EMH - Full Rev1 With ToC PDF

Engineering & Project Excellence
ENGINEERING MANAGEMENT
HANDBOOK
0
General
Project Integration
Design Process
Subcontracting management
Design Control
Co-Engineering
Skills & Human Resources Management
Performance monitoring
Lean Engineering
COVER PAGE
ALSTOM Grid confidential information - Must not be

disclosed, copied, presented, adapted, translated or used
without prior written consent
GRID
Engineering Management Handbook
Foreword
Engineering, at the heart of customer satisfaction, is the key to Alstom Grids success in delivering safe,
efficient, reliable, cost-competitive and high-performing solutions to Grid utilities and industry customers.
Grid engineering is one of the Groups major assets, which over the years, has been embedded into our
organisation, people and processes to build our worldwide expertise.
Alstom Grid is committed to strengthening engineering through the continuous development of
knowledge, competencies and skills. The goal is to allow for the creation of technological differentiators,
stimulate innovation, and promote the design of high quality HV products and solutions in AC/DC Power
Transmission and Energy Management including Smart Grid applications.
After the successful implementation of our Project Management Handbook (PMH), predominantly aimed
at improving project execution performance, this initiative will now be extended to the creation of an
Engineering Management Handbook (EMH).
The objectives for EMH are:
To share common culture, language and practices within our engineering community, crossing
units, Regions and Product Lines
To master the technical decision process, all along the execution phase, from the design of our
Products and Solutions through tender to project close out.
To maximize the contribution of the experts & know-how from our units, and allow for the
continuous development of core skills and competencies necessary in addressing our ambitions
and challenges
To further promote our technological capacity and capabilities,
The Engineering Handbook, consistent with the successful PMH practices, contains mandatory project
execution requirements. Toolkits and templates are included to address consistency in applying the
requirements to project engineering tasks.
I would like to take the opportunity to thank our engineering experts who have contributed to defining
these guidelines, and set the best practices.
I am convinced that we will soon reap the benefits of applying these guidelines/best practices in our
present and future projects but also support the development of our Engineering community as a whole.
Original signed by Michel Augonnet
GRID
HANDBOOK
AREA 0
GENERAL
EMH Contents
EMH 0-00 V01

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GRID

EMH 0-00 - EMH Contents
APPROVAL
Sept 2011
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GRID

ID_old
0.
1.
2.
3.
4.
5.
6.
7.
Reference
Title
Type
Status
General
EMH 0 - 0 0
v1
EMH - Content
M&G
EMH 0 - 0 1
v1
Introduction
M&G
EMH 0 - 0 2
v1
Level of requirements for project execution
M&G
EMH 0 - 0 3
v1
Glossary
M&G
Project Integration
EMH 1 - 1 3
v1
Tender Technical Validation Meeting
M&G
EMH 1 - 1 3 0 1
v1
Tender Technical Validation Checklist
Template
EMH 1 - 2 0
v1
Design Strategy
M&G
EMH 1 - 4 1
v1
Interface sheets guideline
M&G
EMH 2 - 1 0
v1
Substation Engineering Process Map
M&G
EMH 2 - 1 1
v1
Primary Design Process Map, Civil Works & Building Services Interaction
M&G
EMH 2 - 1 1 0 1
v1
Primary Design Process Map + DSM Template (electronic format only)
Template
EMH 2 - 1 2
v1
Secondary Design Process Map
M&G
EMH 2 - 1 2 0 1
v1
Secondary Design Process Map + DSM Template (electronic format only)
Template
M&G
Design Process
Subcontracting Management
EMH 3 - 3 0
v1
Design Subcontracting Process
EMH 3 - 3 1
v1
Design Subcontracting decision support
Template
EMH 3 - 3 1 0 1
v1
Design Subcontracting decision support template
Template
EMH 4 - 1 0
v1
Design Reviews Guideline
M&G
EMH 4 - 2 1
v1
Drawing Revision Identification
M&G
EMH 5 - 1 1
v1
GIS Substation Primary engineering Platform
M&G
EMH 5 - 1 2
v1
GIS Substation LV convergence workshops
EMH 5 - 1 2 0 1
v1
GIS Substation LV convergence workshops Frames
Design Control
Co-Engineering
M&G
Template
Skills & Human Resource Management

EMH 6 - 1 0
v1
Skills assessment and development plan
M&G
EMH 6 - 1 0 0 1
v1
Skills Assessment tool - Substations
Template
EMH 6 - 1 0 0 2
v1
Skills Assessment tool - EBOP
Template
EMH 6 - 1 0 0 3
v1
Skills Assessment tool - Industry Control Systems
Template
M&G
Performance Monitoring
EMH 7 - 1 0
8.
Issue
v1
Engineering Process KPIs
Lean Engineering
EMH 8 - 0 0
v1
Introduction to Lean Engineering
EMH 8 - 0 1
v1
Lean engineering self assessment
EMH 8 - 2 1
v1
Visual Project Management - Obeya

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GRID
Toolkit
Template
Toolkit

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GRID
HANDBOOK
AREA 0
GENERAL
Introduction
EMH 0-01 V01

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GRID

EMH 0-01 Introduction
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GRID

TABLE OF CONTENTS
INTRODUCTION ....................................................................................................... 4
1.1.
Purpose of this document ..............................................................................................................4
1.2.
Scope of application.......................................................................................................................4
1.3.
What is Project Engineering ? ........................................................................................................4
2.
REFERENCES ........................................................................................................... 5
2.1.
General Standards .........................................................................................................................5
2.2.
Alstom Grid Instructions ................................................................................................................5
2.3.
Project Management Handbook ....................................................................................................5
2.4.
Purchasing and Procurement Handbook ........................................................................................5
2.5.
Civil Works Guide ..........................................................................................................................6
2.6.
EHS Guidelines ..............................................................................................................................6
2.7.
Interface Sheets.............................................................................................................................6
3.
EMH STRUCTURE AND CONTENT .............................................................................. 6
1.

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GRID

1. Introduction
Alstom Grid sector delivers over one third of its turnover through turnkey, Engineering, Procurement and
Construction (EPC) contracts ; Project Engineering is therefore one of the core processes contributing to
Alstom Grid success and performance.
Designing the best solutions fulfilling our customers expectations, and delivering on our commitments in
terms of costs, time and quality, while keeping project risk under control requires strong engineering skills
& expertise and efficient decision processes.
1.1.
Purpose of this document
The purpose of this Engineering Management Handbook is to provide a consistent set of guidelines,
standards, processes and practices throughout Alstom Grid Units, to structure and support the
engineering process for turnkey projects, facilitate internal collaboration, and to enable its continuous
improvement.
It includes mandatory requirements as well as some recommendations, good practices or toolkits &
templates which may be adapted to the units environment.
It is not the purpose of this document to replace or supersede the Units quality management system,
however Units QMS should include or reflect the mandatory requirements of this handbook.
1.2.
Scope of application
The content of this document:

Applies to turnkey projects for Transmission Substations (AIS or GIS), and Power Electronics
projects, as well as Engineered Packages
Applies to the Tendering and Execution phases of the projects, up to project closing
Applies to all stakeholders playing a role in the engineering process, including and not limited to :
o engineering & design, as the process owner
o tendering & sales
o project management,
o design subcontractors,
o civil work design,
o sourcing,
o suppliers and internal partners,
o erection and commissioning
1.3.
What is Project Engineering ?
As defined in PMH 0-00, 1.1, A Project is a temporary endeavour undertaken to create a unique
Product or Service.
Project Engineering is the collective set of activities that concur to the detailed definition of the final
deliverable of the project, in full accordance with the Customers expectations. Project engineering is
instrumental in defining the best solution to fulfil the customer needs, while optimizing the overall
delivery costs, quality and lead time, inline with the project objectives and delivery strategy.

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Project engineering encompasses the following sets of activities:
coordination of various technical disciplines necessary for the project,
proactive customer technical interaction,
management of system performances (e.g. power, loss, noise, weight, size, costs, reliability,
maintainability), their allocation and the management of major equilibriums
requirements development and specification,
analysis, simulations and calculations, and the solving of design problems and tradeoffs
system integration management,
development of all technical documentation (including testing specs, toolings, O&M manuals)
configuration management,
design verification and validation, at subsystem (FAT) and system (SAT) level,
technical management of suppliers, partners, other contractors, design consultants and
subcontractors, and their respective interfaces in terms of scope and design constraints.
As such, its scope spans from the pre-tendering1, and tendering stage to qualify customer needs and
define the tentative conceptual design , up to the commissioning stage of the project and project closing,
which validates the fulfilment of customer requirements.
2. References
2.1.
General Standards
ISO 9001:2000 (0.2) promotes the adoption of a process approach in the development and
implementation of Quality Management Systems ; many Solutions Units are certified according to this
standard, notably for their engineering process.
The latest version ISO 9001:2008 promotes simplification of procedures and documentation inline with
a Lean approach, relying on adequate people skills to implement the processes and support its
continuous improvement.
2.2.
Alstom Grid Instructions
FI-13 : Internal Contracting principles between Product Lines
2.3.
Project Management Handbook
Engineering being part of both Tender and Project execution processes, the present document is to be
read and applied in full accordance with the Tenders & Project Management Handbook (PMH).
References to associated PMH guidelines are made where appropriate2.
2.4.
Purchasing and Procurement Handbook
Due to the strong interaction of Design management with project Sourcing and Procurement
management, the present document should be read in accordance with the Purchasing and Procurement
Handbook, and specifically PPH 01 and 02 (Purchasing & Procurement process and sub-processes)
Notably requirements development or spec-in

Due to the harmonization of Grid PMH and the evolution of PMH numbering system, references inside EMH to the PMH
guidelines are specified between brackets [PMH x-xx] with the new numbering system.
2

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GRID

2.5.
Civil Works Guide
To be defined (refer to Units specific process & guides when existing)
2.6.
EHS Guidelines
Refer to PMH Area 5, and specifically PMH051 [Grid PMH 5-10]
2.7.
Interface Sheets
Refer to Interface Sheets section in Alstom Grid e-Book ; see hereinafter EMH1-41
3. EMH Structure and content

The EMH is split into 9 areas:
Area 0 : General
Area 1 : Integration Management
Area 2 : Design Process
Area 3 : Subcontracting management
Area 4 : Design Control
Area 5 : Co-Engineering
Area 6 : Skills & Human Resources Management
Area 7 : Performance Monitoring
Area 8 : Lean Engineering
All EMH guidelines and documents, along with associated templates, toolkits and examples are made
available through the Alstom Grid Intranet site, in e-Book, under the Engineering section of Engineering
& Project Excellence Function.

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GRID
HANDBOOK
AREA 0
GENERAL
Level of requirements
for project execution
EMH 0-02 V01

Page 1 of 4
GRID

EMH 0-02 - Level of requirements for project execution
APPROVAL
Sept 2011
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GRID

TABLE OF CONTENT
INTRODUCTION ....................................................................................................... 4
1.1.
Scope of Application ......................................................................................................................4
1.2.
Reference documents ....................................................................................................................4
2.
EMH RED LINES ................................................................................................... 4
2.1.
Red Lines - Minimum Mandatory requirements .............................................................................4
2.2.
Other guidelines ............................................................................................................................4
1.

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GRID

1. Introduction
It is recognized that not all Alstom Grid projects have the same complexity or execution environment;
hence the processes, tools and methods to be used have to be adapted to this specificity.
The purpose of this instruction is to define the set of minimum mandatory requirements to be
implemented on projects, according to their complexity.
1.1.
Scope of Application
The present instruction applies to SOG and PEA units
1.2.
Reference documents
[1] PMH 004 Levels of requirements for project execution [Grid PMH 0-04]
2. EMH Red Lines

As stated in [1], a Red Line is a process requirement adapted to the complexity of the project. For the
Engineering Management Handbook, Red Line definitions follows the same framework of project
complexity as the one defined for the Tender & Project Management Handbook [1], 4:
Minimum Set for small, simple, unrisky projects
Medium Set for typical mainstream, midsize projects or repeat business
Full Set for large, complex, risky and/or first-of-a-kind projects
Project complexity is evaluated using the PMH 0-04 Appendix A
2.1.
Red Lines - Minimum Mandatory requirements
The following table summarizes for each relevant EMH guideline, its scope of application:
Applicable project class
Red Lines
Reference
Minimum Set
Medium Set
Full Set
Target
Projects
EMH 1-13
Design Strategy
EMH 1-20
Interface Sheets
EMH 1-41
Design Subcontracting
EMH 3-30
EMH 4-10
Engineering Process KPIs
EMH 7-10
See EMH 7-10 for individual KPIs

applicability
Y
Y
Y
Y
Y
Skills Assessment & Development Plan [EMH 6-10] which is to be applied at unit level (independently of
individual projects), shall be considered as Red Line to all AC Substation Units.
Guidelines themselves describe specific areas, if any, subject to Red Line.
2.2.
Other guidelines
Other guidelines or methods provided in EMH including those not listed hereabove should be
considered as good practices, and their deployment on projects is recommended.

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GRID
HANDBOOK
AREA 0
GENERAL
Glossary
EMH 0-03 V01

disclosed, copied, presented, adapted, translated or
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GRID

EMH 0-03 - Glossary
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EMH 0-03 - Glossary
1. Terms
1.1.
Project concepts
Please refer to PMH Glossary ref [PMH 0-01] for general terms related to project management.
1.2.
Design Review
Design Gate
Review
Engineering
Process
Phases
Basic Design
or Principle
Phase
Detailed
Design
Functional
Design
Engineering process
Design reviews are technical reviews conducted during the course of design
development to assure that the requirements, concept, product or process satisfies the
requirements for that stage of development, the design is sound, the issues are
understood, the risks are being managed, any problems are identified, and needed
solutions proposed.
Typical design reviews include: requirements review, concept/preliminary design
review, final design review, and a production readiness/launch review.
In Lean Engineering, design reviews tend to be focused in scope and fairly frequent, to
review the results of short iterative cycles and ensure technical synchronisation
between parties and subsystems. See also Integrating Events on 1.6
A formal kind of Design Review with a "Go/No-Go" purpose aimed at freezing specific
design areas and proceeding to the next phase. Generally involves peer and experts
review to ensure risks are properly seen and handled, help to assess if 'the gate can be
passed' and provide guidance on the next stage.
The Design Gate Review is a committing review at Project level. This means that ' GO'
decision is not reversible. Consequences of any change will be borne by the party
requesting the change.
Decision on the relevant number and timing of gate reviews is to be made jointly by the
Project Manager and Project Engineering Manager, as defined in EMH4-10.
There are specific phases, or steps, in engineering process that are needed to translate
contractual specifications into clear requirements, and such requirements into a final
product and operational system.
On Alstom Grid Turnkey AC Substations Projects, two approaches are used : 2-steps or
3-steps process. The 2-steps process consists of Basic Design and Detailed Design ; in
the 3-steps process Detailed Design is split into Functional Design and Execution
Design.
The engineering process phases and flow charts are described in EMH2-10.
Upon contract coming into force, the first phase of engineering process, called Basic
design or Principle phase includes a definition or description of the overall concept,
and what the concept is intended to achieve .If Customer expectations are not
completely understood through this conceptual phase, the end result will be
compromised.
Based on conceptual design agreed by Customer, detailed design is developed, to
produce all documents used for manufacturing or erection on site, testing, Operation &
Maintenance.
In a 3-Step approach, Detailed design is split into Functional Design and Execution
Design.
Functional Design translates conceptual or principle documents into a functional
language adapted to the used technology, and enables the sizing and detailed
installation.

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EMH 0-03 - Glossary
Execution
Design
Based on output of Functional Design, Execution Design provides all required

documents allowing manufacturing & testing of equipment, and their erection and
commissioning on site.
Work Package See PMH Glossary
RFI
Request for Information is a supplier prequalification process under the responsibility
of Sourcing. It aims to ensure that suppliers invited to bid have provided proper
qualification requirements in terms of prior references, technical know-how, end
customer approval / vendor list, product certification or type registration, industrial
means & capacity, financial credentials, quality plan & certificates.
RFQ
Request For Quotation is a supplier quotation process under the responsibility of
Sourcing.
Engineering contribution involves developing technical specification of product or
services or technical requirements, scope of supply and/or bill of quantities, and
technical evaluation of the supplier offers for final selection.
Interface sheet Document or set of documents stating the standard limits of scope or responsibilities
between two or more parties involved in the project.
It can relate to:
1. scope of supply
2. list of characteristics, schedule of parameters
3. input and output data exchange & milestones
4. process roles and responsibilities (e.g. erection and commissioning)
Engineering
platform
Non
Conformance
Factory
Acceptance
Tests (FAT)
Site
Acceptance
Tests (SAT)
Interface sheets are meant to be used:

- at tender stage to provide robust and competitive offer, to ensure scope
comprehensiveness and avoid redundancies
- at project execution stage as reference or template for the execution program
Interface sheets have been defined between Solutions units, Products, Automation and
Power Electronics Product Lines. They are described in EMH1-41 and are available on
Alstom Grid Intranet.
Refers to a process of regular, focused co-design workshops between Product
engineering, Project engineering and other relevant stakeholders (Civil Works, MEP,
Automation) to jointly evaluate alternative design, optimize the overall solution and
significantly reduce lead time to produce key deliverables. This approach has been
defined for Turnkey GIS Projects at tender and execution stage and is detailed in EMH
section 5 Co-Engineering.
A deviation to the applicable specification, accepted standard or expected behaviour of
a system of subsystem. Description, context and preliminary analysis are captured in a
Non Conformance Report (NCR), and initiate a Corrective Action process. Nonconformance related problems are best solved by cross functional approach, such as
the LAMDA method.
Status of all identified Non-Conformances form part of the configuration state of the
system, and may trigger specific events (retrofit, recalls...)
Factory Acceptance Test is a part of the Inspection & Test plan, to validate compliance
of a product or subsystem to its functional specification and customer requirements,
before its integration into the global system. FAT takes place at manufacturers
premises before shipment, and is usually witnessed by the customer, at least for critical
equipments.
Site Acceptance Test is the final part of the inspection and test plan, to validate that the
global system fulfils the customer requirements. It includes end-to-end system tests,
(part of commissioning plan), as well as some tests performed on individual

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EMH 0-03 - Glossary
Project closing
1.3.
Project
Engineering
Manager
(PEM) /
Technical
Project Leader
(TPL)
Project design
leader
Primary or
Secondary
Lead engineer
Civil Works
design
coordinator
Building
Services
design
coordinator
Technical
Project
Manager
equipments after shipment and integration in the system environment. SAT are
systematically witnessed by the customer, as it is one of the conditions for issuance of
the PAC or TOAC.
After satisfactory completion of commissioning, when provisional acceptance is
received by the customer, the Project Closing phase aims to close all pending points
and deliver the documentation reflecting the final configuration of the system. This
includes :
- Snag list / punch list clearance
- Final documentation : as built drawings, Final Operation & Maintenance
Manual
- Documentation archiving
Organisation & Roles

Project Engineering Manager (also known as Technical Project Leader) is responsible
for overseeing and coordinating the overall project design, ensuring its overall
consistency and performance; he is ultimately responsible to ensure that engineering
deliverables are on time, in line with customer expectations and on budget. He reports
functionally to the Project Director, and acts as the primary technical interface with the
customer and with partners/suppliers, defines and implements the design strategy
(including design subcontracting). He leads the design team and ensures all design
issues are managed inline with project objectives.
Equivalent to Project Engineering Manager / Technical Project Leader. Designation
used in some SOG units.
Primary or Secondary Lead engineers are responsible for overseeing a design area of
the project for their scope of expertise, making sure engineering deliverables are on
time, in line with customer expectations and on budget. Lead engineer is the technical
guarantor for the functional scope under his responsibility.
Civil works design coordinator is responsible for managing technical interfaces between
civil work design package and Primary design package and proposes optimized civil
work technical options at project launching. Check coherency of time schedules, quality
of design input data submitted to CW design engineers to ensure CW deliverables are
on time, in line with customer expectations and on budget. He is guarantor that
interfaces with primary design have been managed on design aspect as well as for
execution on site.
Building Services and MEP Coordinator is responsible for overseeing the various
building services design packages, and their overall consistency, Supervises, challenges,
coordinates the work of subcontrators, and/or Partners in charge of MEP scope,
making sure engineering deliverables are on time , in line with customer expectations
and on budget. He work in close coordination with Civil Work Design coordinator
In Alstom Grid, refers to the person in charge to oversee the design and supply of
equipments manufactured by a Product unit, responsible for the product SQCD ; the
Technical project manager belongs to the Product Unit Operations and reports
functionally to the Project manager ; he is assisted by Product Engineers.
Note: this function should not be confounded with the TPL.

