Note:
-
94

PROCUREMENT MANAGEMENT PLAN FOR EPC STAGE

Procurement Authority Describe the Project Manager decision authority and limitations, including at least: budget, signature level,
contract changes, negotiation, and technical oversight
KNPC Project Manager
ECP Contractor Procurement / Contract Manager
Define the authority of Project Manager
Define the authority of EPC Contractor Procurement or Contract

Manager
Roles and Responsibilities :

KNPC Project Manager Define the responsibilities of the
EPC Contractor Procurement/ Contract Manager
Project Manager and the team
Describe the responsibilities of the procurement or contracting

representative and department
1.
1.
2.
2.
3.
3.
Standard Procurement Documents List any standard procurement forms, documents, polices, and procedure relevant to procurements
1.
2.
3.
List of Long Lead Items
Contract Type : Identify the contract type, incentive, or award fees and the criteria for such fee
Bonds and Insurance Requirements : Define bonding or insurance requirements that must be met by Bidders
Selection Criteria : Identify selection criteria and their relative weighting

Weight
Criteria
Procurement Assumptions and Constraints : Identify document relevant assumptions, and constraints related to the procurement
process
-
95

96

97
2.1
99
2.2
103
2.3
106
2.4
109
2.5
123
2.6
125
2.7
127
2.8
Project Communication Management
132
2.9
135
2.10
141

2.1 Project Integration Management
98

Part II: Project Management Best Practices - Project Implement Stage

2.1.1 Project Integration Management Flowchart
Project
Stage
Project
Management
Function
Main Process
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Expert
Judgment
Deliverables
Approved Change
Orders
Project
Management
Information
System
Work
Performance
Data
Inputs
Update of Design (FEED) Stage Deliverables
Project
Implement
(EPC)
Stage
Project
Integration
Management
Direct and
Manage
Project Work
KNPC Policies and

Procedures
Change Order
Meetings
Procedures and
Practices
Project
Management
Plan
(Updates)
Project
Documents
(Updates)
Note:
-
99

2.1.1 Project Integration Management Flowchart (Contd.)
Project
Stage
Project
Implement
(EPC)
Stage
Project
Management
Function
Project
Integration
Management
Main Process
Monitor &
Control
Project Work
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Expert Judgment
Change Order
Schedule Forecasts
Analytical
Techniques
Work
Performance
Data
Cost Forecasts
Project
Management
Information
System
Project
Management
Plan
(Updates)
Meetings
Project
Documents
(Updates)
Approved Change
Order
Work Performance
Information
KNPC Policies and
Procedures
Procedures and
Practices
Note:
-
100


2.1.1 Project Integration Management Flowchart (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Expert
Judgment
Approved
Change
Order
Monthly Progress
Reports
Discussion &
Meetings
Change Log
Change Order
Project
Implement
(EPC)
Stage
Project
Integration
Management
Perform
Integrated
Change
Control
Project
Management
Plan
(Updates)
KNPC Policies and

Procedures
Change Control
Tools
Procedures and
Practices
Project
Documents
(Updates)
Note:
-
101

2.2 Project Stakeholder Management
102

Part II: Project Management Best Practices Project Implement Stage

2.2.1 Project Stakeholder Management Flowchart
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Stakeholder
Management Plan
Communication
Methods
Issue Log
Communications
Management Plan
Project
Implement
(EPC)
Stage
Project
Stakeholder
Management
Manage
Stakeholder
Management
Engagement
Change Order
Interpersonal
Skills
Change Log
Projects Department
& Historical
Information
Management
Skills
Stakeholder
Management
Plan (Updates)
Project
Documents
(Updates)
Note:
-
103


2.2.1 Project Stakeholder Management Flowchart (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Document
Information
Management
System (DIMS)
Work
Performance
Information
Issue Log
Change Order
Expert Judgment
Project
Implement
(EPC)
Stage
Project
Stakeholder
Management
Control
Stakeholder
Management
Engagement
Monthly Project
Progress Report
Project
Management
Plan (Updates)
Project
Documents
(Updates)
Projects Documents
Meetings
Training
Evaluation
Feedback Tool
(Updated revision to
be collected from
KNPC Management
Support Dept.)
Note:
-
104

2.3 Project Scope Management
105


2.3.1 Project Scope Management Flowchart
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Inspection
Accepted
Deliverables
Requirements
Documentation
Change
Order
Project
Implement
(EPC)
Stage
Project Acceptance Plan

Project Scope
Management
Validate Scope
Verified Deliverables
Monthly Progress
Report
Group
DecisionMaking
Techniques
Monthly
Progress
Report
Project
Documents
(Updates)
Note:
-
During first two months of EPC stage Contractor shall undertake FEED verification to check existing
drawings/documents with respect to actual plant conditions. Any discrepancy found in the drawings with respects
to site conditions, pertaining to the Scope of work should be highlighted to KNPC for correction and execution by
the Contractor.
106

2.3.1 Project Scope Management Flowchart (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Monthly
Progress
Report
Project Management
Plan
Requirements
Documentation
Project
Implement
(EPC)
Stage
Change Order
Project Scope
Management
Control Scope
Project Acceptance
Plan
Variance
Analysis
Monthly Progress
Report
Procedures and
Practices
Project
Management
Plan
(Updates)
Note:
-
107

2.4 Project Schedule Management
108


2.4.1 Project Schedule Management Guide
The Project Schedule Management Plan as part of the Bid sets the format and establishes criteria for further developing
and controlling the Project schedule during implementation stage. Post Contract award during Implementation Stage,
Schedule Management Plan shall be finalized by EPC Contractor with the help and support of KNPC project
coordination team. This will be an agreement between all parties how the EPC Contract will be managed in the
timeframe for the undertaken project.
Project Schedule Management will be repetition of the steps as done in the FEED phase for of the following
processes:
1. Plan Schedule Management
2. Schedule Development
3. Control Schedule: This process purely belongs to project implementation phase.
Responsibility
EPC Contractor
EPC Contractor is responsible to further develop Schedule Management Plan & Project Schedules (Min. level 6) using
Rolling Wave Plan technique in addition to the tools and techniques as indicated in Part I of this Guideline.
KNPC
Dedicated KNPC Project Planning Engineer shall be assigned to every capital project based on the size and
complexity. KNPC Planning Engineer will coordinate & review the schedule at various stages. KNPC Project Planning
Engineer assigned to Capital Project shall do close follow up with EPC Contractor on Project Float/Buffer
Management for both near critical and non-critical activities. EPC Contractors resources estimate must be compared
with the FEED resource estimate and shall be presented to KNPC PCG, if required gap analysis shall be done for major
positive / negative variations. KNPC Team Leader of the contract has overall responsibility for the quality of Schedule
Management process. Team Leader of the contract should make sure the schedule verification during base lining and
regular reviews are conducted by subject matter experts outside the project team to have cold eye review.
109