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EMH 0-03 - Glossary
1.4.
System
Architecture
Primary
Design
Secondary
Design
Functional areas
Refers to the high level conceptual model that defines the structure, behaviour, and
essential core design features of a system, and provides the framework for all that
follows. The systems architect provides the engineering view of the users' vision for
what the system needs to be and do, and the paths along which it must be able to
evolve, and strives to maintain the integrity of that vision as it evolves during detailed
design and implementation.
An architecture is a formal description and representation of the system, its structure
which comprises system components, the externally visible properties of those
components, the relationships (e.g. the behaviour) between them, and provides a plan
from which products can be procured, and systems developed, that will work together
to implement the overall system.
This design area involves notably the following disciplines
- Requirements analysis and development
- System structure development & major components selection
- Performance and functional allocation, including system reliability & availability,
operating modes, lifecycle process (operation, maintenance and disposal), costbenefit analysis
- System modelling and analysis
- Interface and integration management
- System verification and validation plan : what criteria and methods will be used to
demonstrate that each subsystem and the whole system satisfy the requirements
In Substations projects, design related to the HV design and general installation part:
- HV design,
- General layout & buildings drawings
- HV equipment specifications
- Calculation notes (Short circuit and load flow, insulation coordination, Conductors,
air clearances, electrodynamics forces, supports & gantries, heating, ...)
- Earthing network & earthing equipments
- Civil works guide & sizing parameters (efforts, loads)
- Erection drawings to be used by field services
- steel structures (apparatus support & gantries) manufacturing drawings
- Purchase requisitions with detailed BOQ & associated specification for required
material
- Equipment and subsystem Verification & Validation (FAT)
- Associated Operations & Maintenance manuals
In Substations projects, refers to the design related to the LV subsystem :
- HV/MV/LV single line diagrams
- protection & control system principles, calculations, and schematic diagrams
- digital control system
- control & protection cubicles equipment drawings & wiring diagrams,
- interconnection & cabling,
- AC & DC auxiliary power supply
- Telecoms
- Purchase Requisition with detailed BOQ & associated specification for required
material
- Associated Equipment and subsystem Verification & Validation (FAT)
- Associated Operations & Maintenance manuals

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EMH 0-03 - Glossary
Control System
Installation
Civil Design
MEP
HVAC
1.5.
DMS
Substation Control system is part of Secondary Design scope

Installation studies are part of Primary design
Civil design tasks cover :
- All technical specifications for Soil investigation, Geotechnical survey & reports
- Earthwork studies and drainage design
- Architectural drawings, doors & windows specification & layout
- Structural calculation (metallic or concrete buildings and various civil works)
- All , slabs, floor, wall, roof, and various foundation detailed design
- Formwork, reinforcement, Bar bending schedules
- Access and maintenance roads, gutter& pipes, Boundary wall and gates
- Sewerage, Transformer oil pit & oil collection
- Plant lightning protection
In some cases, Civil design integrates building services (MEP)
MEP stands for Mechanical Electrical and Plumbing used for Building services ; in
some cases, though a different skill & practice area, this scope is integrated into civil
design work package.
MEP covers several subsystems :
- HVAC ( heating ventilation air conditioning system)
- Small power and lighting studies (cover normal and emergency lighting)
- Water supply ,rain fall system and plumbing
- Fire detection system
- Fire fighting system (for buildings excluding transformers area)
- Crane & hoist design
- CCTV safety and video monitoring
HVAC stands for Heating Ventilation and Air Conditioning system ; it is one of the
major MEP subsystems.
Sizing of a HVAC system depends on two types of heat dissipation :
Sensible heat covering : Heat dissipation from electrical equipment, heat from solar
gain through windows, heat gain through walls & roof, contribution of people,
contribution of lighting system and power cables, duct heat gain & leakages ;
external temperature is a key factor, as it acts on both thermal transfer through
walls and openings, as well as on the air refresh rate inside the building
Latent heat : depends on people moisture, outside air condensation on cooling coil
Document management
Document Management System (DMS) refers to an information system dedicated to
manage the documentation of any kind, for capture, status & workflow, storage,
retrieval and distribution.
In the case of Alstom Grid and specifically for Solutions Groups, the DMS is a subset of
the Product Data Management System (PDM), primarily focused on the management
of Project technical documentation lifecycle.
Documentation is structured according to the parts (reference items & classification)
and Bills of Material.
The DMS provides the following features:
- configuration management and management of document revisions, check-in /
check-out process
- document approval workflow,
- document submission process,

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EMH 0-03 - Glossary
management of attachments & linked documents (e.g. customer
submission/transmittal forms),
- customer comments and replies (shuttle form)
- archiving and project database
When deployed it enables :
- unique storage, robust versioning, up-to-date documentation & approval status,
traceability
- use of standard document templates
- sharing across projects & units, reuse of existing parts & documents
- engineering performance metrics such as : % progress based on document
submissions, customer responsiveness (lead time on customer comments),
reworks from multiple revisions, design reuse rate
A project-specific procedure (usually derived from unit standard) which defines how the
documentation is codified and labelled, taking into account customer-specific
requirements or rules if any. This procedure is applicable to all parties involved on the
project.
It includes notably document Standards & Formats, languages, numbering &
codification rules, Title block template, and provisions for Revision management,
Transmission and recording status.
This instruction is part of the Document management procedure which is to be included
in Project Management Plan (see PMH111 [Grid PMH 1-9911])
Design Intend Document is a document that describes the companys proposed design
and scope of supply1, based on Alstom Grids understanding of the work to be
performed throughout the project phase. Its purpose is to ensure a common
understanding of the work to be accomplished, and allow all parties to identify any grey
areas that may arise. Generally includes:
Summary of scope (inclusion, exclusions, boundaries with other supplies)
Some key data , recommendation concerning different design activities :
- Electrical : major equipment list, some data relative to design studies,
- Control & protections
- Civil & building/ site services,
A cover sheet document which provides a summary & detailed list of documents
transmitted to a third party, along with references, revision numbers, number of copies,
as well as expected intent of transmittal (issued for approval or comments, for
information, for distribution, for construction, etc.). Can be used for physical or
electronic transmission.
Main Basic Information refers to a typical frame used to :
Capture selected number of main data on customer technical specification
Identify missing or incoherent data
Request clarifications or new data.
Notably MBI collates the following data, which are applicable to all project parties:
- Environmental & climatic conditions : data required for HVAC system, Mechanical &
electrical calculation, specification of equipment
- Main electrical characteristics of HV, MV networks : data required to check
constraints for HV/MV equipment, and to perform electrical calculation (short
circuit, Insulation coordination, protection settings..)
- Auxiliary supply : cover AC&DC distribution : which electrical characteristics
-
Document
numbering
Procedure
Design Intend
Document
(DID)
DTF
document
transmittal
form
MBI Main
Basic
Information
It is primarily used in the UK National Grid Alliance scheme

Page 8 of 16
GRID

EMH 0-03 - Glossary
(voltage, frequency , neutral conditions) with tolerances
Paint conditions and cubicle degree of protection (used for indoor & outdoor
equipment)
- Galvanization for steel sheet screws, moulded pieces.
Document which should provide all necessary technical information required to initiate
the RFQ process, evaluate offers, place purchase order, and technically manage the
procurement process of outsourced equipment or services.
It generally includes the following chapters:
- Equipment technical specification
- Interface sheets reference (where applicable)
- Detailed bill of quantity
- Deliverables (documentation)
- Acceptance criteria
- Factory and Site acceptance protocol
- Schedule of expected delivery and key deliverables (including FAT)
- Input and output data ; timeframe for submission ; approval process
Procurement request is a document sent to purchasing team to express project needs
formalized in matter of technical specification and quantification of the needs.
Based of such need, purchasing team will order required material for the project
The itemized list of equipment or parts and in some cases labour/manpower, along
with their associated quantities, units (and sometimes costs), as determined by the
design, required to procure, construct and maintain a given system.
The hierarchical design structure of the end product or system, broken down into
subsystems, modules, subassemblies, intermediate assemblies, components or raw
materials, up to the details in which the referenced items are managed, defined,
procured and integrated.
BOMs can define products as they are designed (engineering BOM), as they are
ordered (sales BOM), as they are built (manufacturing BOM) or maintained (service
BOM).
-
Technical
Purchasing
Specification
Procurement
Request
BOQ Bill of
Quantities
BOM Bill Of
Materials
1.6.
Chief Engineer
Integrating
events
Lean concepts
In the Toyota Engineering System, the Chief Engineer is acting as the program
manager in the vehicle development, from the beginning (concept development) to the
end (product launch).
He is a prominent figure within the organization, a highly respected senior engineer
with deep understanding of customer interests, and represents the Voice of the
Customer.
He sets the direction and strategy in technical development through Concept Paper,
orchestrates integrating events across disciplines, ensures technical feasibility is
proven, and that all decisions are taken in the best interest of the Customer
The lean engineering philosophy relies on a System Engineering approach to develop
several subsystems concurrently. Integrating events are intermediate synchronization
points on the design process to ensure that the feasibility of each subsystem is proven,
and that the solutions developed in parallel will integrate together within the expected
System performance target. In the Set-Based Concurrent Engineering process, they
serve as the occasion to intersect the available sets of solutions from various subsystem
to eliminate the incompatible ones.
To some extent, integrating events may be considered as design reviews, however

Page 9 of 16
GRID

EMH 0-03 - Glossary
Obeya
Set-Based
design
Set-Based
Concurrent
Engineering
focused on acquired knowledge, proven feasibility and technical decision making, rather
than on the monitoring of deliverables production.
in Japanese, Obeya simply means Big Room ; it is also referred to as Project war
room. At Toyota it has become a major project management tool in the engineering
stage to enhance effective and timely communication, and shortening the Plan-DoCheck-Act cycle.
The Obeya is a meeting room dedicated to a project, used for visual project
management, where the integrated project team meets regularly. It contains highly
visual information, charts & graphs, regarding notably:
- program timing & milestones
- project state & KPIs ;
- raising and handling of key issues or countermeasures,
- tracking of ongoing main tasks, priorities, decisions and main upcoming events
Mock-ups or prototypes are installed in the room when appropriate, to enforce the Go
& See philosophy.
Obeya is deeply rooted into management practices that promote people empowerment
and accountability, trust and transparency, and relies on management rituals based on
short, efficient stand-up meetings.
In Lean Engineering paradigm, refer to the process of analysing design problems in
terms of competing alternatives, or ranges of solutions (Sets); this Set-Based
philosophy is reflected on all areas of the design process:
- problems are systematically solved by investigating parallel root causes and
exploring many potential solutions or countermeasures, then evaluating those
most appropriate for the case
- as far as possible, technical specifications are formulated as a possible target
set of values (discrete set) or range of values (continuous set), instead of
individual prescriptive value, hence minimizing the constraints on design ;
- design parameters are evaluated against limit curves showing the limits of
feasibility provided by the technology, or trade-off curves showing the relative
dependencies / constraints between parameters ;
- technical decisions towards a given solution are delayed as long as possible
until the best information is available for all preselected alternatives ;
- decision is made by phasing out the weaker alternatives, rather than selecting
the single most promising one
- sets of solutions are progressively narrowed down while increasing detail, and
converge together with the specifications ;
- etc.
Set-Based Concurrent Engineering refers to a design development process which
ensures that, for each discipline or subsystem, where relevant and recommended by
the Chief Engineers development strategy, several solutions are investigated
concurrently until feasibility is proven or weaker solutions are phased out, to enable the
best solution to emerge from a convergence process, where the final solution belongs
to the intersection of all sets of solutions.
This process is at the opposite of the traditional Point-based design (write
specifications pick one solution validation testing), which usually induces a lot of
reworks and long iterations (loopbacks) as the final design fails to meet the
requirements.
Set-Based Concurrent Engineering relies on modular design practice to explore
alternative design solutions in each subsystem, while maintaining the same standard

Page 10 of 16
GRID

EMH 0-03 - Glossary
VSM Value
Stream
Mapping
MIFD
Gemba
Genchi
Genbutsu
Kaizen
Plan, Do,
Check, Act
(PDCA)
interfaces with other subsystems for each design concept. Thereby, solutions can be
selected independently from each other on subsystem, enabling parallel work and easy
integration.
To enable robustness of the process, each set of designs contains a proven solution
although maybe not optimal, along with several promising and more innovative
concepts for which feasibility is not yet proven. When the decision has to be made, the
proven solution can be selected as base case, if the other ones have not yet reached
feasibility state or demonstrated benefits. Results from the investigations are recorded
and saved for use on future projects.
Refers to the analysis of a process towards the identification and reduction on Non
Value Added. Extensively used in the Lean Manufacturing environment, this technique
consists in analyzing the flow of materials and information in the As-is process,
which are currently required to bring a product or service to a customer. It is also
known as Material and Information Flow Mapping.
The primary purpose is to improve process efficiency through lead time reduction and
more efficient use of resources, by identifying and eradicating 3 kinds of wastes
Muda : non value adding activity ; 7 waste types are considered : Transportation,
Inventory/storing, Motion, Waiting, Overproducing, Over-processing, Defects
Mura : unevenness, irregularity which compromises process stability and disturbs
the continuous flow of work ; also refers to non-sense (inconsistency in physical
matter or spiritual condition) ; is generally avoided through levelling (Heijunka)
Muri : overburden, or difficult working conditions for people or equipment, also
refers to unreasonableness ; is generally avoided through standardized work
This methodology has been adapted to the specifics of Engineering activities and other
knowledge work.
Material and Information Flow Diagram is a tool of the Value Stream Mapping
methodology
In Japanese, means the actual place, where the value is created (or destroyed).
Japanese expression for Go see the problem. This is the belief that practical
experience is valued over theoretical knowledge: you must go to the field and see the
problem to know the problem, and embrace the facts without preconceptions.
This is closely related with the management attitude of keeping permanent contact
with the field through Gemba Walks (often translated as Management By Walking
Around). Gemba means the actual place. For a product, this means seeing the
customer using the product. For a problem: going to the source of the problem. By
gaining the understanding of seeing the actual circumstances in which a product is
used, then understanding on improvements and innovation are possible, and
appropriate decisions can be taken.
Continuous improvement of an entire value stream or an individual process, to create
more value with less waste. Two levels of kaizen are commonly distinguished: (1)
System or flow kaizen considers the overall value stream and (2) process kaizen
focuses on individual processes
An improvement cycle based on the scientific method of proposing a change in a
process, implementing the change, measuring the results, and taking appropriate
action. It is also known as the Deming Cycle after W. Edwards Deming who
introduced the concept in Japan in the 1950s. The PDCA cycle has four stages:
1. Plan: Determine goals for a process and needed changes to achieve them.
2. Do: Implement the changes.

Page 11 of 16
GRID

EMH 0-03 - Glossary
A3
K-Brief
LAMDA
3. Check: Evaluate the results in terms of performance.