2.4.2 Guideline for Schedule Management by EPC Contractor
It is recommended to have an integrated Project Planning effort. EPC Contractor has to follow the Rolling wave plan
philosophy, broad guidelines for development sequence is given below.
Project Master Schedule (Early Works)
This is bid schedule aligned with contract milestones. Planning for Early works must be done with good detail. Effort
should be in detailed planning of Early works and getting it agreed quickly with KNPC so that project can be
monitored & controlled till the time Project E&P Schedule is finalized. (Tie-ins and Shutdown must also be aligned in
this submission)
Project Master Schedule (E&P)
Engineering & Procurement execution philosophy as well as deliverable list, delivery commitment from vendors,
perform vs sub-contract all must be pretty much clear within 12 weeks to the Contractor hence we should have a
Project Master Schedule with finalized Engineering & Procurement section by this time. It is recommended to reflect
the update status in the submission rather than schedule with zero progress. Engineering portion must be loaded with
man-hours so that a Histogram can be extracted from schedule.
Project Master Schedule (EPC)
Once the model is 30% complete Construction section finalization must be done as by this time Execution philosophy
must be pretty much in shape. Tie-ins and Shutdown schedule must be revisited once again and any opportunity for
pre-construction work must be explored and exploited.
Project Master Schedule (EPCC)
By the time model is 60% complete all the Systems and Sub-Systems must be frozen and also enough vendor
information shall be available to complete the Pre-Comm and Comm section of the schedule. This is the full integrated
schedule ready for use.
All planning deliverables must be updated parallel to the Project master schedule development. EPC Contractor must
work with KNPC for interface management and comply with KNPC interdependency schedule.
2.4.3 Key Elements, which must be taken care during various phases of EPC Schedule development
OVERALLL
It is recommended to have the Schedule WBS in standard EPC format where the 2nd level of should be
Engineering, Procurement & Sub-Contract, Construction, Pre-Commissioning & Commissioning
Calendar shall be defined for the entire duration of the project taking into consideration all factors effecting the
project timeline including but not limited to public Holidays, Summer time restrictions, Ramadan windows,
Shutdown windows etc.
Schedule Risk Analysis must be done each time the schedule is revised adding details or revision for slippage
recover is undertaken. EPC Contractor is also responsible to install Schedule Risk Assessment Software on KNPC
Server.
Project Interdependency check for any overlap between KNPC and projects outside KNPC or shutdown activities.
Remaining duration of balance works to be mentioned in days separately apart from remaining work percentage.
ENGINEERING
110
EPC contractor to optimize the duration of document review cycle and identify list of critical documents at early
project stage (FEED Phase).
EPC Contractor to submit the list of critical documents after signing the contract along with plan on how to track
and optimize the review cycle with Project End User.
All approval cycles must be taken into consideration including final submission. Time and resource has to be
allotted for these activities.
Link has to be established with Vendor data and Finalization of Model and Issue for Construction P&IDs, Layouts,
GAs, Data Sheets etc.
Plan for all the different underground systems e.g. oily water, open drains, fire water etc. in detail. Link has to be
established with Model and Layout finalization.
Planning of isometric and pipe supports to be done in detail, providing link to piping fabrication / installation.
It is not recommended to have long duration level of effort activities in the schedule. Hence, EPC Contractor shall
include those man-hours in its manpower histogram providing a back-up for major non-Deliverable activities per
discipline.
Engineering Discipline wise man hours must be loaded in the Activities, the man-hours may be arrived by mapping
the Schedule activities to deliverable register.
Man-hours for various disciplines must also be loaded in 3D modelling activity.
Planning of Multiple Bulk MTOs to be done in detail and linked with the Model review stages.
PROCUREMENT
RFQs issue to vendors must be planned early in the lifecycle of project, it is recommended that once the contractor
receives comments on the MRs from KNPC, they must issue the MRs to Vendors also incorporating the comments.
Any further comments by KNPC shall be transmitted to Vendor as addendum. Approved MRs are required prior to
finalizing the POs. The above will give longer time for bidding/evaluation etc. and avoid delays.
Key Vendor Documents must be approved prior to actual Manufacturing however Vendor shall commence all PreManufacturing activities including Material sourcing, finalizing of Sub-Orders etc. once the PO is placed. These are
parallel activities to Vendor Document review.
Spares part list activity shall be schedule early giving time to KNPC for finalization and decision to purchase.
Show Packing and Ex-Delivery activities, typically 1-2 week long activity happens after FAT and before
commencement of Shipping.
Material Record Book (MRBs) preparation to be planned much early in the procurement lifecycle and first
submission shall be done within a week of FAT. MRBs must be delivered to site before Equipment delivery to
support the Installation, Pre-Commissioning and Commissioning.
SAT should be included in Construction section of schedule.
Procurement and Sub-contracting section shall be loaded with man-hours in order to be able to have a complete
manpower histogram.
CONSTRUCTION (Including Offsite Fabrication), PR-COMMISSIONING AND COMMISSIONING
111
Contractor shall provide detail for each foundation in the schedule however, at the initial stage in E&P schedule an
appropriate window of time for miscellaneous foundations must be allocated for adding required level of detail.
Detailed planning has to be done for all offsite fabrication works. Links has to be established with Bulk
procurement and site Construction.
Link must be established with delivery of fabricated/purchased items and foundation readiness. Avoid double
handling of heavy lift items.
Link must be established for piping hook-up with installation of related equipment / tanks.
Cable Tray activities must be shown separately establishing links to the respective structure / shelter erection.
Link must be established for cable termination with related equipment / tanks/ panels/ JB installation.
Windows for Instrument and valves installation activities must be allocated by adding required level of detail in
schedule.
Contractor shall provide a detailed System / Sub-System wise schedule for Pre-Commissioning and
Commissioning, however at the initial stage in E&P schedule appropriate windows should be allocated for adding
required level of detail.

2.4.4 Typical EPC Schedule Milestones (Including Billable Milestones) for inclusion in Project Master Schedule
PROJECT MANAGEMENT
Project Organization Chart Approved
Project Co-ordination Procedures Approved
Project Schedule & Cost Control Procedures Approved
Project Invoicing & Payment Procedures Approved
E&P Schedule Approved
Project Document Register (PDR) Approved
Procurement Tracking Register (PTR) Approved
Project QA/QC Plan Approved
Project HSSE Plan Approved
Pre-Commissioning and Commissioning Execution Plan Approved
ENGINEERING
P&IDs Issued for Review
P&IDs Issued for HAZOP
P&ID Issued for Design
P&ID Issued for Construction/Final
Issue First Bulk Material MTOs
Issue all Bulk Material MTOs
30% Model Review
60% Model Review
90% Model Review
HAZOP Completed
HAZOP corrective actions cleared
First Set of Civil GA AFC
Last Set of Civil GA AFC
First Set of Structural Steel GA AFC
Last Set of Structural Steel GA AFC
First Set of Piping GA AFC
Last Set of Piping GA AFC
First Set of Piping Isometrics AFC
Last Set of Piping Isometrics AFC
First Set of Piping Support AFC
Last Set of Piping Supports AFC
First set of SLDs AFC
First Set of E&IT GA AFC
First set of Instrument Location. Diagram GA AFC
All E&IT Gas issues
All SLDs issued AFC
All Inst. Location Diagrams issued AFC
PROCUREMENT
112
ITT's for all Long Lead Items Issued

PO's for all LLI's Awarded
Award Civil / Building Works Contract
Award Mechanical Works Contracts

Award E&IT Works Contracts
Award Painting, Insulation, Refractory Works Contracts
1st Lot tank plates receipt on site
Last lot tank plates receipt on site
All Long Lead Items Delivered to Site
U/G Piping material receipt of site
S/Steel MTO 1 receipt of site
Piping MTO 1 receipt on site
Fittings MTO 1 receipt of site
Elect. cable MTO 1 receipt at site
Inst. cable MTO 1 receipt at site
Cable Trays MTO 1 receipt at site
Piping valves MTO 1 receipt at site
Piping Top-ups receipt on site
Fittings Top-ups receipt of site
S/Steel Top-ups receipt of site
Elect. cable Top-ups receipt at site
Inst. cable Top-ups receipt at site
Cable Trays Top-ups receipt at site
Piping Valves Top-ups receipt at site
Instrument Valves receipt at Site
Field Instruments receipt at Site
1st Lot S/station Equipment receipt on site
Last Lot S/station Equipment receipt on site
1st lot of Spares receipt at site
Last Lot of pares receipt at site
CONSTRUCTION, PRE-COMMISSIONING AND COMMISSIONING

Complete site Mobilization
Complete Temporary Facility
Commence Civil Works
Commence Concrete Pre-Cast
Commence Structural Fabrication
Commence Piping Fabrication
Complete 1st Tank Foundation
Commence Tank Installation
Complete Tank Installation
Commence U/G Piping Works
Commence Pipe rack Installation
Commence Shelter / Gantry Installation
Commence Sleeper Installation
Commence Piping Installation
Commence U/G Cable Works
Complete Concrete Pre-Cast
Complete Structural Fabrication
Complete Piping Fabrication
Complete all U/G Works
Commence Painting
113

114
Complete Piping Tie-ins

Complete E&I Tie-ins
Commence Road Works
Complete Asphalting / Paving Works
Commence Cable termination
Commence Piping Hydrotest
Complete Piping Hydrotest
Commence Loop Checking
Complete loop Checking
Complete Utilities Commissioning
Complete Process System Commissioning
Complete N2 leak test
Ready for Hydrocarbons


2.4.5 Project Schedule Management Flowchart
Project
Stage
Project
Implement
(EPC)
Stage
Project
Management
Function
Project
Schedule
Management
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Performance
Reviews
Progress
Reports
Project Schedule
Project Scheduling
Software
(Primavera)
Schedule
Update &
Forecasts
Work Performance
Data
Resource
Optimization
Techniques
Change Order
& Recovery
Plan
Project Calendars
Schedule Variance
Analysis &
Modeling
Simulation for
Recovery Plan
Project
Management
Plan (Updates)
Schedule Data
Critical Chain
Method
Control
Schedule
Projects
Departments
Procedures and
Practices
Mont-Carlo
Simulation
Technique
Project
Baseline &
Documents
(Updates)
Scheduling Tool
(EVM)
Note :
-
115

2.4.6 Progress Guidelines for Schedule Control
EPC Contractor shall utilize effective Schedule Control Tools such as Earned Value Method for schedule
update.
Schedule Progress update basis for each phase of project is as follows. Document register for Engineering,
Procurement Register / Expediting reports for procurement, Commodity reports for Construction etc. This
shall ease the process of approval for KNPC.
EPC Contractor shall use Integrated Data base package for handling Progress. Document Control should be
linked with Engineering / Vendor Document Progress. Material Management system should be linked with
Procurement progress. In addition, Pre-commissioning and Commissioning progress at site must be done
through Completions management software.
Progress data entry shall be done by the data owner namely Document Controller for Engineering,
Designers for 3D Model progress, Expediters for Procurement, Construction progress update shall be done
by QS and Pre-commissioning and Commissioning by Completions team.
Planning Engineers role shall primarily be in extracting the report from system and verifying it with backups etc. before incorporating in the Weekly /Monthly report for KNPC.
All Progress Updating and Tracking System has to be set-up on weekly basis. Thursday shall be the weekly
cut-off, EPC Contractor must update the weeks progress over the weekend and by Sunday latest weekly
status report must be issued.
Baseline and Intermediate Schedule should be maintained and updated periodically with an effective
Recovery Plan wherever medium risk occurs on project overall schedule (i.e. schedule slippage by 10%).
Project Management peer review by KNPC Subject matter expert from outside the Project team shall be
conducted once every six months.
The overall weightings for WBS Level elements as below shall be based on cost.
o
o
o
Engineering,
Procurement,
Construction, Pre-Commissioning & Commissioning Assistance
Engineering weightage shall be based on Man-hours; Further break-up of Engineering is recommended as below.
o
o
o
Detailed Engineering
Vendor Engineering
3D Model
Procurement weightage is determined based on Cost; Further break-up of Procurement is recommended as below
o
o
o
116
Major Tagged Items