4. Act: Standardize and stabilize the change, or begin the cycle again, depending on
the results.
A3 refers for the standard format used by Toyota to concisely present information on an
ISO A3 size paper. By extension, refers to a number of variants to capture knowledge
and structure the information in a visual and synthetic way.
In Lean management, A3 reports are used in a variety of situations, and notably:
- Business Problem A3 : depicts the business problem, set target and performance
metrics, develops alternative proposals, action plan and follow-up
- Problem Solving A3 : a collective report to robustly solve problems and learn
through a collective experience using the LAMDA method
- Proposal A3 : presents several proposals for decisions
- Status report A3 : a concise overview of the status of an ongoing project,
achievements, main issues, next steps
- Knowledge Brief : the summary of an area of technical knowledge, formalised for
easy use
Knowledge Brief is a synthetic document presenting a specific area of knowledge, with
the objective to make it reusable. This document captures the organizations current
best thinking about a problem or technical area. Usually takes the form of an A3.
Lean Engineering Knowledge Briefs cover various uses :
- understanding the relationship / interdependencies between various design
parameters, specifications or physical dimensions (Relation k-briefs)
- clarifying the required components or dimensions to be considered in making a
technical decision (Decision k-briefs)
- understanding the ranges and limits of feasibility, capability, or applicability of a
given technology, process or family of products (limit curves, or trade-off curves)
LAMDA is an acronym which stands for Look Ask Model Discuss Act. It is a
problem solving methodology used at Toyota and extensively described by Dr Allen
C.Ward.
From general perspective, the methodology is much similar to the Deming Plan-DoCheck-Act approach, however with specificities from lean thinking, notably its
emphasis on learning.
The 5 steps of the learning cycle are defined as follows
1. Look : go to the field and see the problem by yourself (Genchi Genbutsu) ; this
steps calls for discipline in sticking to the facts and avoiding to think about the
solution
2. Ask : repeatedly question various stakeholders to get to the true root cause(s) of
the problem ; involves questioning why (did this happen ?) and who (has the
knowledge to understand ?)
3. Model : develop models to summarize the learning and visualize knowledge
(diagram, flowchart, graph) ; this modelling will facilitate the discussion that will
take place to debate the problem and seek solutions
4. Discuss : discuss the model with people impacted by the possible solution(s),
experts identified in "Ask", and decision makers ; consensus should materialise
with a set of possible solutions with respective pros/cons assessment, and
associated implementation plan
5. Act : take the decision on the solution, course of action ; put in place a follow-up
plan to ensure that implementation is effective, and that root causes have been
solved.

Page 12 of 16
GRID

EMH 0-03 - Glossary
Trade-off
Curves
Limit curves
Design to Cost
DFM/A
Integrated
Project
Delivery
As in the PDCA cycle, several nested rounds of LAMDA may take place to fully address
the problem, or several iterations of Look/Ask/Model/Discuss within the cycle.
The result of this process is generally captured in an A3 report, which is progressively
enriched as the learning increases.
Graphical representation via a curve or network of curves or scatter plot, of the
organizations current knowledge of dependencies between two technical parameters,
which shows the areas of compatibility/feasibility or non-feasibility ; this helps
understanding the design tradeoffs in the system development and provides easy
access to the available solution space.
A particular type of trade-off curves which captures the knowledge related to the
relative performance limits of a given technology, as a function of a given parameter
(e.g. battery maximum rated current as a function of ambient temperature).
A design process that constrains design options to a fixed cost limit or target cost,
usually defined from what the buyer can pay or what the marketplace demands. An
affordable product is obtained by treating target cost as one of the primary design
parameter that needs to be achieved during the development.
Design to cost uses a mix of techniques such as functional analysis, make/buy analysis,
supplier target costing, cost projections, DFMA and value analysis/engineering
Design for Manufacturability / Assembly (DFM/A) is a form of concurrent engineering
and more specifically the process of optimizing a system's or product's design with the
objective to make its parts easier to manufacture, assemble, integrate and test.
DFM/A practice includes:
- understanding the organization's process capabilities,
- obtaining early manufacturing involvement, assembling cross-functional teams
- using formalized DFM/A guidelines,
- using DFM/A analysis tools, including manufacturing cost simulation
- addressing DFM/A as part of formal design reviews.
Integrated Project Delivery, is a collaborative alliance of people, systems, business
structures and practices into a process that harnesses the talents and insights of all
participants to optimize project results, increase value to the owner, reduce waste, and
maximize efficiency through all phases of design, fabrication, and construction.
This approach is becoming popular in the construction industry (Lean Construction)
and is designed in 8 main sequential phases:
1. Conceptualization phase [Expanded Programming]
2. Criteria design phase [Expanded Schematic Design]
3. Detailed Design phase [Expanded Design Development]
4. Implementation Documents phase [Construction Documents]
5. Agency Review phase
6. Buyout phase
7. Construction phase
8. Closeout phase

Page 13 of 16
GRID

EMH 0-03 - Glossary
2. Acronyms
A
AC
AIS
Alternating Current
Air Insulated Switchgear
B
BCU
BDR
BoM
BOP
BoQ
Bay Control Unit

Budget Deviation Register
Bill of Materials
Balance Of Plant
Bill of Quantify
C
CAD
CB
CCS
CONQ
CT
CVT
CW
Computer-Aided Design
Circuit Breaker
Conventional Control System
Cost of Non-Quality
Current Transformer
Capacitive Voltage Transformer
Civil Works
D
DC
DCS
DFM/A
DID
DMAIC
DMS
DS
DSM
DTF
Direct Current
Digital Control System
Design for Manufacturing / Assembly
Design Intent Document
Define-Measure-Analyse- Improve-Control
Document Management System
Disconnecting Switch
Design Structure Matrix
Document Transmittal Form
E
EB
EBOP
e-CAD
ECN
EPC
ETTC
Engineering Base (e-CAD tool)

Electrical Balance Of Plant
Electrical CAD
Engineering Change Notice (aka Engineering Change Request, Engineering Change
Order)
Engineering, Procurement and Construction
Estimated Time To Complete
F
FACTS
FAT
FMECA
FMF
Flexible AC Transmission System

Factory Acceptance Test
Failure Modes, Effects and Criticality Analysis
Factory Modification Form
G
GIB
GIL
Gas Insulated Busbar (or Busduct)

Gas-Insulated Lines

Page 14 of 16
GRID

EMH 0-03 - Glossary
GIS
(Metal enclosed) Gas-Insulated Switchgear
H
HMI
HV
HVAC
HVDC
Human-Machine Interface
High Voltage
Heating, Ventilation and Air-Conditioning
High-Voltage Direct Current
I
I/O
IED
ITP
Input/Output
Intelligent Electronic Device
Inspection and Test Plan
K
KPI
Key Performance Indicator
L
LAMDA
LCC
LV
Look - Ask - Model - Discuss - Act

Local Control Cubicle (GIS)
Low Voltage
M
MBI
m-CAD
MEP
MV
Main & Basic Information

Mechanical CAD
Mechanical Electrical & Plumbing
Medium Voltage
N
NCR
NTP
Non Conformance Report

Notice to Proceed
O
OEM
OHL
O&M
OMM
Original Equipment Manufacturer

Overhead Line
Operation & Maintenance
Operation & Maintenance Manual
P
P&C
PDCA
PDM
PEM
PM
PT
PTR
Protection and Control

Plan-Do-Check-Act
Product Data Management
Project Engineering Manager (see also TPL)
Project manager
Potential Transformer
Power Transformer
R
RAMS
RFI
RFQ
RoE
ROR
Reliability, Availability, Maintainability and Safety

Request For Information
Request For Quotation
Return of Experience
Risks and Opportunity Register

Page 15 of 16
GRID

EMH 0-03 - Glossary
S
SA
SAT
SCS
SLD
SMF
SoW
Surge Arrestor
Site Acceptance Test
Substation Control System
Single Line Diagram
Site Modification Form
Statement of Work / Scope of Work
T
TOAC
TPL
TPM
Taking-Over Acceptance Certificate

Technical Project Leader (see also PEM)
Technical Project Manager
U
UPS
Uninterruptible Power Supply
V
Variation Order
Value Stream Mapping
Voltage Transformer
VO
VSM
VT

Page 16 of 16
GRID
HANDBOOK
AREA 1
PROJECT INTEGRATION
EMH 1-13 V01

Page 1 of 8
GRID

EMH 1-13 -Tender Technical Validation Meeting
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P. BROSSIER
N. ZECHES
C. PIVOT
Name
Signature
Date
MODIFICATIONS
Date
Issue
Modifications
Sept 2011
01
--
First issue

Page 2 of 8
GRID

TABLE OF CONTENT
INTRODUCTION
1.1.
1.2.
References
2.
TENDER TECHNICAL VALIDATION MEETING
2.1.
Objectives
2.2.
Preparation & inputs
2.3.
Proposed Agenda
2.4.
Participants
3.
TECHNICAL VALIDATION CHECK-LIST OVERVIEW
4.
CHECKLIST MANAGEMENT & CONTINUOUS IMPROVEMENT
1.

Page 3 of 8
GRID

1. Introduction
Tender phase is critical to future projects success. This is the phase when the project team has the best
opportunities to propose technical solutions meeting Customer expectations, while maximising project
value.
Before submission of technical offer, a clear assessment of technical compliance to customer
specification, along with a review of technical risks and checking of global consistency is essential to:
Ensure risks are controlled
Improve profitability (avoid over-specification, enforce standards or revisit technical
solutions)
Improve costing transparency along with hypothesis
Ensure the proposed design strategy is practicable from an industrial standpoint
Facilitate smooth transfer to project execution team (notwithstanding the possible
amendments to the offer during the negotiation stage)
The following document describes the objective of Tender Technical Validation meeting, proposes some
check list to support such review, based on good practices of some SYS units.
1.1.
The present document applies to Alstom Grid tenders for turnkey AC substations or Power Electronics
projects.
1.2.
References
[1] PMH014 Tender Approval Process [Grid PMH 0-14]

[2] PMH015 Return on Experience [Grid PMH 1-15]
[3] EMH 1-20 Design Strategy
2. Tender Technical Validation Meeting

Such meeting shall be held before Tender Analysis Committee (TAC) Meeting (object of TAC defined
in PMH 014)
The process owner for this validation process should be the Tendering Department Manager.
2.1.
Objectives
-
2.2.
Assessment of technical compliance to customer specification,

validation of costing consistency with technical offer
Review of technical risks
Preparation & inputs

-
Technical specification clause by clause analysis

Draft of technical offer and supplier offer analysis
Summary of costing per area of activity (primary/secondary/civil) including BoQ and unit
costs
Risk and opportunity analysis ; mitigation
Site surveys

Page 4 of 8
GRID

2.3.
Proposed Agenda
Project presentation by tendering project leader
Presentation of main costing assumptions by tendering team
Draft technical offer and supplier offer analysis
Clause by clause technical compliance review/ technical comments to be included in final
technical offer including those of partners and sub-suppliers if any
Main risks identified during the Technical Validation meeting
Validation of proposed preliminary design strategy (as per EMH1-20)
Summary of decisions
o Ref : What / who/ date
Indicative timeframe for such meeting is ca. 2-4h depending on project size
2.4.
Participants
The meeting is led by the capture team leader and shall include the following participants:
Sales engineer / Sales management
Tendering project leader & engineers in charge of costing (primary, secondary, telecom,
civil work)
Engineering department functional leaders in charge of project execution
Sourcing
Field services
Depending on tender scope and complexity, the team shall be supported by supported by technical
experts, technical director or equivalent.
3. Technical Validation Check-list Overview

Following is an overview of the typical checklist to be used in the preparation and driving of
tender technical validation meeting.
SL No Points to be reviewed/ check list
Acceptable
criteria/ Ref
doc
COM Common
Are some important input data missing to secure definition of main equipments?
Is impact of environment conditions integrated in main specifications (wind, seismic, elevation,
Noise level requirement?
Are some general performances required in matter of losses, noise, MTBF, reliability (AMDEC
studies) ? How confident are we to achieve them ?
Is there some unusual requirement in matter of document format, standard, to be raised? Have
provisions in design plan and workload been taken into account ?
Is a program produced, available with clear key dates by customer
Are interfaces required with customer, third parties (e.g. authorities, other contractors),
integrating key dates to limit respective responsibilities & secure project time schedule
Are Brownfield considerations to be integrated : Outages, working under energized installation,
erection phasing , dismantling, and associated provisions (space, logistics, specific
procedures to be created) ; use of existing equipment or integration into existing system and
Are validation & test conditions integrated in global design (Factory test : configuration , Site
testing, Space, Tools. , commissioning spares..)
HV
LAYOUT
Substation can be located in site perimeter defined by Customer
General arrangement compliant with Customer specification
Transformer access to site : heavy road inside and outside delimited site
Space/provisions for future bays is provided as per SLD / Tender scope
Space/provisions for unloading & testing is provided for HV equipment
Dismantling of equipment in case of damage possible, access for maintenance foreseen
Buildings
Nr and size of access doors on GIS building to allow entrance of equipment for erection ,
testing, maintenance and for potential extensions
GIS hall building: clear height below beam based on
Crane hook height (conform to GIS requirement)
Environment : crane, HVAC,
Room layout :
Adequate size of rooms to do operation & maintenance of equipment
Integration of extensions (control & protection, auxiliaries)
Number of access door function of local regulation ( 2 entries or more function of escape
Access of equipment up to final destination
Basements ( if any)
Are basement sized to integrating cable tray for future extension, and enable safety escape in
ALSTOM Grid confidentialcase
information
of fire ? - Must not be
LV CABLE
disclosed, copied, presented,
adapted,TRENCHES
translated or used
Page 5 of 8
Check OK or NO
with remarks
GRID
Action
Due Date Owner

The full checklist is available as a separate excel document and is provided as guidance. Units are
encouraged to adapt this checklist to their business environment, and include topics of recurring issues in
either tender or execution stage, or remove those irrelevant for their scope.
The content covers the context of Substations projects, and to some extent could be applied partly on
Power Electronics projects.
Main chapters covered:
COM COMMON
HV
LAYOUT
Buildings
LV CABLE TRENCHES
HV/MV Cable trenches
HV CABLES
AIS HV Apparatus
GIS
HV Transformer
HV
CW
MV cells ( switchgear)
Grounding of Transformers neutral
points
Surge arresters
Transformer for AUX services
Earthing system
Fire fighting system
Steel structure
Diesel genset
Travelling crane
HVAC
Existing site services information
Civil work
Soil investigation
Site preparation works
Design aspect
Building permit

LV
LV
Secondary systems
Protection Panel
Control System
Counting and Tariff metering
Recorders
Auxiliary
AC & DC aux distribution
AC&DC distribution boards
Batteries :
Chargers
LV CABLES
Remote ends or extensions Scope of
work identified
TELECOMMUNICATION
Minimum check list of topics to be clarified or

checked with Automation on Digital Control
Systems Technical offers
Architecture checking :
Communication :
Equipment list checking :
Functions to be implemented
System Performances
Time delivery
Services :
Offer validation
Page 6 of 8
GRID
1
2
3
4
5
6
7
8

4. Checklist management & continuous improvement

In essence, the Tender Technical Validation Meeting is a form of countermeasure to
prevent defects from being passed on to the customer. This process should be
continuously improved to avoid any late invalidation of proposed design.
The checklist presented in the above should be considered as a living system, providing the current best
representation of the units acquired knowledge, and available countermeasures.
1. As any verification step of any process, the tender validation meeting could be considered as
a kind of waste, which would unveil defects that have been created upstream, and should
ideally have been identified and eliminated at the source.
As the maturity of the unit increases, some check points should ultimately become obvious
and be covered in the upstream tender preparation auto-quality.
2. Not only should the tender validation meeting identify that the design is fit for submission, it
should also serve as a primary mean to highlight where good solutions have been developed,
which could be generalised, and what areas could have been done better
3. The unit should leverage its learning process and knowledge capture to systematically enrich
the content of the checklist, by means of various channels:
- Using Return of experience from project execution problems & successes
(see PMH1-15 and EMH4-10)
- Using results of Tender Win-Loss Analysis to capture good practices, reusable solutions
or identify mistakes or pitfalls
- Creating and using trade off / limit curves and ratios to verify BoQ, costs and
calculations results order of magnitude prior to validation meeting
- Cross-checking against sourcing updated database for cost estimates
It is the responsibility of the Tendering Department Manager to ensure that knowledge acquired from
tenders is fully captured in either the technical validation meeting, or within the tender development
process tools and checking steps, and to liaise with knowledge owners or functional heads from
engineering & operations departments to incorporate return of experience from execution.