Other Tagged Items
Bulk Items
Construction, Pre Commissioning and Commissioning Assistance weightage shall be 100% linked to the
physical progress. Physical progress shall be based on Man-hours directly derived from Estimated
Quantities. This shall be revised with exact quantities as soon as the Detail Drawings are available.


2.4.6 Progress Guidelines for Schedule Control (Contd.)
Engineering / Vendor Deliverable Progress It is recommended to have the following progress milestones
Documents/Drawings for Review / Approval
Documents/ Drawings for Information
1. Issued for Review / Approval to KNPC 30%
1. Document accepted by KNPC 90% (i.e. not
2. Issued incorporating Comments 30%
rejected / re-submission requested)
3. Received AFC / Final status from KNPC 30%
2. As Built accepted by KNPC 10%
4. As Built accepted by KNPC 10%
Typical activities for 3D Model work for various discipline tasks are listed below.
Civil & Structural
Piping
Instrument
o Pipe
Rack
Structural
o Offline Instrument
Mechanical
Equipment
Modeling
o Packages
o
Junction
Boxes and
o Technological
Structure
Electrical
Local Panels
(SKIDS)
o Electrical Equipment
o Instrument Air
o Miscellaneous
Structure
Switch Boards, MCC's
Manifold Locations
(Platforms & Pipe Supports)
Control Panels, Transformers,
o Instrument Cable
o Structural Steel Buildings
Batteries, UPS, DB's, CP
Trays
o RCC Building
equipment etc.
o
Instrument Cable
o Equipment Foundation
o Lighting Equipment (Fixtures,
Trench
o Foundation Pipe Rack Sleeper
JB's, Poles etc.)
o Miscellaneous
Structure
Telecom
o Sockets/PB Stations
(Platforms & Pipe Supports)
o Telecom Equipment
o Cable Trays/Ladders (100mm
Foundations
o Junction Boxes and
wide & above)
o Structural Steel Buildings
Local Panels
o Cable Trenches
Foundation
o Telecom Cable Trays
o Heat tracing Equipment
o Structural Steel Shelter
o Telecom Cable
o Earthing items (Earth mats,
Foundation
Trench
pits & Electrical earth
o OWS and Sanitary Lines
busbars)
o Storm Water Drain
o Paving
o Road
Progress Milestones for 3D Model work for various discipline tasks are listed below.
117
Piping
o Line modeled as per IFR P&ID

Technological Structure (SKIDS) 20%
o Pipe Support Location Marked &
Isometrics issued to Stress + Clash
and consistency check at user level
10%
o Stress Comments incorporated and
Support Modeled 15%
o Clash check done prior to 30%
Model Review 5%
o 30% Model Review comments
incorporated 5%
Model Review 5%
incorporated 5%
Mechanical
o Equipment
Modeled
in
Primary Basic Shape with
preliminary dimensions
25%
o Nozzles modeled with Nozzle
Orientation 20%
o Equipment
checked
and
completed as per Preliminary
Vendor Drawing (along with
pipe support cleats) 20%
o Platforms & cleats Modeled
(Equipment platform and
platform cleats in Civil scope)
20%
o Equipment
checked
and
completed as per Final
Vendor Drawing & approved
15%
Steps
for
Civil,
Structural,
Electrical,
Instrument and Telecom
o Preliminary Modeled
25%
o Clash check done prior
to 30% Model Review
-10%
o 30% Model Review
comments
incorporated 5%
o Updated as per Vendor
Data (Partly) 10%
to 60% Model Review
10%
o 60% Model Review
comments
incorporated 5%

Model Review 5%
incorporated 5%
o Line checked, Completed &
Locked as per IFD/AFC P&ID
15%
o Line Isometric issued 10%
o Updated as per the

Vendor Data (Final)
15%
to 90% Model Review
10%
o 90% Model Review
comments
incorporated -5%
o Final
checked
&
Issued for Construction
5%
Procurement Progress : It is recommended to have the following progress milestones

Procurement of Major Tagged Equipment / Packaged
o
Items (Value more than KD 100,000)
Ordering (20%)
o Technical Bid Evaluation Approved by KNPC 10%
o Submit Unpriced Purchase Order to KNPC 10%
Procurement of other Equipment

Items Delivered at worksite and accepted by KNPC
100%
Procurement of Bulks
Progress payments for cable, structural steel,
refractories, and pipe bulk materials shall be based on
Manufacturing (50%)
the following:
o Key Vendor Documents Approved by KNPC 5%
o Placement of purchase order: 10%
o Suborders Materials received at Vendors Shop 10%
o Final inspection / witness test or factory acceptance
o Manufacturing Completed FAT Notification issued
test: 10%
15%
o Receipt at site & Inspection: 20%
o FAT Successfully Completed Test Certificates Issued
o Based on physical progress of construction: 60%
10%
o SPIR Forms Approved by KNPC 5%
Progress payments for all other bulk materials shall be
o Packing and Delivery Ex-Works 5%
based on the physical progress of construction.
Delivery (30%)
o Items Delivered at worksite and accepted by KNPC
15%
o Site Acceptance Test (SAT) successfully completed
Test Certificates issued 5% (If applicable)
o Vendor Final Documentation Approved by KNPC
15% /10% (in case SAT is applicable)
118