Page 7 of 8
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[This page intentionally left blank]

Page 8 of 8
GRID
HANDBOOK
AREA 1
PROJECT INTEGRATION

Tender Technical validation

check list
EMH-1-1301 V01
Page 1 of 8
GRID

EMH 1-1301- Tender Technical validation check list
APPROVAL
September 2011
Approved by
Verified by
Prepared by
Issue:
P BROSSIER
N ZECHES
C PIVOT
Name
Signature
Signature date
MODIFICATION RECORD
Issue
---
Modification
First issue
Date
09/2011

Page 2 of 8
GRID
Engineering
Management
Handbook
Engineering
Management
Handbook
EMH1-13013-3101-Tender
TenderTechnical
Technicalvalidation
validation
check
EMH
check
listlist
CONTENT
Common & HV
LV
DCS
CIVIL WORK

Page 3 of 8
GRID
Engineering
Tender validation
Check list - Common & HV
SL No Points to be reviewed/ check list

COM
Acceptable criteria/ Check OK or NO with remarks

Ref doc
Action
Due Date
Owner
Common
Are some important input data missing to secure definition of main equipments?
Is impact of environment conditions integrated in main specifications (wind, seismic, elevation, Noise level requirement?
Are some general performances required in matter of losses, noise, MTBF, reliability (AMDEC studies) ? How confident are we to achieve them ?
Is there some unusual requirement in matter of document format, standard, to be raised? Have provisions in design plan and workload been taken into
account ?
Is a program produced, available with clear key dates by customer
Are interfaces required with customer, third parties (e.g. authorities, other contractors), integrating key dates to limit respective responsibilities & secure
project time schedule
Are Brownfield considerations to be integrated : Outages, working under energized installation, erection phasing , dismantling, and associated provisions
(space, logistics, specific procedures to be created) ; use of existing equipment or integration into existing system and associated uncertainties..
Are validation & test conditions integrated in global design (Factory test : configuration , Site testing, Space, Tools. , commissioning spares..)
HV
LAYOUT
Substation can be located in site perimeter defined by Customer
General arrangement compliant with Customer specification
Transformer access to site : heavy road inside and outside delimited site
Space/provisions for future bays is provided as per SLD / Tender scope
Space/provisions for unloading & testing is provided for HV equipment
Dismantling of equipment in case of damage possible, access for maintenance foreseen
Buildings
Nr and size of access doors on GIS building to allow entrance of equipment for erection , testing, maintenance and for potential extensions
GIS hall building: clear height below beam based on
Crane hook height (conform to GIS requirement)
Environment : crane, HVAC,
Room layout :
Adequate size of rooms to do operation & maintenance of equipment
Integration of extensions (control & protection, auxiliaries)
Number of access door function of local regulation ( 2 entries or more function of escape distance)
Access of equipment up to final destination
Basements ( if any)
Are basement sized to integrating cable tray for future extension, and enable safety escape in case of fire ?
LV CABLE TRENCHES
LV cable estimation known
Cable laying policy defined or known ( cable segregation, single or multi layers, percentage of spare integrated)
Cable support in line with LV cable volume estimated
Cable trench can receive cable support defined
Cable trench dimension indicated to civil work team for quotation
Integration of extension to be taken into account or not specified
HV/MV Cable trenches
Cable laying condition validated by specialist
Cable trench or gutter in line with recommendation
Cable routing and trenches dimension indicated to Civil work for quotation
In case of forced ventilated cable trench, associated equipment foreseen ( fan, aux source)
HV CABLES
Cable specification conformed to customer one
Cable specification checked by a specialist
Number of cable per phase clearly indicated
Cable sealing end structure integrated in costing
Erection supervision cost, cable termination, cable joints, and cable box testing integrated in costing
AIS HV Apparatus
Conformance of HV apparatus to electrical parameters of tender ( T? Icc)
Closing resistor or grading capacitor need reviewed?
Risk on CT characteristics managed?
Mechanical constraint integrated (seismic, creepage distance, altitude)?
Erection supervision integrated in costing
GIS
Conformance of GIS to customer SLD
Conformance of GIS to electrical parameters of tender ( T? Icc)
Closing resistor or grading capacitor need
Risk on CT specification when impacting GIS product ( F35)
Nr of cable boxes matching with nr of HV cables
Maintenance area around GIS conform, personnel access platforms included and to what extend?
GIS Erection supervision integrated in costing
Deviation integrated in technical offer
Monitoring system supplied when required?
HV Transformer
Conformity of transformer offer to SLD
Conformity to electrical parameters (Icc, T)
Coherency general layout , transformer sketch
Transformer oil volume known and retention pit defined accordingly
Transformers erection supervision cost integrated in costing
Noise level of transformer integrated in global noise constraint
Risk on CT bushing dimensions managed?
MV cells ( switchgear)
Conformance of supplier offer to specification and SLD
Conformity to electrical parameters (Icc, T)
Coherency general layout , MV switchgear layout
Measuring sensors defined ( CT technical sheet defined)
MV cable connection principle clarified ( cable entrance, max number of cables)
Grounding of Transformers neutral points
Checking of neutral connection insulation level
Neutral resistor or reactor when applicable defined
Surge arresters
Insulation coordination checking done (OHL feeders, Under ground cable outgoing feeders, Transformers protection : phase, neutral, tertiary)
Indicate if surge arrester is required by insulation coordination or required by Customer
Transformer for AUX services
Specification conform to Customer request
SLD & preliminary balance of power confirm adequacy of transformer nominal power
Earthing system
Ground resistivity assumption mastered
Integration of Customer constraint in material quoted
Fire fighting system
For sprinkler technology, sizing parameters known ( water flow, operation duration)
For Nitrogen technology same data ( flow, duration)
Fire wall & blast walls options defined
Transformer explosion prevention and fire extinguishing systems : conformance of offers
Steel structure
Bay widths follow safety distances and customer requirement
Gantry type based on:
Customer requirement,
economical function, or not defined ( lattice type, tubular or Virendel)
Diesel genset
Active and reactive power defined and agreed
Are some reloading steps to be defined?
Are some Noise enclose requirement ?
Supplier offer conformity with operating mode and technical performances
Is fire suppression system required?
Travelling crane
Capacity of travelling crane known and match with actual requirement
Is supplier offer conform to RFQ
HVAC
Are heat dissipation of GIS , electrical cubicles, electrical equipment ( cables..) estimated for HVAC designer
Existing site services information
Accuracy of existing site drawings:
need of a local survey? If impossible
a comment included in offer to clarify ref document for quotation subject to revision
Is diversion of existing services required and integrated in costing for CW or MEP ?
EMH 1-1301
Engineering
Tender validation
Check list - LV
SL No
Points to be reviewed/ check list
LV
Secondary systems
Protection Panel
Protection architecture known
TC/VT data shown on SLD in line with protection architecture
Protection suppliers known (including for remote ends).
Customer constraints (position of main & back up.), standards known
customer vendor list known
Specification of cubicle known ( IP, rack, doors.) and potential cubicle supplier identified and approved by
Customer
Location of cubicles in electrical rooms in line with Customer practices.
Acceptable criteria/
Ref doc
Check OK or NO with remarks
Action
Due Date
Owner
Control System
Control principle known, or detailed in tender specification
DCS (using of guide ENG-SBU-003-SP REVB DCS tendering guide)
DCS supplier offer checked and validated by a specialist based on
check list SYSTEMS STANDARD CHECK LIST 05/2008 attached to Dcs Tendering guide line ENG-SBU-003 SP
Location of BCU clearly defined ( in LCC, or Control panel )
Conventional control system
Control principle known
Nr of control panel defined and in line with tender specification
Specification of cubicle known ( IP, rack, mimic.) and potential cubicle supplier identified and approved by
Customer
Location of cubicles in electrical rooms in line with Customer practices
RTU for communication with remote systems if quoted as required
Counting and Tariff metering
Counting system principle and : or and tariff metering system identified, and quoted in line with Customer
specification
CT&VT characteristics relevant for counting or tariff metering systems.
Recorders
Are fault recordings from protection modules acceptable or separate Fault recorders required ame question for
Event recorders ?
In case of separate systems, Supplier name, Nr of I/O defined, and offer in line with Customer specification?
LV
Auxiliary
AC &DC aux distribution
AC&DC distribution boards
SLD defined with all input and output feeders, electrical characteristics defines ( IP, form, In, Icc, plug in or
withdrawable type .)
Batteries :
Battery type defined (Pb, NiCd,..)
Needs in matter of Ah assessed taking into account; Customer technical spec (required operating mode,
redundancy , life cycle), evaluation of consumption,
Chargers
Nr of chargers conform
charger capacity conform or in line with battery definition
Proposed suppliers for AC&DC aux distribution, on vendor list , audited by sourcing
LV CABLES
Cables specification conform to specification (Insulation, shielding, armour, fire resistance, rodent protection..
Cable quantities definition and assumption formalized, cable organization indicated
(cable spider based on customer spec : polarity in loop or star distribution, CT/ VT circuit described, regrouping
box defined..)
Potential cable suppliers in Customer vendor list
Remote ends or extensions
Scope of work indentified
Modification & or replacement of existing protections considered
Modification & or replacement of existing control means (conventional or DCS)
Feasibility studies done (Availability of aux sources, space, outage..)
Clarification in technical offer of what is included, what is not included, assumption ( batteries & all aux sources
capacity sufficient to supply new equipment.)
For DCS extension : offer for extension received and checked or risk mitigation proposed
LV
TELECOMMUNICATION
Type, number and multiplex supplier validated (band width, protocol)
Type, number and PABX supplier validated (protocol conform)
Type & nr of tel checked , conform
Type, number and teleprotection supplier validated, conformance of spec checked ( redundancy, material
required, communication protocol..
Redundancy & possibility to add extension cards, Extensions of the system, checked.
Interfaces between telecom and third party equipment ( teleprotection, telephone, CCTV, Fault recorders )
checked
Compatibility and or possibility of modification of existing equipment (MUX Siemens, ABB teleprotection )
checked
Location of communication equipment defined
AUX sources for Communication equipment defined (48VDC)
FO terminal boxes (ODF,MDF) foreseen when required.
Check FO specification, need of optical booster ..
EMH 1-1301
Tender validation
Check list - DCS
Engineering
TENDERING PHASE
MINIMUM CHECK LIST OF TOPICS TO BE CLARIFIED OR CHECKED WITH AUTOMATION ON DCS TECHNICAL OFFER
Architecture checking :
Main equipments on Architecture
1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
Communication :
Communication of Protections with BCU or /
and with a dedicated MONITORING system (
excluding IEC 61850 where subscribers can be
directly connected through switch on ring)
To be clarified or checked with Automation

Are number of Operator workstation, Engineer workstation, printers , gateway, oi servers , ... according
to Tender specification
Are performances in line with specific requirements of tender in such equipment aspect : Operating
system, CPU,disk space, drivers, type of screen )
Are number of bays in accordance with single line diagram and system integrate common bay, and
integration of a common bay to cover Auxiliary functions such as MV/LV power distribution , Fire
protection , services
Is Time distribution integrated ?
Are redundancy required? Proposed ?
Are switches to connect subscribers on ring all indicated ?
Is architecture consistent with equipment list ?
Are the number of subscribers on the ring acceptable (in IEC 61850 limitation to 96 subscribers per ring
for instance? If more several rings to be proposed) ?
Are the number of subscribers on serial links acceptable for physical support and software ?
Please indicated line per

line your comments
2
2.1
2.2
2.3
Is proposed architecture consistent with communication protocols supported by Protection Relays to

perform contractual function in matter of : remote setting, real time values, Disturbance recording
extraction, Time synchro when relevant .
Is accuracy of time synchro sufficient with used protocol for disturbance recording or an additional
IRIG B signal required ?(Time tagging with IEC 103 will not guaranteed a good time references for
disturbance functions)
Are protocol converters acceptable in Tendering specification if necessary to communicate with BCU or
monitoring system ?
2.4
Communication of IED with BCU or / and with a
dedicated MONITORING system ( excluding
IEC 61850 where subscribers can be directly
connected through switch on ring)
Communication with SCADA
Equipment list checking :
Are IED / BCU or monitoring system interoperability tests already performed or to be done in case of
order for AREVA or non AREVA IED?
2.5
2.6
3
Scope of supply clearly define

3.1
I/O Cards
3.2
3.3
3.4
3.5
Functions to be implemented
System Performances
4
4.1
4.2
4.3
4.4
5
5.1
5.2
5.3
5.4
Time delivery
6.2
What are functionalities of DCS Systems, implemented /tested/offered : Generic functions :

Are generic functions clearly indicated : list of functions
Are some specific functions to be developed for the project to fulfill the contractual specification
Are some specific functions which could not be done in DCS so object of a formal deviation?
Are availability calculation of DCS system required? at disposal ?,

Are type tests certificates of main equipments required ? At disposal ?
Are all performances required on Tender specification acceptable for proposed DCS system
Are response time calculations of the system required? At disposal? ( specially for energy
management system )
What is project time schedule for all deliverables ? such as

Architecture, Hardware specification, Functional design specification for generic functions and specific
functions, validation plan & test sheets (standard provisional drwg list or interface sheets typical
exchange of information)
What is project time schedule for FAT, site delivery and commissioning ?
7
7.1
7.2
7.3
Offer validation
Is equipment list covering all equipment of DCS architecture, Operator workstation, Engineer
workstation, printers , gateway, oi servers , BCU, with necessary switches, protocol converters, Time
synchro system, ...
Is scope of supply of network cables, Operator station furniture, .. Clearly defined ?
On which based has been evaluated number of I/O cards, contractual spare included ?
Is number of cards sufficient ?
Is inrush current of Input card sufficient having regard to minimum switching power required to
guarantee a good cleaning of contact
6
6.1
Services :
What communication protocols does SCADA required ? and which tests have been done? Are all
features of the protocol required for the future project been already implemented somewhere?
7.4
8
8.1
Is factory acceptance tests expected duration indicated, realistic ?

Is duration of SCS installation & supervision specialist at site indicated , realistic or not ?
( if global package is commissioning of protection relays on daily cost or lump sum cost )
Is a Local Support existing to bring a quickly solution in front automation troubles after commissioning
Is customer training foreseen to operate the system: site training ? Factory training ?
When clarification meeting to review global offer to be scheduled ?
General comments
EMH 1-1301
Engineering
Tender validation
Check list - Civil Work
SL No
Points to be reviewed/ check list
CW
Civil work
Is a Soil investigation report used to quote main foundations, if not are assumption clearly
mentioned in technical offer
Is a site survey done to evaluate potential site preparation such as :
Demolition works
Soil improvement
General levelling, zero level and boundary wall
Is the site Contaminated (risk mitigation)
Potential underground obstacles or interferences
Temporary laydown area need to be prepared
Temporary accesses up to the site
Dewatering or only drainage system
If not how is mitigated the risk ?
Are environment conditions known (wind, rain fall, seismic acceleration, ) ?
Are standards to be used for concrete design (including rebar e.g. epoxy coating) defined
and agreed ?
Are permit procedures from local authorities known (including civil work design approval
process & deliverables), and environmental study impact to be done?
Is design intend document prepared to explain our understanding of scope of supply,
description of work covering :
Buildings, Transformer areas, Ancillary site buildings, external areas ( road, drainage,
site boundary, cable trench, foundations, surface finishing
Is design intend document prepared to explain our understanding of scope of supply,
description of work covering
Mechanical & Electrical & Plumbing services :
Water system
Lighting system
HVAC system
Plumbing system
Site landscaping, building beautification
Acceptable criteria/
Ref doc
Check OK or NO with remarks
Action
Due Date
Owner
EMH 1-1301
HANDBOOK
AREA 1
PROJECT INTEGRATION
Design Strategy
EMH 1-20 V01

Page 1 of 10
GRID

EMH 1-20 - Design strategy
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.BROSSIER
N.ZECHES
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
01
--
First issue
Date

Page 2 of 10
GRID

TABLE OF CONTENT
INTRODUCTION
1.1.
References
2.
SCOPE AND OBJECTIVE
3.
DESIGN STRATEGY TEMPLATE
3.1.
Project presentation
3.2.
Design team Organization (for execution phase)
3.3.
Technical strategy
3.4.
Design Budget breakdown
3.5.
Timeline
10
3.6.
Risks & opportunities
10
1.

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GRID

1. Introduction
The Project Management Plan1 defines the strategy, organization and processes to put in place to
successfully execute the project.
Engineering is the process of translating customers requirements into the definition of the industrial plant,
and this critical activity, along with the way design phases will be conducted, needs to be formalized in a
clear Design Strategy, consistent with the Project Execution Strategy.
1.1.
References
[1] PMH 111 Project Management Plan [Grid PMH 1-9911]

[2] PMH 011 Transfer Tender to Project [Grid PMH 1-01]
2. Scope and objective

The purpose of this document is to define the Project Design Strategy and propose a guide to formulate it on
projects.
Project Execution strategy is developed mainly during Tendering phase, then updated by Project Manager
and Project Engineering Manager upon contract award, and validated at the Budget Zero review (see PMH
Transfer Process [2]).
The purpose of the Design Strategy is to ensure that all team members are aligned in terms of the general
objectives and approach that will be used to conduct the project engineering in the execution phase, from an
operational point of view.
Such strategy to be referenced in the Project Management Plan shall be formalized in such a way to be
easily shared at the Budget Zero review, and communicated throughout the project. The document shall be
easily accessible for all design team members2.
Note: the Project Management Plan ([1]) covers global strategy, organization and processes of the
project; hence it will cover some general aspects impacting project engineering process such as :
- Document management process: indicates if it is necessary to deviate from standard process or
DMS (DMS, numbering rules, templates, approvals )
- Communication procedure for the project (including information confidentiality)
- Project coordination & governance (meeting, frequency) incl. design coordination, project reports
- EHS requirements at design phase
- WBS & Scheduling
And includes some specific Engineering topics (refer to PMP 6), namely:
- CAD & Engineering tools
- Internal modification management
- Coordination management
- Deliverables
- Supplier document management
Therefore, design strategy should be prepared in full coordination with the PMP, and refer to PMP where
appropriate to avoid duplication or inconsistencies. This applies in particular for all engineering-related
processes & procedures.
1
2
Refer to PMH 111

Its main features or highlights could be displayed as permanent information in the project Obeya room.

Page 4 of 10
GRID

3. Design Strategy Template

Project
Name
Date
Produced by
Name
Validated by
Name
Modification record
Modification
(project name , validation process and modification follow up to be integrated on standard Unit title
block form)
3.1.
Project presentation
Scope of works:
Various Sites and locations, associated content (electromechanical/CW/Building services, DCS,

Telecom, Greenfield / Refurbishment) in some words :
Use visual representation (map, ), Summarize main scopes (#bays, voltage level, HV cables,
compensation)
NB: Do not repeat full general project presentation by PM
Highlight the main project features & constraints to be considered in design (interaction with other
contractors, fast-track project, outage program, site availability & quality -slope, soil, earthing-,
brownfield or revamping part with reuse of building or equipments, highway crossing by cables
tunnels , etc ) & their consequences on design plan (compared with a normal project)
Involved units and scope could be summarized as follows:
Site
Umm Birka
Super
Scope
400/220/132
/11kV
BHT
19*T155-3 4/63kA
15*B105-1
SEH
14*F35-4
ATT
2*132/11 60mva
2*220/132 315mva
2* 400/220 800mva
TCT
2* 150mvar/400
Remote ends scope when applicable
How many sites? Type of works? Site survey required? Phasing? By whom? Was some survey done
?
Specific studies when relevant
Typical list: Soil investigation, seismic, noise, network studies, load flow.

Page 5 of 10
GRID

3.2.
Design team Organization (for execution phase)
(ref to PMP, 3.1.2)

Design split per unit:
Scope allocation between units for multi units projects, or with external partners (if applicable) indicate reference to the document describing detailed split, if any
Multi-unit design scope split when unusual; only mention the main design areas (Attach excel
document of detailed task list allocation as reference)
Scope (main areas)
Unit A
Unit B
Similar approach to define local design team scope when relevant (customer relationship, site
surveys esp. brownfield, remote ends, coordination with local contractors, as-built drawings & final
documentation)
Design subcontracting strategy per discipline.
To define subcontracting strategy, refer to the Subcontracting risk analysis tool defined in
EMH 331 and Design Subcontracting process integrated in PMH 093-09
Provide subcontractor name if predefined + back-up, or list of qualified subcontractors if RFQ
process is planned. Identify packages by WBS number if existing, or unit activity code
Rationale for selecting subcontractor vs. project risk (skill, previous experience, cost, first trial for
new subcontractor, CAD tools, )
Area
Primary design (HV):
Secondary design(LV)
Civil work
Building services :
Scope, packages
Subcontractor(s)
Rationale / note
Engineering tools:
MCAD, ECAD, DMS, Part management

Note: Engineering tools & associated constraints (formats, design rules, etc.) should be integrated in
PMP format, then refer to PMP
DMS covers doc controller and part management for material tracking
MCAD
E-CAD

DMS
Page 6 of 10
Part Mgt
GRID

Design team organization chart :
Will mention names of key people for the project: Project Engineering Manager/Director, leaders of
main disciplines such as primary, secondary, civil work design .
Design responsibility matrix shall be added for specific positions defined in the frame of one
project, otherwise unit standard should apply
PM
XXX
PEM
XXX
DoC control
XXX
DCS design
group
LV design
group
DCS design
LV Design
TBA
TBA
Technical
Support
Technical
Expert
HV Design
Group
HV Design
TBA
LV Design
HV Design
TBA
TBA
CW/MEP
Supervision
Local design
office
CW
Design
Coord
Local
design
coord
MEP
Design
Coord
LV Design
TBA
HV Design
TBA
LV Design
subcontractor
HV design
subcontractor
CW design
contractor
Should mention participating units (see above design split), and key design correspondents/
contributors in partner units/factories (e.g. Technical Project Manager & Lead Product Design
engineers)
Specific provisions in place to manage the flow of customer interactions (customer comments,
design modifications, variation orders) and internal workflow -including with partners- in addition
to nominal workplan. Shall cover non conformance management and site support and feedback
management.
Team allocation :
Design teams provisional workload plan & Skills ramp-up strategy (recruitment, training, external
support), especially for local design teams, to be cross checked with resource allocation.

Page 7 of 10
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3.3.
Technical strategy
Key Customer interests :
Identification of key Customer needs requiring particular attention during execution, based on data
collected during tender phase (technical specifications, technical negotiations) to check our capacity
to meet such requirement or identify major risks, and possible solutions.
Refer to list of technical deviations (separate document) and highlight critical ones.
Note: This is not the contract summary, which is a separate document as per PMH 913 [Grid PMH
9-9901], but an analysis of main explicit or tacit customer requirements and hierarchy thereof.
Customer/consultant management:
how to improve Customer/Consultant proximity / understanding to speed up approval time, specific

solution such as a local engineering team close to the customer on off shore project . Do not forget
the various customer stakeholders (incl consultants) & their direct or indirect interests (cf All
Ambassadors) ; provide customer org chart if necessary, with engineering focus : customer
engineering roles (project office, customer standard office, O&M role in validation), roles / scopes of
the various consultants if any (refer to Project Strategy and/or PMP if already covered).
Reference projects, Re-Use strategy :
Project(s) design(s) to be reused as reference when applicable: name of the project and on which
design part re-use is possible. Several projects can be identified for dedicated scope areas (layout,
protection, DCS, ). Ensure compatibility with present project environment / specification, and
clearly state required adjustments.
Site surveys:
Surveys already realized or to be carried out & expected timeline

Typical purpose : remote ends, cable testing, soil investigation...
Material rationalization / standardization
Covers all non-frozen equipment at tender

Clarify standard products or designs on which tender was based and which are to be subject to
formal change approval
Use of standard material spec / material masters / standard Stock Keeping Unit (SKUs )
Rationalisation of specifications to limit the diversity of components types e.g. cables, structures
Ensure alignment with Sourcing strategy & vendor list validation ;
Design rationalization :
Specific strategy e.g. shared design for multi-site substations, or to modularize design on the
project.
Reuse of previous subsystem design (e.g. transformer to avoid risk of test failure on new design)
Reuse of same design / part of design (principles, function, detailed design) on several sites, voltage
levels
RFQ strategy (preliminary BOQ for RFQ, PO 60%+40%, etc.),
Coordination of design / spec across participating units, component sharing across units
(including across/with partner units e.g. LV cubicles)
Define whether opportunity for reuse to be settled no later than <milestone tbd>

Page 8 of 10
GRID

Applicability of interfaces sheets :
reference to the list of interface sheets used on the projects and the way they will be handled,
focused on design scope split and document/information exchange milestones (highlight critical
data)
Concurrent engineering strategy :
decision whether or not to apply collaborative design work with some Partners & or key suppliers,
(see EMH section 5)
o CW and Field services involvement in engineering phase
o Engineering platform with Alstom partners:
o Engineering platform with main suppliers
Input data management
Identify missing key input data, or clarifications required on existing input data ; define expected
deadline to obtain them, and strategy to meet deadline
Define how input data traceability will be ensured, especially in case of modification during the
course of the project
Knowledge gaps & Key features requiring feasibility study :
Areas of knowledge gaps to be identified (such as concept not clear to either customer or project
team), especially for first-of-a-kind projects ; to be associated with Risk & mitigation plan ; deadline
for closing knowledge gap should, as much as possible, be formulated
List of alternatives proposed at tender and status
Where alternative designs have been proposed to the customer and/or areas where some technical
options remain to be pursued throughout the design stage for further evaluation. ; the list to be
classified as not discussed, refused, customer open, Potential Variations Orders ):
Variation Orders preparation :
Areas where scope variations or claims can/could be negotiated with customer, this can include the
implementation of alternative designs to original tender proposal which brings value to the
customer while increasing project scope and price, or future long-term service contracts.
3.4. Design Budget breakdown

full breakdown to be provided separately, purpose is to highlight main chapters value and
workload, and main budget variations from tender and reasons thereof, table example:
Scope/Area
Tender
Budget
Zero
+Slippage/
-Saving
Comment
Change of strategy : subcontracting =>
addl supervision
To be confirmed by mm/dd
Missing Telecom budget
Total

Page 9 of 10
GRID

3.5.
Timeline
Main project milestones :
Key deliverables and key decisions (including Key Design reviews, design meetings with customer
e.g. 5%/25%/50%/85% design), can be represented in a timeline as follows
T0 coming into force
dd/mm
dd/mm
Basic design review
dd/mm
dd/mm
dd/mm
dd/mm
dd/mm
dd/mm
T1 partner kickoff
Short term priorities (2 months)

Design priorities
Interfaces with sourcing
Main tasks to be performed within the first 2months
RFQ to be performed within the first 2 months
Integrate Design kick-off meeting with Customer and with various partners and key suppliers
Deliverables list
reference of provisional document list, with expected submission dates if any ; highlight critical
deliverables and associated critical input (resource availability, missing data) ; define specific
submission strategy if any (e.g. submit as late as possible)
3.6. Risks & opportunities

Summarize the list of main technical Risks and Opportunities, as well as those Risks &
Opportunities bearing on the deployment / implementation of the design strategy ; detailed R&O
should be registered in the Project ROR.
Risks
Opportunities
Knowledge gap
Availability /readiness of key input data
NC and Potential NC
Unusual working procedure with customer /
Consultant/ design subcontractors (stakeholders,
process, tools, knowledge gap, skills )
Risks identification based on ROE from previous
projects
Open an A3 size for main issue

Return of Experience from previous projects

Potential variation Orders
Rationalisation & scale effect
Customer openness / relationship
Serviceability / future M&R opportunities
Page 10 of 10
GRID
HANDBOOK
AREA 1
PROJECT INTEGRATION
Interface Sheets Guideline

EMH 1-41 V01

Page 1 of 14
GRID

EMH 1-41 - Interface Sheets Guideline
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P. BROSSIER
A. QUENIN
C. PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
01
--
First issue
Date

Page 2 of 14
GRID

TABLE OF CONTENTS
1.
INTRODUCTION ....................................................................................................... 4
1.1.
References.....................................................................................................................................4
2.
OBJECT & SCOPE ...................................................................................................... 4
3.
GENERAL CONSIDERATIONS .................................................................................... 4
3.1.
What is an Interface Sheet ? ..........................................................................................................4
3.2.
Interface Sheets to improve global performance ............................................................................5
4.
DIFFERENT TYPES OF INTERFACE SHEETS ................................................................ 5
4.1.
Limit of supply (material)...............................................................................................................5
4.2.
Templates: technical characteristics ...............................................................................................6
4.3.
Engineering scope of work .............................................................................................................6
4.4.
Exchange of documents .................................................................................................................6
4.5.
Erection and commissioning ..........................................................................................................7
5.
HOW AND WHEN TO USE INTERFACE SHEETS .......................................................... 8
5.1.
At tendering stage .........................................................................................................................8
5.2.
At execution stage .........................................................................................................................8
6.
INTERFACE SHEETS DATABASE OVERVIEW ............................................................... 9
APPENDIX A NUMBERING SYSTEM FOR INTERFACE SHEETS ......................................... 11

APPENDIX B INTERFACE SHEETS GOVERNANCE............................................................ 12
1.
Roles and responsibilities ................................................................................................................12

1.1. Steering Committee .................................................................................................................12
1.2. Interface Sheets Working Groups .............................................................................................13
1.3. Interface Sheets Manager ........................................................................................................13
1.4. Solution Groups Interface Sheets Coordinators .........................................................................13
1.5. Fields covered ..........................................................................................................................13
1.6. Product lines Interface Sheet Coordinators ...............................................................................14
1.7. Product Lines Involved .............................................................................................................14
2.
Ownership and Validation of Interface Sheets .................................................................................14

2.1. Ownership ...............................................................................................................................14
2.2. Validation Process....................................................................................................................14

Page 3 of 14
GRID

1. Introduction
Alstom Grid sector delivers over one third of its turnover through turnkey, Engineering, Procurement and
Construction (EPC) contracts; which by nature involve many parties within Solutions units, between
Solutions units, in Grid Product Lines, as well as with external parties (customer, contractors, suppliers).
In such complex environment, robust management of technical and operating interfaces is a clear
requirement, and therefore Units in charge of turnkey contracts should put in place adequate processes to
define and control interfaces.
Furthermore, good mutual understanding and cooperation on such projects, and efficient collaboration
throughout design, planning & execution is a way to improve project performance by removing negatives
design iterations while maximizing positive iterations.
Such collaboration will be even more effective as interfaces have been clearly defined in a transparent
manner. That is the purpose of interface sheets.
Interface sheets however are not the only mean to foster collaboration in project execution, and EMH
Area 5, Co-Engineering is describing another aspect of collaborative work.
1.1.
Object & scope
The purpose of this document is to provide information and recommendations on how to find,
understand, select, and use interface sheets developed within Alstom Grid Sector.
Interface sheets address three types of contract:
Turn-key contract with civil works
Turn-key contract without civil works
Loose supply contract (Package of equipment without any associated design).
While primarily designed for turnkey contracts delivered via Solutions Groups, Interface sheets may also
be used by Product Lines to describe a standard scope of supply, and respective responsibilities in the
frame of loose supply contracts with external EPC contractors.
Interface sheets cover internal Grid scope (Transmission AIS and GIS equipment, Power Electronic
activities, Automation), as well as some key external supplies (HV/MV cables, MV switchboards, civil
work & building services).
1.2.
References
[1] OI-GM-OO3 - Operational working principles between Products, Service and Regions
2. General considerations
2.1.
What is an Interface Sheet ?
An interface sheet is a document or a set of documents stating the standard limits of scope or
responsibilities between two or more parties involved in the project.
It can relate to:
scope of supply in matter of material, engineering, site services
list of characteristics, schedule of parameters
input and output data exchange & milestones
process roles and responsibilities (e.g. erection and commissioning)
Page 4 of 14
GRID

2.2.
Interface Sheets to improve global performance
Interface sheets are key enablers to improve Alstom Grid overall execution performance by :
Creating more value through Alstom Grid teams collaborative work; teams being
better involved in and aware of the process of their counterparts, and as such in position to
optimize each own constraints without generating further risks.
Ensuring comprehensiveness of supply while avoiding redundancies in costs
Speeding-up the tendering process
Standardizing worldwide exchange throughout Alstom Grid (Regions, PLs)
Avoiding waste : do the right thing at the right time in order to
i. Limit margin slippage
ii. Improve on time in full Delivery
Improving risk management through clear scope, timing and exchange,
Limiting areas of disputes between Grid teams,
3. Different Types of Interface Sheets

3.1.
Limit of supply (Material)
These documents form the core and basis of the interface sheets system.
IS material define the limit of supply between the parties, primarily on the physical interface points.
Systematically for HV products, the Material IS precise the limit of supply for High Voltage connection,
installation, fixing of the equipments, material, earthing and low voltage connection:
These interface sheets generally cover different projects/contract schemes, and for each individual item
defines the party responsible for supply:
C for contractor supply (Regions solution teams)
M for manufacturer supply (Product Lines)
O for others (third party outside of GRID scope)

Page 5 of 14
GRID

3.2.
Templates: technical characteristics
IS Templates or Technical sheets define the main characteristics and technical

schedules to be attached to Request for Quotation to obtain a relevant technical offer
from Product lines or external sub-suppliers.
Templates are available for a limited number of product ranges.
TRANSFORMER CHECK- LIST
Object: This check-list should be attached to ATTs RFQ in order to assess its importance. Please fill in only when possible. On: 20-Jun-12
General Information
Project
Category
Project Name
& Client
Tender Ref
Country
3135T
Tender Due
Date
Contact
Name / Tel.
Tender
Validity Date
Delivery date
New S/S
Transformers
Quantity
Existing S/S
(x ____ ) Units
Mobile S/S
(If existing substation)

Identical mechanical design to existing transformers
Parallel operation with existing transformers
Locations Environmental Conditions

Altitude (m above sea level)
Maximum Ambient
Temperature ( C )
Maximum annual average

Temperature ( C )
Seismic conditions (specify if

any seismic conditions)
Transformer Type
Rated Power
MVA/
HV/LV/TV or
HV/LV1/LV2
3.3.
MVA /
MVA
Transformer
Autotransformer
Engineering scope of work
Engineering Interface Sheets define the breakdown and the limits of supply for
engineering studies
SYS-E-DCS-DOC-20
SYSTEMS
UNIT
AUTOMATION
UNIT
approved by : C PIVOT
date :
18/11/2009
approved by : B THOREZ
date :
11/12/2009
Release
B
Name
ref number
PROJECT DATA
NOTE
All document transmission shall be through Solutions Group ( SOG)

Identify Who do : 'D' Review if applicable ' R'
GENERIC TASK LIST

ITEM
C01
SolutionsGroup - SAS
DCS SPLIT OF WORK / model 1
Task split
Solutions G
comments
SAS
PRINCIPLE
HV/MV single line diagrams
HV/MV Single line diagram (skeleton) without any protection, but with CT/PT sensors data
Consolidate HV/MV Single line diagram with measure and protection, based on typical bays SLD ( when required)
Single line diagram of typical bays (Measure & protection)
C03
Principle diagram (refer to CCS interfaces)
C04
Calculation and sizing notes
D
covered by CCS part
AC/DC Consumer list consolidation
C05
Technical specifications
Inverter specification (UPS) for Substation

Inverter module for (UPS) DCS system ( low power 1or 2 KVA
Transformer regulation specification (AVR)
R or D
R
Specific function
3.4.
Input data to be provided by Automation

Input data to be provided by Automation
D
D
AC/DC Balance of power
D
D*
D
when applicable
D* For specific DCS module ( NGC applications)
Exchange of documents
Exchange of documents Interface Sheet provides the list of documents & data
which have to be exchanged between parties during tendering and execution phase, and associated
milestones or submission dates. On Turnkey Projects, these IS will allow Solutions Groups to consolidate
the project global time schedule, and for each party to highlight their own milestones and commitments
needed to fulfill the delivery time.
Page 6 of 14
GRID

Templates for information exchange (data schedules), if any, are indicated.
Indicative standard date is provided based on a typical project schedule, this expected date should be
reviewed and set jointly during tender stage as T1+x (T1 = project kick-off), then translated to a firm,
actual calendar date at project kick-off. This expected submission date shall be monitored over the course
of project execution.
Transmission Project
SYS-E-GEN-DOC-01
Manufacturer
Contractor :
date :
C PIVOT
Made by :
Checked by : J HENRIOT
J HENRIOT
A QUENIN
Approval date 08/05/2009
26/04/2011
Status : GFA
date :
Release
GIS : DOCUMENT INTERFACE
EMITTER OF RECEIVER OF
DOCUMENTS DOCUMENTS
DELIVERY DOCUMENTS
18 to 20 months
time delivery
DOCUMENT DESCRIPTION
T0 =System / Final Customer contract come into force

T1 =Internal Technical kick-off Meeting ( T1< T0 +6 weeks))
Contractor
(EM)
Contractor
(EM)
Contractor
(EM)
GIS
Manufacturer
GIS
Manufacturer
GIS
Manufacturer
(T1: typical value T0+4W)
Order intend (NPM draft)
Later date of
submission
ref to T1
NOTES
Before T1 internal transfer has to be done following product
Effectiv
e date
To be created or line organisation, so T1 at T0+6 is a target.

ref to 'typical one' In case of Engineering platform concept T1 is starting date
of such platform, same input data needed for Eng platform
T1-3 weeks
Scope of supply / Description of equipment requirement and main supply
T1
Information about control organization:control point, control type : DCS, CCS..