2.4.7 Reporting Guidelines for Schedule Control Daily Site Report
Site progress report will be submitted on Daily basis in the morning of the following day of work, for construction activities at site and shall include the following:
Highlights of the day
Areas of concern
Safety Report
Material received at site
Daily Commodity Report
Daily Manpower Status
Daily Equipment Status
Daily Construction Commodity Report as below will be set-up on 1st reporting day of the week and will be filled for all days of the week, thus giving a good
idea about daily/average/peak liquidation of commodity by end of each week. This will give visibility of productivity / work force shortage etc. This report shall
be linked with the Construction Register to avoid manual data input / errors.
DAILY COMMODITY REPORT
COMMODITY
SCOPE
Sn
UOM
DESCRIPTION
QTY
Completed
PROGRESS FOR THE DAY
up to
Week
Completed To
D5 D6
D7
Balance D1 D2 D3 D4
Remarks
Prev.
Progress Till Date GO
Fri Sat Sun Mon Tue Wes Thu
Week
Note :
-
119
EPC Contractor to finalize the forms as per specific project requirement and put reference numbers


2.4.8 Reporting Guidelines for Schedule Control Weekly
Weekly Progress Report Cutoff date will be Thursday and submission to KNPC on Sunday of the following week.
Weekly Report shall have following sections, which will cover period performance as well as overall performance for all
phases and disciplines.
Executive Summary narratives for the activities performed during the week. Activities planned for next week. Areas
of concerns and proposed corrective actions for the following.
o HSE & Quality
o Engineering by Disciplines
o Procurement by Discipline
o Sub-Contract
o Offsite Fabrication
o Construction by Area
o Pre-Commissioning
o Commissioning
Safety statistics for Cumulative and Weekly performance at least for the following.
o Man-hours for Engineering, Project Support, Offsite-Fabrication, Construction
o Lost Time Incident
o Medical Treatment Case
o First Aid Case
o Near Miss Incident
o Property Damage
o Environmental Damage
Technical Query Status
Issue Log
Progress % Plan and Actual for Cumulative and Weekly performance for the following.
o Engineering (Deliverables, 3D Model and Vendor Data)
o Procurement
o Construction , Pre-Commissioning & Commissioning
Engineering Deliverables Status per discipline showing minimum information as Total Number of Deliverables per
Discipline and status for document submission per discipline, submissions for the period etc.
Procurement Requisition Status showing cumulative and period performance for Procurement Requisitions per
discipline showing minimum information as Total Number of Requisitions per Discipline, Inquiry Issued, Bid
received, Evaluation done, PO Placed.
Material Delivery Status for major Equipment / bulks showing minimum information as Total Quantity, Planned /
Actual Delivery to date, Balance to go. Plan/Actual delivery for period.
Construction Commodity Summary tables for major Construction Commodity showing minimum information as
Total Commodity, Planned / Actual Liquidated to date, Balance to go. Plan/Actual for period, planned finish date
etc.
Note :
-
120


2.4.9 Reporting Guidelines for Schedule Control Monthly Progress
Monthly Progress Report:
Monthly report must be submitted on first Monday of subsequent month with cutoff date of last Thursday of reporting
month. This will give ample time to prepare an exhaustive monthly report in line with the 4-5 weeks progress during the
month.
Narratives Report:
Narrative Report highlighting major accomplishments during current period for HSE & Quality, Engineering by
Disciplines, Procurement by Discipline, Construction by Area, Pre-Commissioning, Commissioning. Activities planned
for next month. Areas of concerns and proposed corrective actions. Schedule Analysis discussing deviations from Master
Plan, items in Critical path with forecast dates, Key Milestone Status.
Following Summary Tables shall be included in the Narrative section of report.
Engineering Deliverables Status per discipline showing minimum information as Total Number of
Deliverables per Discipline and status for document submission per discipline, submissions for the period etc.
Procurement Requisition Status showing cumulative and period performance for Procurement Requisitions per
discipline showing minimum information as Total Number of Requisitions per Discipline, Inquiry Issued, Bid received,
Evaluation done, PO Placed.
Material Delivery Status for major Equipment / bulks showing minimum information as Total Quantity, Planned /
Actual Delivery to date, Balance to go. Plan/Actual delivery for period.
Construction Commodity Summary tables for major Construction Commodity showing minimum information as Total
Commodity, Planned / Actual Liquidated to date, Balance to go. Plan/Actual for period, planned finish date etc.
Monthly Progress Report Detail Status
Safety Statistics: Cumulative and
Monthly at least for the following.
Man-hours for Engineering,
Project Support, OffsiteFabrication, Construction
Lost Time Incident
Medical Treatment Case
First Aid Case
Near Miss Incident
Property Damage
Environmental Damage
Training of Personnel Status
Progress Tables : Plan and Actual %
Engineering (Deliverables, 3D
Model and Vendor Data)
Procurement
Offsite Fabrication
Construction
Pre-Commissioning
Commissioning
Engineering Detailed Reports
Engineering Document Register
Vendor Document Register
3D Model Status Report
Status of Technical Queries
121
Quality Status
Quality Programs, Policies
And Procedures Status
Quality Audit Status
Non-Conformance Status
Inspection and Test Record
Status (Vendor and Site)
Qualification and Training of
Personnel Status
Contract
Billing and Payment Status along
with Payment Curve
Change Order Summary
Progress Curves
Overall
Engineering
Procurement
Construction PreCommissioning &
Commissioning
Manpower Histogram
Overall
Engineering
Procurement
Off-Site fabrication
Construction
Pre-Commissioning missioning
Construction Pre-Commissioning and

Commissioning Status
Offsite Fabrication Status Reports
Construction Commodity Register
Construction Commodity Curves
Sub-System Completions Status
Procurement Detailed Reports

PO Status Reports
Material Status Reports
Spare Parts Status
Sub-Contract Status Reports
2.5 Project Cost Management
122


2.5.1 Project Cost Management Flowchart
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Earned Value
Management
Monthly
Progress
Report
Project Funding
Requirements
Forecasting
Payment
Schedule
Work Performance Data