T1
Contractor
GIS
(EM)
Manufacturer
Contractor
GIS
(EM)
Manufacturer
GIS
Contractor (EM)
Manufacturer
Contractor
GIS
(EM)
Manufacturer
Project
scheduled
date
Associated
template
Single Line Diagram outline skeleton without any protections,CT/PT, with number,order and
type of bays.
Last General layout from tendering stage with comments about expected changes to be done
and environmental condition and indication of Phase order diagram
Last GIS General layout from tendering stage with comments about expected changes to be
done
Main Basic Information,General Technical Specification
Clear scope shall be transfered by SYST

Request frame to be developed by GIS manufacturer to
CHECK LIST
clearly indicate actual needs (based on existing LV check
BT 2009list of GIS : to be focused/revised on the basic information
03_Pour IS.pdf
to start engineering)
T1
T1
T1
T1
Colour to be indicated in Main basic information:

enr122e_main_
Climatic conditions : to be taken for gis in side and outside,
basic_informati
for outside wind, snow, seismic conditions applicable
on.xls
standards and loads combination
Considering the incidence of such information in each partys engineering process, it is important to
ensure that exchanged information is properly managed within the parties configuration management
system (status, revisions).
3.5.
Erection and commissioning
Site interface sheets have been defined to cover:

Missions & responsibilities of site people (including qualification, tools and means)
Costing process at tendering stage
Site activity preparation
Condition for work
Such interfaces have been defined with GIS PL, and with PTR PL. A matrix defining limit of responsibility
has been defined for substation automation systems.
Note : Grid operating instruction : OI-GM-OO3 [1] defines Operational working principles between
Products, Services and Regions applicable for all Regions and Product lines : PTR, GIS, CBR, DSC, ITR,
SER ; in case of conflict, this instruction prevails on defined site interface sheets.
S-GIS-XXX-52
Manufacturer :
Made by :
Contractor :
Checked by
L. MICHON
Version
A3
J. GEORGES
Status
FC
date :
30/11/2009
INTERFACES - GIS
(I) Specific tooling
Specific tooling shall mean any tooling that cannot be bought in shop
X X X
therefore has to be made or modified by the Unit according

and to his needs. Specific tooling shall also include any tooling required to
perform LV connections (even it can be bought in shop).
Examples of specific tooling are given in the following list :
-
tools for the handling of GIS transport units

(cross beams, lifting beam, roller, bay positioning trolley,
circuit-breaker handling tool, etc.)
tools for GIS assembly

(bar assembly, enclosure assembly, insulator assembly, etc.)

Page 7 of 14
GRID

4. How and when to use interface sheets

4.1.
At tendering stage
Interface Sheets should be used at early as tender stage to provide robust and competitive offer, to ensure
scope comprehensiveness and avoid redundancies.
Interface Sheets will be used by:
Tendering people to define BOQ and associated costs
Sourcing people to prepare RFQ with clear limits of scope and responsibility
Commercial people to prepare a relevant time schedule with formal commitment of all parties.
At tendering stage it should be taken care that:
All parties are working on the same common general characteristics (use of Basic
information interface sheet)
Key milestones which will condition the general time schedule (including Customer ones) are
coherent with exchange of documents Interface Sheet by default, or with project-specific
document exchange schedule defined and agreed at tendering stage.
Limit of supply (scope) between partners or other main suppliers of equipment and services
are well identified and protocoled
All items related to site activity in terms of equipment, resources, skills, process or timeline
has been well addressed between participants
RFQ prepared by Commercial people or Sourcing systematically include (or refer to) the
necessary Interface Sheets
In the event project characteristics makes it impossible to identify adequate Interface Sheets, it is
recommended to use XLS format file and to customize a similar document to suit the needs of the project
4.2.
At execution stage
Interface Sheets are meant to be used at project execution stage either as a reference, or as template for
the detailed execution program.
Interface Sheets will be used by project teams:
To confirm scope of supply & services, time milestones to partners & main suppliers upon project
kick-off
To detail and follow document exchanges with partners and main suppliers
At execution stage it should be taken care that :
All parties are working on the same common general characteristics (use of Basic
information Interface sheet)
Limits of supply (scope) between partners or other main suppliers of equipment and services
are well identified and protocoled ; if not, corrective action has to be taken to formalize
relevant interface document
Document Exchange schedule are filled with detailed forecast dates, and remain in line with
key milestones which will condition the general time schedule (including Customer ones)
Required information are exchanged on time as per jointly committed dates

Page 8 of 14
GRID

5. Interface Sheets Database Overview

The Interface Sheets are available from the Alstom Grid Intranet in the eBook under the Engineering &
Project Excellence function.
The Database is organized per product, along with all associated information/sheets related to each
product or product range/family.
Air insulated apparatus
Gas insulated apparatus
HVDC equipment
Power Transformers & reactors

Page 9 of 14
GRID

Automation
Telecom
MV Boards
HV/MV cables
Civil work
Building services
Power station

Page 10 of 14
GRID

APPENDIX A Numbering system for interface sheets

The numbering rules to be used for new interface sheets are explained here after
-
Field O: Applicability level
x
G
x
R
x
D
Frame defined in former organization but applicable at Grid level

Frame Customized by SOG unit XXX or PL for a specific context (not managed at central level)
Frame defined at Grid level
Field 1: Interface category:

E for Engineering; G for General (split of work and responsibility); M for Material ; S for Site (erection &
commissioning); I for Insurance (not yet used); T for Transport (not yet used)
Field 2: Function, equipment, system or product identification
Samples
AIS
BS
CAB
CB
CCS
DCS
DS
FFP
GEN
GIS
GIB
HVAC
HVDC
Air Insulated Substation

Building Services (MEP : HVAC, Lighting,
Crane, Lighting ...)
High Voltage Cable
Circuit Breaker
Conventional control system
Digital Control System
Disconnector
Fire Fighting Protection
General Subject
Gas Insulated Switchgear
Gas Insulated Bus duct
Heating Ventilation Air Conditioning
High Voltage Direct current Converter
ICW
IT
LDC
Interfaces CW / EM (in progress)

Instrument Transformer
Load Dispatch Center
LT
MVS
OHL
PP
PS
PT
PTE
SA
SCB
SNR
TEL
Line Trap
Medium Voltage Switchgear
Over Head Line
Power Plant / High Voltage Switchyard
Protection System
Power Transformer
Electrolyse rectifier
Surge Arrestor
Serial Compensation Bank
Shunt or Neutral Reactor
Telecommunications / Telephone / Teletransmission
(RTU)
Field 3: Additional information on Function, equipment, system or product

Examples:
Function
Key
for key interlocking function
Product name
Sub equipment of a system
Where no additional info
F35
for F35 family of GIS switchgear
314
for GL 314 circuit breaker
CB
Circuit breaker: Sub equipment of HVDC system
FI
Filters Sub equipment of HVDC system
CRANE
sub equipment of building services
XXX
Field 4: Classification number from 01 to 99:

Page 11 of 14
GRID

APPENDIX B Interface Sheets Governance

This chapter is aimed at defining the governance rules of the Interface Sheets within Alstom Grid.
It describes how the interface issues are raised through regular monitoring within PL and SoG, and how
the decision to create or update an Interface Sheet is made. Validation process of new Interface Sheets is
also explained.
Moreover, the role of Interface Sheets Steering Committee and Interface Sheets Working Groups is
clarified.
Finally, it also explains how the use and the efficiency of the Interface Sheets are monitored.
Identification of
Interface Sheets to be
updated/created/
deleted
(IS Coordinators and
Manager)
Monitor use and

efficiency
(IS Coordinators and
Manager)
Roadmap validation
and resources
allocation
(Steering Committee)
OBJECTIVE :
ZERO INTERFACE
ISSUE
Creation &
Validation of
Interface Sheets
(Working Groups)
Publication and
Deployment
(IS Coordinators
and Manager)
1.
Roles and responsibilities

1.1.
Steering Committee
1.1.1.
Mission
The Steering Committee:

Defines the main objectives of the Interface Sheets Project
Validates the Roadmap prepared by the Interface Sheets Manager
Supports the Deployment of the Interface Sheets at PL VPs Level
Make available the resources required for deployment and use of the Interface Sheet
Removes roadblocks if any
Page 12 of 14
GRID

1.1.2.
Members
Sponsor: E&P VP
Chairman: E&P VP
Leader: Interface Sheets Manager
Members: E&P Engineering Director, PL Interface Sheets Coordinators, SoG Interface Sheets
Coordinators
Frequency: Twice a year
1.2.
Interface Sheets Working Groups
1.2.1.
Mission
The Interface Sheets Working Groups:

Carry the work of updating/creation of Interface Sheet upon Steering Committee request
Ensure consistency of the updated/created interface sheet with Grid good practices
Validate the updated/Created Interface Sheet at PL and SoG levels
1.2.2.
Members
Sponsor: E&P Engineering Director

Chairman: Interface Sheets Manager
Leader: depending of type of IS, SoG or PL Interface Sheet Coordinator
Members: involved PL Interface Sheets Coordinator, involved SoG Interface Sheets Coordinator, Sog and
PL members depending on specific skills/experience needed
Frequency: monthly, up to task completion (no more than 4 months)
1.3.
Interface Sheets Manager
1.3.1.
Mission
The interface Sheets Manager:

Define a general schedule for updating/creation of interface Sheets according to main objectives
defined by the steering committee
Identify the need in terms of resources and skills
Ensure Interface Sheet data base updating and availability
Propose actions to improve use and efficiency of Interface Sheets within Grid
The interface Sheets Manager is a member of E&P team.
1.4.
Solution Groups Interface Sheets Coordinators
1.4.1.
Mission
The Solution Groups Interface Sheets Coordinators:

Schedule and coordinate internal meetings related to interface issues in Solution Groups
Identify the need of Interface Sheets in Solution Groups for updating, creation and deletion
Validate the Interface Sheet on behalf of all Solution Groups
Support Deployment of the Interface Sheet inside the Solution Groups
Monitor Interface Sheets use and efficiency inside the Solution Groups (based on PMH normal
practice)
They are members of E&P core team.
Page 13 of 14
GRID

1.5.
Fields covered
Solution Groups are based on a Project type organisation. Therefore Solution Groups Interface Sheet
Coordinators will be in charge of animating the Interface Sheets related to their scope of competency as
follows:
Sales & Tendering
Operations
Engineering
Site Activities
Sourcing
1.6.
Product lines Interface Sheet Coordinators
1.6.1.
Mission
The Product Lines Interface Sheets Coordinator:

Schedule and coordinate internal meetings related to interface issues in Product Line
Identify the need of Interface Sheets in Product Line for updating, creation and deletion (for new
Product at GR5 according to White Book check list v2.0 in Appendix GR4,GR5,GR6)
Validate the Interface Sheet on behalf of Product Line
Support Deployment of the Interface Sheet inside the Product Line
Monitor Interface Sheets use and efficiency inside the Product Line (based on PMH normal
practice)
1.7.
Product Lines Involved
GIS, PTR, CBR, DSC, ITR, HVDC, FACTS, SPS, NMS, SAS
2.
Ownership and Validation of Interface Sheets

2.1.
Ownership
Interface Sheets are under the responsibility of E&P function.

2.2.
Validation Process
Once an Interface Sheet is to be created or updated, a working group is defined that is in charge of this
task. The working group ensures the updating/creation upon validation of the Interface Sheet and release
in the data base. The fact that the right people are involved in the working group is under the joint
responsibility of the chairman and the working group leader.

Page 14 of 14
GRID
HANDBOOK
AREA 2
DESIGN PROCESS
Substation Engineering Process Map
EMH 2-10 V01

Page 1 of 12
GRID

EMH 2-10 Substation Engineering Process Map
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
C.PIVOT
N.ZECHES
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
--
First issue
Date

Page 2 of 12
GRID

TABLE OF CONTENT
1.
INTRODUCTION
2.
SCOPE AND OBJECTIVE
3.
PRINCIPLES
4.
SUBSTATION ENGINEERING PROCESS REPRESENTATION
APPENDIX A : BREAKDOWN OF SUBSTATIONS ENGINEERING ACTIVITIES

Page 3 of 12
GRID
11

1. Introduction
Alstom Grid sector delivers Turnkey substation projects through EPC1 contracts, where Project
Engineering is the collective set of activities that concur to the detailed definition of the final
deliverable of the project, in full accordance with the Customers expectations.
Strong coordination of the various involved disciplines through a clear shared process is a key success
factor to successfully execute our turnkey projects.
2. Scope and Objective

The objective of this document is to provide project team members with an overall high-level view of
the Substation Engineering Process by mapping main tasks and their interdependencies, for a better
understanding of contribution of each activity to the project delivery.
Engineering project scope spans from tendering stage to qualify and define the tentative conceptual
design, up to the commissioning and project closeout stage of the project which validates the
fulfilment of customer requirements. The present document highlights the contribution of project
stakeholders to the engineering process.
Two detailed engineering process maps have been developed in EMH2-12 respectively
EMH2-11 for substation execution phase. The first one covers the Secondary Design (control &
protection part) inclusive of auxiliary distribution, the second one covers the Primary Design
process, inclusive of building services and civil work design interactions.
2.1.
References
[1] PMH 014 - Tendering process [Grid PMH 0-14]

[2] PMH 004 Appendix C - PMH Red Lines Process Map [Grid PMH 0-04]
[3] EMH 4-10 - Design Reviews Guideline
3. Principles
3.1.
Substation Process Overview
As stated in [2], the Project Execution Process can be summarized as the following sequence of
phases
1. Project Launch
2. Engineering
3. Procurement
4. Construction
5. Erection and Commissioning
6. Project closeout
Coming
into force
Tender
Tender
Project
Project
Launch
Launch
PAC
Engineering
Engineering
Basic
Basic
Detailed
Detailed
Erection
Erection &&
Procurement
Procurement Construction
Construction Commissioning
Commissioning
Engineering, Procurement and Construction

Page 4 of 12
GRID
FAC
Project
Project
Closeout
Closeout

The engineering process spans across the whole project execution from tendering to commissioning
and closeout, as it involves the following activities:
1. preparing and validating the tender design to respond to customer specifications/needs,
2. developing design execution strategy, structuring design activities and preparing deliverables
list
3. executing the project design to fulfil customer requirements, define and enable procurement
of required items,
4. supplier technical follow-up and verification of the procured items against their specification,
5. integration and validation of the system throughout commissioning,
6. Project closeout and final documentation delivery.
3.2.
Engineering Process Phasing
Engineering process description relies on System Engineering Approach to proceed in subsequent

stages of design, with increasing level of detail, to reduce risk and reworks.
This approach enables control of system complexity, and provides rendez-vous points for the
involved disciplines; it also facilitates the subcontracting of design activities and work packages2,
especially at the later design stages where most documents have to be produced.
Depending on the units, the above Project Engineering Stage itself may be structured in 2 or 3
steps.
The 2-Step Process consists in the following phases:
1. Basic Design (also called Principle Phase) : definition or description of the overall concept,
and what the concept is intended to achieve .If Customer expectations are not completely
understood through this principle phase, the end result will be compromised
2. Detailed Design : produce all specifications, design justifications, documentation required for
procurement, manufacturing, erection and testing
The 3-Step Process consists in breaking down Detailed Design into 2 sub-phases:
2a. Functional Design : translates conceptual or principle documents into a functional language
adapted to the used technology, and enables the sizing and detailed installation
2b. Execution Design : provides all required documents allowing manufacturing & testing of
equipment and their erection and commissioning on site.
The following table summarizes the main deliverables of each step, per design area:
See EMH3-30

Page 5 of 12
GRID

Design
Area
Primary
Design
Secondary
Design
Civil Works
MEP
1. Basic Design
General layout, some
calculation hypothesis and
principles, general
specification of main items,
guide drawings for civil
works and installation
Single line diagrams,
validation of electrical
characteristics of all main
equipment, control &
protection principles and
front view, ,DCS & telecom
block diagram and technical
specification , DCS
functional analysis ,Auxiliary
distribution sizing and
specification of main
equipment
design principles and
conceptual data : ref level,
Land boundary, some
architecture drawings
Process diagrams,
Purchasing Technical
specification , interface
sheets, pre-sizing to choose
main equipment
2a. Detailed Design

Functional Design
calculation notes to
justify material selection,
detailed installation
drawings
2b. Detailed Design

Execution Design
erection drawings, erection
manuals, and some manufacturing
drawings such as apparatus
supports or gantries
Schematic diagrams
(translation of principle
document in wired logic)
and DCS will translate
principles in
programmed logic.
Auxiliary distribution
calculation note to justify
material selection
all documents which will be used

for control & protection
manufacturing (equipment
drawing, Wiring diagram, various
labeling), testing procedure,
Factory acceptance test procedure
and report, erection document;
cable list , connecting diagrams,
erection &commissioning
procedures
Detailed civil design
construction drawings (bar

bending, formwork) ; this phase
concentrates on site supervision ;
however design activities could be
required for some material and
accessories procurement
same type of document as per
primary & secondary design
Instrumentation
diagrams, Electrical
schematics, Layout,
detailed installation
General
All Operation & Maintenance

Manuals
4. Substation Engineering Process Representation

Engineering process map is split in two main processes : Tendering and Project Execution.
Engineering Tendering process, detailed on 4.1 , encompasses 6 main steps :
Tender identification,
Tender qualification & launching
Offer preparation
Offer validation
Negotiation and contractualization
Transfer

Page 6 of 12
GRID

Tender
Tender
Identification
Project
Launch
Engineering
Procurement
Basic
Tender
Qualification
& Launching
Construction
Erection &
Commissioning
Project
Closeout
Offer
Validation
Negotiation &
Contractualisation
Transfer
Erection &
Commissioning
Project
Closeout
Detailed
Offer preparation
Engineering project execution is detailed 4.2 & 4.3

4.2 covers 3 design steps
Launching (internal and with our main partners and suppliers)
Basic design (also called conceptual design or principle phase)
Detailed design Functional design
Tender
Project
Launch
Engineering
Procurement
Basic
Construction
Detailed
Launching Phase
Basic Design
Detailed Design
4.3 covers Delivery of documents (execution design) and field services activities:
Detailed design : documents for erection & manufacturing
Site work preparation
Erection
Tests & commissioning
Project documentation, Taking Over Certificate and project closeout
Tender
Project
Launch
Engineering
Procurement
Basic
Construction
Erection &
Commissioning
Erection
Testing &
Commissioning
Detailed
Detailed Design : Erection & Commissioning Documents
Site Works Preparation
Project
Closeout
Documentation
TOC
Main design reviews are indicated on the following diagrams where appropriate. Refer to EMH4-10
[3] for the development of design review.