Project
Implement
(EPC)
Stage
Project Cost
Management
Performance
Reviews
Control Cost
Change Order
& Historical Information
Project
Management
Software
Project
Management
Plan (Update)
Project
Documents
(Updates)
123

2.6 Project Quality Management
124


2.6.1 Project Quality Management Flowchart
Project
Stage
Project
Management
Function
Main Process
Inputs
Quality Management
Plan
Process Improvement
Plan
Project
Implement
(EPC)
Stage
Project Quality
Management
Perform
Quality
Assurance
Quality Metrics
Tools &
Techniques
Output
Deliverables
Change Order
Quality
Management &
Control Tools
Quality Audits
Quality Control
Measurement
Process Analysis
Project
Management
Plan
(Updates)
Project
Documents
(Updates)
Project Documents
Note:
-
External Project Management peer review to be conducted every six months on each Project Management Functions.
Random audit will be conducted by subject matter expert to check the quality of comments submitted by both EPC
Contractor and End User.
125

2.7 Project Human Resource Management
126


2.7.1 Project Human Resource Management Flowchart
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Human Resource
Management Plan
Pre-Assignment
Output
Deliverables
Project Staff
Assignments
KNPC Policies and
Procedures
Project
Implement
(EPC)
Stage
Project
Human
Resource
Management
Negotiation
Acquisition
Acquire
Project Team
Projects Department
Processes, Procedures, &
Resource
Calendars
Virtual Teams
Multi-Criteria
Decision
Analysis
Project
Management
Plan
(Updates)
Note:
-
Mobilization of dedicated KNPC Project Coordination Group and Project End User to EPC Contractors Home Office
during the detailed engineering design in order to close follow-up and expedite approvals of Engineering Deliverables
KNPC has the right to interview and accept EPC Key Personnel after signing EPC Contract.
In case of Project demobilization/transfer, progressive handover/takeover should be considered for EPC Contractor
Key Personnel.
127


2.7.1 Project Human Resource Management Flowchart (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Human Resource
Management Plan
Tools &
Techniques
Output
Deliverables
Interpersonal Skills
Training
Project Staff
Assignments
Project
Implement
(EPC)
Stage
Project
Human
Resource
Management
Develop Project
Team
Team Building
Activities
Ground Rules
Colocation
Resources Calendars
Team
Performance
Assessments
(To be done
internally within
the KNPC
Project Team)
Recognition and
Rewards
Personnel
Assessment Tools
Note :
-
128


2.7.1 Project Human Resource Management Flowchart (Contd.)
Project
Stage
Project
Implement
(EPC)
Stage
Project
Management
Function
Project
Human
Resource
Management
Main Process
Manage Project
Team
Inputs
Tools &
Techniques
Output
Deliverables
Human Resource
Management Plan
Observation &
conversation
Change
Order
Project Staff
Assignments
Project
Performance
Appraisals
Human
Resource
Management
Plan
(Updates)
Team Performance
Assessment
Conflict
Management
Issue Log
Monthly Progress
Report
Interpersonal
Skills
Projects Department
& Historical
Information
Personnel
Assessment
Tools
Project
Documents
(Updates)
Team
Operating
Agreement
(Optional)
Manpower
Histogram
(Updates)
Note:
- The guideline and templates may be customized for applicable input, tools & techniques and desired output.
129

TEAM OPERATING AGREEMENT

Team Values and Principles: List values and principles by which the team agrees to operate (i.e. mutual respect, operating from fact
not opinion, etc.)
1.
2.
3.
Meeting Guidelines: Identify guidelines that will keep meetings productive (i.e. decision makers must be present, start on time, stick to
the agenda, etc.)
1.
2.
3.
Communication Guidelines: List guidelines used to make effective communication (i.e. everyone voices their opinion, no dominating
the conversation, no interrupting, etc.)
1.
2.
3.
Decision-Making Process: Describe the process used to make decisions. Indicate the relative power of the project manager for
decision making as well as any voting procedure. Also indicate the circumstances under which a decision can be revisited
Conflict Management Approach : Describe the approach to managing conflict, when a conflict will be escalated, when it should be
tabled for later discussion, etc.
Other Agreements : List any other agreements or approaches to ensuring a collaboration and productive working relationship among
team members
Signature :
Date :
EPC Contractor developer to finalize the forms as per specific project requirement and put reference numbers.
130

2.8 Project Communications Management
131


2.8.1 Project Communications Management Flowchart
Project
Stage
Project
Management
Function
Project
Project
Implement
Communications
(EPC)
Management
Stage
Main Process
Manage
Communications
Inputs
Tools &
Techniques
Output
Deliverables
Communications
Management Plan
Communication
Technology
Project
Communications
Material
Monthly Progress
Report
Communication
Models
Project
Management Plan
(Updates)
KNPC Policies
and Procedures
Communication
Methods
Projects
Department
Processes,
Procedures, &
Historical
Information
Information
Management
System
Project Document
(Updates)
Performance
Reporting
Note :
-
132


2.8.1 Project Communications Management Flowchart & Templates (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project Management
Plan
Information
Management
System
Project
Monthly
Performance
Report
Project
Communications
Project
Project
Implement
Communications
(EPC)
Management
Stage
Change Order
& Change Log
Expert
Judgment
Control
Communications
Issue Log
Project
Management
Plan (Updates)
Work Performance
Data
Decision Log
Projects Department
& Historical
Information
Meetings
Issue Log
Lessons
Learned
Note:
-
EPC Contractor to provide Read-only access to online documentation software system to KNPC assigned project
team
Project End User should be involve in Project Monthly Progress Meeting and updated with list of Critical Documents
that will be reviewed by next month
133

2.9 Project Risk Management
134


2.9.1 Project Risk Management Flowchart
Project
Stage
Project
Management
Function
Main
Process
Inputs
Tools &
Techniques
Output
Deliverables
Risk Management Plan

Documentation
Reviews
Schedule Management
Plan
Project
Implement
(EPC)
Stage
Project Risk
Management
Identify
Risks
Quality Management Plan
Information
Gathering
Techniques
Human Resource
Management Plan
Checklist
Analysis
Scope Baseline
Activity Cost Estimates
Activity Duration
Estimates
Assumptions
Analysis
Risk Register
Diagraming
Techniques
Project Documents
KNPC Policies and
Procedure
Projects Department Processes,
Procedure & Historical
Information
SWOT Analysis
Expert
Judgment
Lesson Learned Systems
Note :
-
135


2.9.1 Project Risk Management Flowchart (Contd.)
Project
Stage
Project
Implement
(EPC)
Stage
Project
Management
Function
Project Risk
Management
Main
Process
Perform
Qualitative
Risk
Assessment
Inputs
Tools & Techniques
Risk Management
Plan
Risk Probability and

Impact Assessment
Scope Baseline
Probability & Impact

Matrix
Risk Register
Risk Data Quality

Assessment
KNPC Policies and

Procedures
Risk Categorization
Projects
Department
Processes,
Procedures &
Historical
Information
Output
Deliverables
Project
Documents
(Updates)
Risk Urgency
Assessment
Expert Judgment
Lessons Learned
System
Note :
-
136


Project
Stage
Project
Managemen
t Function
Main Process
Inputs
Risk Management
Plan
Tools & Techniques
Output
Deliverables
Data Gathering &

Representation
Techniques
Cost Management
Plan
Schedule
Management Plan
Risk Register
Project
Implement
(EPC) Stage
Project Risk
Management
Perform
Quantitative
Risk
Assessment
Quantitative Risk
Analysis & Modeling
Techniques
Project
Documents
(Updates)
KNPC Policies and

Procedures
Projects Department
Processes,
Procedures &
Historical
Information
Expert Judgment
Lesson Learned
Systems
Note :
-
137


Project
Stage
Project
Manageme
nt Function
Main Process
Inputs
Tools & Techniques
Output
Deliverables
Strategies for Negative

Risks or Threats
Risk
Management
Plan
Project
Implement
(EPC) Stage
Strategies for
Positive Risks or
Opportunities
Project Risk
Management
Project
Management
Plan
(Updates)
Plan Risk
Responses
Contingent
Response
Strategies
Project
Documents
(Updates)
Risk Register
Expert Judgment
Note :
-
138


Project
Stage
Project
Management
Function
Main
Process
Inputs
Project Management
Plan
Tools &
Techniques
Output
Deliverables
Risk Reassessment
Monthly
Project
Progress
Report
Risk Audit
Risk Register
Project
Implement
(EPC)
Stage
Project Risk
Management
Control
Risks
Work Performance
Data
Technical
Performance
Measurement
Variance and Trend
Analysis
Reserve Analysis
Monthly Progress
Report
Expert Judgment
Change
Order
Project
Management
Plan
(Updates)
Project
Documents
(Updates)
Note :
-
139

2.10 Project Procurement Management
140


2.10.1 Project Procurement Management Flowchart
Project
Stage
Project
Implement
(EPC)
Stage
Project
Management
Function
Project
Procurement
Management
Main Process
Conduct
Procurements
Inputs
Tools &
Techniques
Procurement
Management Plan
Bidder Conference
& Campaign
Procurement
Documents
Proposal Evaluation
Technique
Selection Criteria
Independent
Estimates
Seller Proposals
Expert Judgment
Project Documents
Advertising
Procurement
Statement of Work
Analytical
Techniques
Projects Department
& Historical
Information
Lessons Learned
System
Procurement
Negotiation
Output
Deliverables
Selected
Sellers
Agreements
Resource
Calendars
Change
Order
Project
Management
Plan
(Updates)
Project
Document
(Updates)
Notes:
-
141
EPC Contractor shall be responsible to verify the financial status prior to sourcing the material / service.
Contract and Procurement Audits should be conducted in every 6 months by subject matter expert to validate
procurement progress, review contracts and practicing processes for completeness, accuracy and effectiveness.
In order to avoid defects and ensure quality of Long Lead Items after delivery on board, suggests the following:
- To develop a mechanism for inspection KNPC at Vendor / manufactures place before shipping.
- To engage reputed vendors.
- To have PD representative as part of VEC / CEC review committee.
To overcome the issue of poor contractors performance, PMT to ensure the following:
- Immediate Involvement of Top Management (Contractor & Company) at early stage where the project is not
progressing as per schedule.
- Ensure Specific and effective implementation of LD application as per contract for delay in provisional
turnover.
- Proper selection of the Contractors key personnel through interviewing Committee formed by PMT


2.10.1 Project Procurement Management Flowchart (Contd.)
Project
Stage
Project
Management
Function
Main Process
Inputs
Tools &
Techniques
Output
Deliverables
Project
Management Plan
Change Control
Procedure
Monthly Project
Progress Report
Procurement
Performance
Reviews
Change Order
Inspection &
Audits
Project
Management
Plan (Updates)
Procurement
Documents
Project
Implement
(EPC)
Stage
Project
Procurement
Management
Control
Procurements
Agreements
Performance
Reporting
Approved Change
Order
Payment Systems
Monthly Project
Progress Report
Change Log
Project
Document
(Updates)
Note:
-
EPC Contractor / Vendor should submit manufacturing progress report for critical equipment on monthly basis.
EPC Contractor should conduct Procurement Progress review Meeting with KNPC Project Team and Subcontractors/
Vendors in order to ensure accuracy of the Procurement Status Report/Progress.
EPC Contractor is responsible to notify KNPC about Subcontractor/Vendor with poor performance.
Contract & Procurement Audit will be conducted every six months by KNPC review contracts and practicing
processes for completeness, accuracy and effectiveness.
EPC Contractor is responsible to enhance the manufacturing cycle by confirming on the following:
- Identification of Vendors and Suppliers who are on or near the Project Critical Path Schedule.
- Prioritization of Vendor List and obtaining direct feedback.
- Development of action plan for regular visits to Vendor premises for better follow-up and expediting.
- Conducting of Vendor Campaign at EPC Contractor Home Office as and when required.
- Submitting Vendor Status Report for placed POs when required (minimum of monthly basis).
- Submitting of a detailed Vendors Manufacturing Schedule.
- Submitting predefined dates for Long Lead Items and payment (action plan).
142


2.10.1 Project Procurement Management Flowchart (Contd.)
Project
Stage
Project
Implement
(EPC)
Stage
Project
Management
Function
Project
Procurement
Management
Main Process
Inputs
Tools &
Techniques
Procurement
Management Plan
Procurement /
Contract Audits
Close
Procurements
Procurement
Negotiations
Output
Deliverables
Closed
Procurement
Procurement
Documents
Records
Management
System
Note:
-
143
Update Project Management Plan (PMP) should be attached to Project Closeout Report.