Page 7 of 12
GRID

4.1.
Tendering Process

Page 8 of 12
GRID

4.2.
Project Execution Process (Launching to end of detailed specification)

Page 9 of 12
GRID

4.3.
Project Execution Process (Detailed Design to Taking Over Certificate & Closeout)

Page 10 of 12
GRID

Appendix A : Breakdown of Substations Engineering Activities

Task breakdown will be identified into manageable activity units, the level of details being adapted to the
necessary accuracy of estimates, and the schedules level of details.
As much as possible, activity numbering system will reflect project engineering organization into design
activity families, and specific coding covering for instance design stage each requiring different
competence levels followed by sequential number.
Design activities for Substations Engineering activities will cover productive tasks, as well as coordination
& control tasks. Following is an indicative list of Design activities master families:
General Technical Coordination
HV Primary design (Installation part).
LV Secondary design (covering conventional Control design and Auxiliary distribution)
Digital Control System & Telecommunications
Civil Work
Buiding services
Technical eXpertise (or Specialist)
Close out & Notices
Engineering Phase will be sequentially coded, (in a 2-phase approach: 0 for Basic design and 1 for
Detailed design, same principle with a 3-steps approach).
To complete the coding, a sequential number will be added to identify a task in a design family and on a
design phase. This coding system is used for the task lists & process representations in EMH 2-11 and
2-12.
Notes:
1. Depending of time schedule details, some subtasks can be added to clarify interfaces and process
flow , such subtask will use coding of main task with an additional figure : ex I04.1
2. Civil work detailed design is done in several batches linked to optimization of project lead time
and civil work execution sequence ; input data from Primary design process shall be consistent
with such approach. In that case, subtasks may be identified to synchronize Primary design civil
work guide drawing with Civil work execution drawing, as shown on Primary design process:
In this instance, in order to match time schedule constraints, civil work guide drawing documents
[I04] have been split in 2 steps to provide inputs to Batch 1 and final details for Batch 2.

Page 11 of 12
GRID


Page 12 of 12
GRID
HANDBOOK
AREA 2
DESIGN PROCESS
Primary design process map, building services

and civil work interactions
EMH 2-11 V01

Page 1 of 8
GRID

EMH 2-11 - Primary design process map, building services and civil work interactions
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
C.PIVOT
N.ZECHES
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
--
First issue
Date

Page 2 of 8
GRID

TABLE OF CONTENT
1.
OBJECTIVE ............................................................................................................... 4
2.
PRINCIPLES............................................................................................................. 4
3.
PRIMARY DESIGN, CIVIL WORK, BUILDING SERVICES TASKS INTERACTING .............. 5
4.
PRIMARY DESIGN PROCESS MAP, BUILDING SERVICES AND CIVIL WORK
INTERACTIONS ................................................................................................................. 7

Page 3 of 8
GRID

1. Objective
The objective of this document is to provide a general view of the engineering process by mapping
main tasks and their interdependencies and to define breakdown of engineering tasks to be carried
out on AC Substation projects1.
It is provided as a guide for Project Engineering Managers to structure, plan and manage the project
design activities and their interfaces.
1.1.
This document applies to Turnkey AC Substations projects, and covers both AIS and GIS technologies.
2. Principles
This section covers Primary design process mapping for substation projects execution stage and
depicts the primary design, building services and civil work interactions
Process is composed of two main phases: Basic Design (or conceptual design) and Detailed Design.
For a better understanding of process mapping, checking, approval process, and loop backs are not
represented. Potential design reviews are given for reference only.
Associated EXCEL file is composed of:
One sheet representing a process mapping using macro tasks & flowcharts
One sheet providing main task list with a Design Structure Matrix used to identify how the
tasks are dependent on each other.
Engineering process is a complex system with many interactions, interdependencies, interfaces

between tasks that could not be completely or easily shown on a simple flow chart ; that is why the
Design Structure Matrix has been added.
The present document does not cover Power Electronics activities or industrial projects

Page 4 of 8
GRID

3. Primary Design, Civil Work, Building Services tasks interacting

G01
Contract& tendering document
G01-1
Main Basic Information & HV Single line diagram
G01-7
Design intend document (if any)
GO1-2
Selection of Data from previous project Re-use proposal
I00
X02
X05
X07
I01
I08
Main primary design principles
Civil work principle phase
W01
Civil Works Input Data to get geodetic data, soil data
W02
Conceptual Design
W03-1
Design Principles
W03-2
Architecture drwg
Insulation coordination studies

Neutral earthing devices definition
Specific studies
Specification of main HV apparatus
Specification of other material for primary design
W1*
Civil work coordination design realization phase
W11
Load CW Table
W12
Primary detailed drawing
W13
Cable gallery
I02(P)
Receiving HV Apparatus preliminary equipment dwg & weight W14

W15
General layout & Cable general routing (preminary)
W16
I03(P)
Receiving preliminary data from secondary teams

:Equipment list with preliminary size
Building dwg & cable general routing (preliminary)
W17
Civil Works guide Drawings coordination

Earthing network
Sub contracting Works and studies
Civil works detailed design
W17-1
Batch Phase I: Foundation and under ground activities
W17-2
Batch Phase II: First floor activities
Data for Batch 1
W17-3
Batch Phase III: Wall, roof,pipes, lightning protection,

and other buildings
I02
General layout & Cable general routing
W17-4
Gantries
I03
Building dwg & cable general routing
W17-5
External Equipment supports
Data for Batch 2 ( General layout, GIS, ELECT Building civil

work detailed)
Receiving HV Apparatus final CIVIL WORK DATA
W17-6
Cable trenches and cable duct
W17-7
Fire fighting pumphouse
W17-8
Guard House
W17-9
Boundary Wall and Gates
Receiving cable synoptic from Secondary team

I04-1
I04-2
W0*
I04-3
Receiving final data from secondary teams

:Equipment list with final size
Data for Batch 3
IO4-*
Civil works execution drawing checking Indoor part
I04-*
Civil works execution drawing checking Outdoor part
104-4
Gantry foundation (load and location),
I04-5
Apparatus support load on foundation (CB, DS, SA..) (detail)
W17-10
Roads
W17-11
External and peripherical lighting
W17-12
Drainage
W17-13
Water distribution
W17-14
Sewerage
Building services ( MEP) main specification
and design capacity of systems
Building services ( MEP)
detailed design (Mechanical & electrical)
Building services ( MEP)
Erection and maintenance document
I05
EARTHING SYSTEM
I11
Calculation or sizing notes
B0*
Receiving HV Apparatus final equipment dwg
B1*
Final documentation of all specific material for primary design

I12
Detailed design per area
I13
Cable laying drawings
I15/22
B2*
Steel structures
I23
Erection drawings and detailed earthing drawings
I26
material management - Detailed procurement request BOQ
I13-4
Cable length on cable list with routing when required

Primary design
Civil work interfaces
Building services inter actions
Main inputs from other partners & Secondary team
Content of macro tasks is displayed when opening regrouped button

on excel file
Page 5 of 8
GRID

[This Page Intentionally left blank]

Page 6 of 8
GRID

4. Primary Design Process Map, Building Services and Civil Work Interactions

Page 7 of 8
GRID
I01
X05,W15
I02(P)
I08. Specification of other

material for primary
design
Insulator, string, cable trays,
conductors, HV/MV cables
Connectors
I05.EARTHING SYSTEM
Principles
Calculation
Earthing grid details
Receiving data from

secondary teams:
Equipment list with
maximal size & weight
W03-2.
architecture drwg
Receiving cable synoptic

from Secondary team
(equipment links)
I02(P)
I03 (P)
I04-1.Civil works
guide drawing
Data for Batch 1
General layout
GIS & or Electric
Building openings,
load & heat
* Sometimes Ourdoor lighting done by CW

Safety clearance checked by EM
Receiving HV
Apparatus final
equipment dwg
B0*
I04-2 Civil works

guide drawing
Data for Batch 2
General layout
GIS & or Electric
Building details
W17-12.Drainage
Design Civil work
W17-8.Guard House
Civil work
W13.Cable gallery civil

work design
I02 I03
W17-4.
Gantries
Foundations
W17-5.External
Equipment
supports
Foundations
W17-6.Cable
trenches and cable
duct
civil work
W17-2 Civil works

detailed design
Batch Phase II: First
floor activities
CIVIL WORK & Buiding services INTERACTIONS
Receiving cable synoptic

& cable list from
Secondary team
I12.Detailed design per area

Main transf area
Aux rooms, diesel,
aux transfo,
Outside installation
HV/ MV cables
I04-5 Apparatus support

load on foundation (CB,
DS, SA..) (detail)
I.15 Steel structure

guide dwg
Guide drwg
I04-4 Gantry
foundation (load
and location),
Detailed Design : Primary Design / Building services and Civil Work interactions
I02(P)
I11. Calculation or sizing
notes for defintion of other
material
Insulator, string,
conductors, HV/MV cables
steel Supports & gantries
*Outdoor lighting
B0*
I03.Building dwg & cable

general routing
Electrical building
GIS & or MV building
revised
I02.General layout &

Cable general routing
Receiving HV
Apparatus final
Civil Work data
W14. Civil Works guide

Drawings coordination
Interfaces & integration
points
W11.Consolidation of
Load CW Table
W12.Raw estimation for

pad footings and
integration in primary
layout
W17-1.Civil works
detailed design
Batch Phase I:
Foundation and under
ground activities
W17-9.Boundary Wall
and Gates
Civil work
B1* Building services (MEP)

detailed design (Mechanical &
electrical)
Receiving HV
Apparatus final
equipment dwg
I08 B2*
I26. material
management Detailed
procurement
request BOQ
Manufacturing
clearance
I.22 Steel structures
manufacturing dwg
apparatus supports,
gantries, templates...
Final documentation
of all specific
material for primary
design
I23. Erection
drawings and
detailed earthing
drawings
All areas
All buildings
Flexible connection
Erection instruction
I13.Cable laying
drawings
I13-4.Cable length
on cable list with
routing when
required
I04-3 .Civil works guide drawing

Data for Batch 3
Main transf area, Aux rooms, diesel, aux
transfo,Various buildings CW details ;
Outside installation load on foundation
W17-3.Civil works
detailed design
Batch Phase III:
Wall, roof,pipes,
lightning protection,
and other buildings
Final
documentation of
all specific material
for primary design
G13. FAT of
main
equipments
AS BUILT &
LEARNING ROE
To site
Design
review
4
N2* Project final

documentation
OMM final
Partners Final
documentation
As-Built Drawings
Marked-up
drawings
Site delivery, erection &

commissioning
Design
review
W17-10 Roads
Civil work
W17-14 Sewerage
Civil work
W17-13 Water
distribution
Civil work
W17-7 Fire fighting

pumphouse
Civil work
W17-11 .External and

peripherical lighting
Civil work
B2* .Building services ( MEP)

Erection and maintenance document
HVAC, Fire detect, Fire fighting,crane,
Small power & lighting, water
systems,CCTV...
GRID
Page 8 of 8

Receiving HV
Apparatus
Preliminary Civil
Work data
Recommended Design review
Potential design review
Civil work
Electro mechanical
Building services (MEP)
Third party interface
Internal links & secondary design
B0* Building services (MEP) main

specification and pre-design of
systems capacity
HVAC, Fire detect, Fire fighting,crane,
Small power & lighting, water systems,
CCTV..

HANDBOOK
AREA 2
DESIGN PROCESS
Secondary design process mapping
EMH 2-12 V01

Page 1 of 8
GRID

EMH 2-12 - Secondary design process mapping
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
C.PIVOT
N ZECHES
C PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
01
--
First issue
Date

Page 2 of 8
GRID

TABLE OF CONTENT
OBJECTIVE .................................................................................................................. 4
2.
PRINCIPLES................................................................................................................ 4
3.
SECONDARY DESIGN TASK LIST, MAIN EXTERNAL INPUTS ........................................... 5
4.
SECONDARY DESIGN PROCESS MAP............................................................................ 7
1.

Page 3 of 8
GRID

1. Objective
The objective of this document is to provide a general view of the engineering process by mapping main
tasks and their interdependencies and to define breakdown of engineering tasks to be carried out on AC
Substation projects1.
It is provided as a guide for Project Engineering Managers to structure, plan and manage the project
design activities and their interfaces.
1.1.
This document applies to Turnkey AC Substations projects, and covers both AIS and GIS technologies.
1.2.
References
[1] Interface Sheets - CCS Engineering Scope Models 0/1/2
2. Principles
This section covers Secondary design process mapping for substation projects execution stage.
This includes control & protection design activities, and the auxiliary distribution, for the scope typically
covered by Solutions Units.
The specific cases of scope split between Solutions Units & Automation Units as defined in interfaces
sheets (Model 0/1/2) [1] are represented in stripped background for tasks performed by either unit
depending on the model.
Process is composed of two main phases: Basic Design (or conceptual design) and Detailed Design.
For a better understanding of process mapping, checking, approval process, and loopbacks are not
represented. Potential design reviews are given for reference only.
Dedicated co-engineering milestones with GIS PL for secondary design are shown, refer to EMH 5-12.
Associated EXCEL file is composed of:

One sheet representing a process mapping using macro tasks & flowcharts (shown in 4)
One sheet providing main task list with a Design Structure Matrix used to identify how the
tasks are dependent on each other.
Engineering process is a complex system with many interactions, interdependencies, interfaces between
tasks that could not be completely or easily shown on a simple flowchart ; that is why the Design
Structure Matrix has been provided.
The present document does not cover Power Electronics activities or industrial projects

Page 4 of 8
GRID

3. Secondary design task list, main external inputs2

G01 Contract& tendering document
G01-1 Main Basic Information
G01-7 Design intend document (if any)
G01-2 Selection of Data from previous project
C01 HV Single line diagram
X01-1 Instrument transformers specification
C04 Protection list & detailed specification with setting
range
D02 IED Block diagram
Instrument transformer data from manufacturer
X01-2 CT/VT Protection compatibility
C09-2 Protection & IED BOQ for Purchasing
C06 Control & protection front views & number of panels
C03 Principle (polarity, interlock, synchro)
C09-1 Spec of main control& protection boards
C&P Manufacturing of Frames
C08-1 Spec of metering, recorders and ancillaries for control
D05-1 Supplier DCS architecture analysis
D05-2 DCS principles & data list
D05-3 DCS Hardware specification
C02 AC-DC general SLD
C03-3 Specification of AUX services transfer mode
Collecting consumer list from Partners
(HV, MV, Civil work, building services )
C07-1 AC-DC Auxiliary services consumer list

C12 Auxiliary services AC DC equipment sizing (batteries,
Rectifiers, UPS, aux transformers, Distribution
boards)
C08-2 Specification of equipment for AUX services
C08-3 Specification of LV cables (Power, control and
measure cables)
I03 Building general arrangement drawing
I04 General Layout
I13-4 Distances between electrical cubicles
and between cubicles and main consumers to be fed
B0* Building services DID (main operating principles)
C03-2 Cables synoptic (preliminary cable links for power &
control systems)
I04-3 Definition of heat dissipation of control & protection
equipment
Basic design
Shared task (model 2)
Detailed design
Shared task (model 2)
Main input
Manufacturing steps or tasks generally done by others
D04 Protection & IED I/O identification

Catalog of control equipment
and various supplier's doc
Collecting control data from partners
(HV/MV apparatus typical schematics & data list)
C19
C11
C13
C16
Collecting control data from Building Services

Functional test of C&P cubicles
Schematic diagrams of control system
Control & protection equipment drwg
Confirmation of BOQ
for control &protection equipment ancillaries
Control & protection cubicle manufacturing 'equipment
phase'
C15 C& P equipment Wiring diagrams

I13-4 Control cable lengths ( final)
C25-1 cable list & Ordering remaining needs (Control)
C& P manufacturing 'cabling phase'
C25-2 Connecting diagrams (Control)
C26 BOQ of ancillaries for Site cabling activities
X03 HV Short circuit , load flow , selectivity studies
X11 Protection device setting note
D19 Configuration of protection with setting values
C29 FAT report of C&P cubicles
Documentation for site activities including commissioning
procedures
D18 DCS Functional analysis & validation plan review
D05 DCS final data list
DCS configuration and internal test review, SAT
procedure review
DCS Pre FAT & FAT and updating doc after tests
DCS final documentation
DCS delivery of SAT procedure with equipment
I13-4 Power cable lengths ( final)
C14 Auxiliary services AC -DC selectivity & cable calculation
C25-1 cable list ordering remaining needs (LV Power cables)
C25-2 Connecting diagrams (LV power cables)
C26 BOQ cabling accessories (LV power)
C17 Auxiliary services Testing procedure review
Auxiliaries services terminal block and schematics
Auxiliaries services Manufacturing
C29 Auxiliaries services FAT
Marked up document reception
N21 As built drawing
N22 O&MM finalization
Note : Secondary system design activities may be shared with third parties notably with SAS PL, inline with
Interface sheets CCS Models 1 and 2 ; such shared tasks are pictured with a stripped background. Please
refer to Interface Sheets for the detailed scope split.
Ref to EXCEL file

Page 5 of 8
GRID

[This Page intentionally left blank]

Page 6 of 8
GRID
Internal Launching
G01 Transfer &
Launch Project
(data from tender
& Contract)
C01 HV SLD
Launching
With partners
Launching with
Partners
(SPL - SBC approach)
G01-7 Design intent

document (general scope
and constraints) or data
from tender & contract
Input
data
Review
1
G01-1 Main basic

information (collect
main network
information &
environment)
G01-2 Collect Data

from previous projects
(re-use)
2
X01-1 Instrument
transf Specification
Instrument transf
Manufacturing
C16(P)
Protection & IED

Manufacturing
C08-* LV Cables
Specification
I02(P) I03(P) Location of

Electrical boards and
main apparatus
B0* Building services

DID when available
C12 Auxiliary Services

AC -DC Equipment
sizing (batteries,
rectifiers, Transf,..)
I13-3 (P) Distance

between main
equipments
C07-1 AC-DC
Aux. services
consumers list
C16(P)
C08-1 Spec of metering,

recorders and ancillaries for
control boards
C09-1 Specificationof main

control & protection
equipment
C06 Control & protection

front view
X01-2 CT/VTProtection
Compatibility
Basic Design/ Principle phase
Instrument transf
first sizing
Protection & IED