Appendix
144

Design Stage Deliverables Checklist

Sr.
D.1
D.2
D.3
D.4
D.5
D.8
D.7
D.8
D.9
D.10
D.11
D.12
D.13
D.14
D.15
D.16
D.17
D.18
D.19
D.20
D.21
D.22
D.22
D.24
D.25
D.26
D.27
D.28
D.29
D.30
145
Deliverable
Define scope of work and services
Review of lessons learned
Project Execution Plan
Quality Control Plan
Project Schedule
Cost Estimate for Implementation (Class 3)
Risk List (Updated)
Issue Management Plan / Issue Log
Resource Plan (Updated)
Design Stage Closure Report
Communication Plan
Training and Performance Support Plan
Data Gathering
Develop Basis of Design (BOD)
Function & Value Engineering
Site Conditions, Soil Report U/G Obstructions
P&ID, Data Sheets, Plot Plan, Equipment Layout
Automation Plan
Line List & Tie-in List
Control Philosophy
Single Line Diagram
FEED Document with Project Specifications
Constructability Report
Safety Constructability Report
HSE Plan and HAZOP Study Report
Fire Protection Philosophy
QRA Study
Final Environmental Impact Assessment
ITB Document & Bidder List
Requisition for Long Lead Equipment

Work stream
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Project Management
Communication & Engagement
Training & Capability Development
Solution
Solution
Solution
Solution
Solution
Solution
Solution
Solution
Solution
Solution
Solution
Solution (HSE)
Solution (HSE)
Solution (HSE)
Solution (HSE)
Solution (HSE)
Procurement
Procurement
Completed
Remarks
Design (FEED) Stage Gate Review Assessment Criteria

Sr.
Criteria
Is a definitive scope of work for detail design work has been recommended and is it
most cost effective solution?
Work stream
D.2
Are project economics still robust?
Project Management
D.3
Are the plans, costs, degrees of risk, realistic?
Project Management
D.4
Are all systems and procedures in place for adequate control of work activities?
Project Management
D.5
Have value improving practices been applied? If not, can any cost reduction exercise
be carried out at this stage?
Project Management
D.6
Can all statutory requirements/government legislation be met?
Project Management
D.7
Is the project urgent? If so, please provide justification.
Project Management
D.8
What is recommended budgeting route (normal, contingency or supplementary)?
Project Management
D.9
Has the project's communication needs been identified and effectively planned?
D.10
Have all skill and capability development requirements been identified and training
courses effectively planned?
Communications &
Engagement
Training & Capability
Development
D.11
Has safety studies been completed and the Issues raised, addressed and answered?
HSE
D.12
Has the final EIA study been earned out?
HSE
D.13
Has the final BIA report been approved by K-EPA and the requirements
/recommendations in the report been incorporated in the proposal?
HSE
D.1
146

Project Management
Assessment
Implementation Stage Deliverables Checklist
147
Sr.
Deliverable
Work stream
Im.1
Project Implementation Closure Report
Project Management
Im.2
Communications Materials
Communication & Engagement
Im.3
Training Materials
Training & Capability Development
Im.4
All solution-specific deliverables
Solution

Completed
Remarks
Implementation Stage Gate Review Assessment Criteria

Sr.
Im.1
Im.2
Im.3
Im.4
148
Criteria
Have all implementation related activities, deliverables and milestones been
successfully completed?
Has the Project Implementation Closure Report can be completed, included
documentation of achievements, shortcomings and lessons learned?
Is the Benefits Realization Plan clearly understood, including definition of detailed
activities, timeframes and milestone for the Monitor and Operate stage?
Have any remaining risks and issues been identified, and monitoring responsibility
transferred to the operating department?
Work stream
Project Management
Project Management
Project Management
Project Management
Im.5
Have all permanent support function requirements been identified?
Project Management
Im.6
Have project team members been rolled off the project and reincorporated into their
Department functions? (if applicable)
Project Management
Im.7
Has the project's communication efforts been effectively executed as per plan?
Im.8
Have skill and capability development requirements been met through successful
execution of training courses as per plan?

Communications &
Engagement
Training & Capability
Development
Assessment
149


Project Management Guideline For Project Design and Implement Stages

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June 11, 2014

Jan 31, 2016

Dr. Shayma Abdulmohsen

PD Project Management Guideline

Faleh Hasan A Al-Harbi

Abdullah Fahhad Al-Ajmi

About this guideline

PD Project Management Guideline

PD Project Management Guideline

Projects Directorate Leadership

KNPC Project Lifecycle

Project Integration Management

Project Stakeholder Management

Project Scope Management

Project Schedule Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

2. Part II: Project Implement Stage

Project Integration Management

Project Stakeholder Management

Project Scope Management

Project Schedule Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

Design Stage Deliverables Checklist

Design Stage Gate Review Assessment Criteria

Implementation Stage Deliverables Checklist

Implementation Stage Gate Review Assessment Criteria

PD Project Management Guideline

PD Project Management Guideline

Abdullah Fahhad Al-Ajmi

PD Project Management Guideline

PD Project Management Guideline

PD Project Management Guideline

Project Idea Stage

Project Management Plan for Project Implementation Stage

Project Implement Stage

PD Project Management Guideline

1. Part I: Project Design (FEED) Stage

PD Project Management Guideline

Project Integration Management

Project Stakeholder Management

Project Scope Management

Project Schedule Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

PD Project Management Guideline

1.1 Project Integration Management

PD Project Management Guideline

PD Project Management Guideline