Purchasing
WKS2 (GIS)
GIS schematics
LCC detailed
design
D04
D05-3 DCS hardware

specification
D05-2 DCS principles

& Data list
C03-1 Principles
diagrams
C04 & C09-2 Protection

list & detailed spec with
setting range & BOQ
D02 IED block
diagrams
WKS1 (GIS)
draft principles &
control equipt
spec
D05-1 Supplier
DCS Architecture
C02 AC-DC
general SLD
C03 -3 Specification of
Aux. sources transfer
mode
C07-1 (P) collecting

Consumer list from
Partners (HV/MV
apparatus)
Co-engineering Workshop with GIS partner (see EMH Area 5)

Task shared with SAS PL (Model 2)
Auxiliary
services
Ordering
To detailed
design
Principle
Review
Control & protection

cubicles, Frame
manufacturing
Metering, recorders
purchasing
C03-2 Cable Synoptic

(preliminary cable list
for control & power
cables)
C08-* Auxiliary
services
equipment
Specification
GRID
Page 7 of 8

Potential Design Review

Recommended Design review
An input for the design step
An input from Partner or Primary design
Task performed by others
Shared tasks with Partner or Supplier

4. Secondary Design Process Map
C03-1
C08-1
C09-1
D02
C04
C04 Protection list &

detailed spec with
setting range
C16 (P) Preliminary
BOQ for Control &
protection Equipment
ancillaries
C06 Control &

protection front view

with terminal blocks
identification for control
Catalog of control
equipment and various
supplier's doc
C03 -1 Principles
diagrams
D04 Protections & IED
I/O identification
C11 collecting control
data from Partners
(HV/MV apparatus
typical schematic &
data list)
D05-2 DCS principles

& Data list
Ancillaries for control

system purchasing
(first batch)
Detailed Secondary Design

X 11 Protection
device settings
note
Ancillaries for
control system
purchasing - final
X03 Short circuit , load

flow, selectivity studies
C19 Functional test

procedure
C16 Confirmation of
BOQ for Control &
ancillaries

cubicles, Equipment
phase
C 15 Wiring diagram
Collecting Final data

from Partners (HV/MV
equipment dwg)
C25-1 Control cables

list & Ordering
remaining needs
Auxiliary services
FAT
C26 BOQ power

LV cabling
accessories
C25 2 LV power
cables Connecting
diagrams
DCS Pre FAT & FAT

and updating doc
after FAT
I13-3 Control cable

lengths
C25 -1 LV Power
cable list to order
remaining needs
DCS Configuration
and internal testing &
def of SAT procedure
C13 Control &

drawings
C11 Schematic
diagrams
D18 DCS functional

analysis & validation
plan review
C14 Auxiliaryservices AC -DC

selectivity & cable calculation
Auxiliary services
Final equipment dwg
& Manufacturing
I13-3 Control &

power cable lengths
C17 Auxiliary services

Preliminary equipment
dwg &Testing procedure
Review
D19 Configuration
of protection with
setting values

cubicles, Cabling
phase
C25-2 Connecting
diagrams
C26 BOQ of
ancillaries for site
cabling activities
C29 FAT
cubicles & Report
Configuration of
protection with
setting values
Documentation for site

activities including
commissioning
procedures
cabling accessories
ordering & remaining
cables needs
DCS delivery to site

with SAT procedure

commissioning procedures
cabling accessories
ordering & remaining
cables needs

commissioning procedures
As-Built &
Learning/RoE
Site
preparation
review
ROE review
4
Marked-up
drawings
N21 As-Built
drawings
Site delivery,
erection,
commissioning
Design
review
DCS Final
documentation
N22
Conventional
Final
documentation
OMM
GRID
Page 8 of 8

C07-1 collecting
updated consumer list

preliminary cable list for
power cables
Auxiliary services
Ordering

HANDBOOK
AREA 3
SUBCONTRACTING MANAGEMENT
Design Subcontracting
EMH 3-30 V01

Page 1 of 10
GRID

EMH 3-30 - Design Subcontracting
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.BROSSIER
N.ZECHES
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
--
First issue
Date

Page 2 of 10
GRID

TABLE OF CONTENT
1.
INTRODUCTION
1.1.
References
2.
DESIGN SUBCONTRACTING PRINCIPLES
2.1.
Prerequisites
2.2. Design subcontracting Golden rules

2.2.1. No design subcontracting without a contract
2.2.2. Long term policy & strategy
2.2.3. Responsibility
2.2.4. Manage your Subcontractors
5
5
5
5
5
3.
ENGINEERING SUBCONTRACTING PROCESS
3.1.
RFI/RFQ process
3.2.
Subcontract Follow-up process :
3.3.
Evaluation & Return of Experience
APPENDIX A DESIGN SUBCONTRACTING PROCESS (PMH093-9)
8
10
APPENDIX B : SUBCONTRACTOR EVALUATION GUIDE

Page 3 of 10
GRID

1. Introduction
The development of Transmission & Distribution business, combined with a reduction of time to deliver
and fluctuating demand, generates for engineering managers strong challenges in resource and workload
management.
Shortage of technical skills on the market will require Engineering managers to have recourse to
subcontractors, hence to outsource part of project studies to smoothen workload and absorb peak
activity. While outsourcing is a potential solution, it requires careful planning, close supervision, and
strong methodology.
1.1.
[1]
[2]
[3]
[4]
[5]
[6]
[7]
References
PMH 093 External Purchases within projects [Grid PMH 9-20]

PPH Section 2 Subprocess 093-9 - Engineering Subcontracting Process
PPH Section 3 Forms 27 through 33
PMH 062 Workload Management process [Grid PMH 6-20]
EMH 1-20 Design Strategy
EMH 2-10 Substation Engineering Process Mapping
EMH 3-31 Design subcontracting decision support
2. Design Subcontracting Principles

Subcontracting engineering tasks requires a specific process, some Units have defined one, more or less
mapped. This document provides guidelines on how design subcontracting process should be structured
in units and will be supported by some typical frames or good practices to avoid creation of document in
case per case.
In addition, some mandatory document and instructions are clearly defined in the Project Management
Hand book [1] Contract Management: External purchases within projects
2.1.
Prerequisites
1. Engineering process has to be structured appropriately: work packages and clear task
dependencies, input data and expected outputs, time-bounded, with associated expected
workload
2. Engineers should possess adequate skills to manage subcontractors: sufficient technical skill set
to supervise and validate subcontractors work, and evaluate offers consistency ; ability to clarify
statement of work and provide input data in due time, ability to manage contractual relationship
with external parties to avoid claims
3. Mapping of critical skills and strategic process areas : unit should organize to keep critical
skills/expertise and strategic process areas (such as basic design principles) in-house, to avoid
creating a potential competitor
4. Good knowledge of subcontractor markets and their expertise levels : ability to evaluate
subcontractors qualification level, and deploy subcontracting strategy in incremental way
(increasing scope size and complexity) to avoid endangering the project ;
5. CAD or other engineering tools requirements and associated investments, most of the time this
investment will be borne by the unit ; in addition, training of the subcontractor on unit working
practices, tools and process, customer expectations, are required to achieve efficient working
process
Page 4 of 10
GRID

6. Subcontractor capacity planning : requires forward visibility and capacity reservation to ensure
the provided resources will be of the proper quality. This is achieved by good workload
management practices in the unit (including forward plan for both in-house and subcontractor
resources) see [4] , and project design strategy development to decide upfront on
subcontracted design scope as early as tender stage (see EMH1-20 [5]).
2.2.
Design subcontracting Golden rules
2.2.1. No design subcontracting without a contract

Subcontracting design bears risk on other design work packages, and on the project quality as a whole,
commitments should be formalized through a design contract after a formal competitive bidding process
2.2.2. Long term policy & strategy
Developing a good subcontractor and implementing smooth and efficient collaboration processes takes
time and investment (software licenses, trainings) ; subcontracting specific areas of work to a given
design subcontractor should be based on a strategic decision to pursue the relationship on the long run.
A progressive, staged subcontracting (starting with simple drafting works in-house, then small packages,
then more advanced design works), should be put in place to control the risk until the subcontractors
maturity is sufficient and collaboration processes are satisfactory.
2.2.3. Responsibility
Subcontracting design works does not relieve the unit from their overall responsibility towards the
customer contract ; all measures should be taken to properly master the subcontracted works itself, as
well as their interaction or coordination with other areas.
2.2.4. Manage your Subcontractors
Whether for in-house contractor on daily basis or the subcontracting of full design package to external
parties, a in-house design coordinator shall be appointed to manage the subcontracted works and ensure
smooth & timely delivery.
Governance process and continuous evaluation should be in place to resolve disputes and ensure overall
quality level of subcontractors.
3. Engineering Subcontracting process

Decision to subcontract design work is a management decision which should be anticipated at tender
stage and validated at project Budget Zero (design strategy refer to EMH1-20), and should be
supported by an analysis of risks and benefits taking into account unit workload.
A template of subcontracting risk assessment is provided in EMH3-31 [7] to support this decision ; units
are welcome to adapt this template to their environment, provided that the listed criteria are taken into
consideration.
Mastering of subcontracted part of engineering activities requires a good knowledge of engineering
process, notably:
- content of tasks and logic succession (predecessor, successor)
-
input data to perform each task
Time schedule to position each task on a general time schedule and associated
criticality

Page 5 of 10
GRID

-
Weight of tasks in matter of number of design hours, to check offers and evaluate
realistic workload (Existence of a quotation tool to evaluate design time is a must to
validate offers and to control subcontractors effectiveness).
Engineering Subcontracting process is detailed in [2], here attached as Appendix A.
3.1.
RFI/RFQ process
Any design subcontracting package should go through a formal purchasing process to Prequalified
subcontractors.
Purchasing should be based on a clear specification prepared by Project Engineering Manager and/or
Lead Engineer including:
Scope of services / task list
Time schedule
Expected deliverables & output format (CAD tool)
Input data
3.2.
Subcontract Follow-up process :
Upon signature of the PO, Project Engineering Manager and Lead Engineer in charge should prepare
input data, call kick-off meeting with subcontractor, and set-up adequate reporting and governance
process.
Subcontractor supervision work includes progress monitoring and deliverables verification and validation,
but also providing all necessary clarification, and assistance in solving subcontractor problems, to ensure
a smooth flow of work. Indeed, a lot of reworks, delays are linked to misunderstanding and/or bad
management of input data by subcontractors, or doubts about document purpose, drawing content to be
submitted, formatting details, etc.
All interim data, decisions or document transmission milestones shall be clarified during kick-off meeting
and updated if necessary throughout progress reviews.
In the case of outsourced design packages, exchange of information with subcontractors shall be
managed and traced through transmittal process. Subcontractor shall indicate on transmittal form, in
addition to document references:
- Status of document transmitted: final, for comment, draft
- Comments: about missing data, clarification required, confirmation of input data taken into
account and possible interpretation of data
All submitted documents should be duly verified by the appointed in-house design coordinator. In the case
the unit lacks the technical skills level to validate the content of subcontractor works, it should seek
assistance either internally from other units, or hire a qualified external consultant for that matter. This
applies on all subcontracted design packages bearing substantial risk to the project.

Page 6 of 10
GRID

Subcontractor documents
Follow up Process
Receiving documents from

subcontractor with TF
N
Clarification
request on TF ?
Clarification sent to
subcontractor and reported on
TFS when relevant
Check document by
design office
Right
Y
Submission to Client
Right
Document revised by
subcontractor
Comments analysis by
Engg and new data sent
to Subcontractor
New submission with TF by
subcontractor
Document Approved
Figure 1- Subcontractor document follow-up process for outsourced design packages
Any departure or change from agreed scope of works should be managed as variation, according to the
origin of changes inline with contractual obligations; in particular, revised document after validation by
Alstom, and subject to comments by the Customer, shall be analyzed whether of subcontractor or Alstom
responsibility. In the latter case, variation order could be submitted for modification works, after
estimation of cost impact and validation by the Project Engineering Manager.
Any substantial deviation to contractual terms or quality issue (e.g. repetitive late deliveries, inadequate
skills, insufficient verifications on subcontractor side) should trigger subcontractor quality audit, if deemed
necessary.
3.3.
Evaluation & Return of Experience
Continuous monitoring of subcontractor execution performance should be implemented to increase

reliability of forecasts for deliverables quality/revisions, on-time delivery, expected supervision workload,
and develop improvement plan on subcontractors side.
Sample subcontractor evaluation template is provided in Appendix B (refer to [3] PPH Section 3 Forms
27 through 33)

Page 7 of 10
GRID

Appendix A Design Subcontracting Process (PMH093-9)
The following process is given for information only Please refer to the applicable version in [2]

Page 8 of 10
GRID


Page 9 of 10
GRID

Appendix B : Subcontractor evaluation guide

Mark
CRITERIA
1 - COST
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
11 - 'Adequate price level at the first submission

Price irrelevant to Services to be supplied ( over or under estimation)
Price does not match with market price : ( daily cost x evaluation of nr of days by Engineering teams)
Follows market price as defined above
Competitive price at the first submission
12 - Quality level of the offer ( detailed, clear, comprehensive and complete offer)
No detailed offer, no split of price per item, no idea about nr of day per main task to define a progress payment
Not clear view of exclusions, so scope of supply and responsibility not enough detailed
Detailed offer as per our RFQ requirement
Detailed offer with staffing of resources in line with delivery time of tasks to be performed.
13 - Low cost for subcontractor follow up
Lot of mistakes requiring a permanent control and continuous exchange of mark up document before sending dwg to customer
Not enough autonomous, require a significant preparation and follow up
Follow up and preparation considered as normal having regard to the design tasks subcontracted
Full subcontractor autonomy, services in line with our expectations, Good technical solution proposed, low follow up required.
14 - Respect of commitment ( Order) during execution, no various claims
Extra charge claimed without acceptable reasons, (linked to non mastering of design tasks and input data by subcontractor)
Questions his scope of supply and responsibility during execution of the contract
No unjustified claim ( good understanding of job, input data normal change, tasks content and time evaluation)
No claim, no extra charge, meet his commitment and some time more.
2 - ON-TIME DELIVERY
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
21 - 'Mobilization of resources on time or in conformance with order indication

Average delay > 2 week
Average delay > 1 week ( no interlocutor)
Partial mobilization of resources at the committed date
Global mobilization at the committed date
22 - 'Document delivered as per order requirement
Delivery of ' acceptable' document with more than 10 days delay
Acceptable means :comply with drawing purpose
Delivery of ' acceptable' document with more than 5 days delay
Delivery of ' acceptable' document on time
Delivery of ' acceptable' document by anticipation
23 - 'By anticipation, Subcontractor informed us about potential delays
Subcontractor does not inform us of potential delays
Subcontractor informs us of delays at the document fall due date
Subcontractor informs us of delays one week before document fall due date
Subcontractor informs us of delays two weeks before document fall due date
24 - Subcontractor answered quickly to RFQ
Offer received > 20 calendar days from RFQ reception in spite of reminder
Offer received < 20 calendar days from RFQ reception, but after some reminder
Offer received < 15 calendar days from RFQ reception, without reminder
Offer received < 8 calendar days from RFQ reception
25 -Subcontractor did his best to reduce time delay
No action launched to reduce time delivery, even to reduce his own delays
Is open to follow suggestion to reduce document time delivery
Is able to propose several solution to reduce document time delivery
Defines and follows an efficient action plan to reduce document time delivery
3 - QUALITY :
1
2
3
4
1
2
3
4
1
2
3
4
31 - Competences where in line with our expectation

Competences do not match with those required to do subcontracted tasks
Not enough resources to do subsontrcted tasks
Resources in number and quality in line with our expectations
Technical mastering of services supplied, wtih an anticipation mind
32 -Document delivered in conformity with our input data
Lot of mistakes linked to none integration of all input data transmitted , document commented and rejected several time
Some mistakes on document : some input data omitted, some correction to be done before transmissin to final customer
Document consistent with our expectation , accurate checking by subcontractors of all input data integration in submitted version
Document consistent with our expectation some optimizations done,some pertinent technical solutions proposed
33 - Subcontractor shown a true management of input data variation
No management of input data changes
No accurate management of input date changes, requiring some reminders from us
Formal recording of input data changes, and data taken into account in drawing submission, few mistakes linked to input data
Input data, and associated changes are subject to systematic reviews by subcontractor
4 - SERVICES :
1
2
3
4
1
2
3
4
1
2
3
4
41 - REACTIVITY
No critical eye about input data, no question to try to understand input data, some difficulties to join him
No flexibility, always a too long time response (1 week )
Takes into account of new requirement within 48 to 72 hours, report and do necessary reminders
Good evaluation of various situation and launch immediate action and revert
42 - 'Flexibility, adaptability having regard to load variation, acceleration, slack time period
Unable to adapt resources to milestones variation to match updated date of document delivery
Some difficulties to follow the tempo of our projects : acceleration, deceleration
Take into account project tempo requirement and is flexible accordingly
Anticipate some hazards in his time schedule and is able to propose some solution to answer to project perturbations
43 - 'Technical advise and assistance
Poor business understanding, no mature, not able to do some technical suggestions
Not enough back ground, very few technical suggestions
Mastering of our business, able to do suggestions and some advises
Proactive, proposes some interesting technical solution

Page 10 of 10
GRID
HANDBOOK
AREA 3
SUBCONTRACTING MANAGEMENT
Design Subcontracting Decision Support
EMH 3-31 V01

Page 1 of 6
GRID

EMH 3-31 - Design Subcontracting Decision Support
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.BROSSIER
C.PIVOT
N.ZECHES
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
01
--
First issue
Date

Page 2 of 6
GRID

1. Introduction
To enable robust engineering subcontracting with appropriate governance process two procedures have to
be followed: PMH 093 [Grid PMH 9-20] describing macro process to apply for purchases and detailed
Engineering subcontracting process developed in Purchasing & Procurement Hand book (PPH Sub-process
093-9 ).
Decision to subcontracting shall be based on risks assessment of contract environment.
2. Scope and Objective
The objective of this document is to propose a tool to support design subcontracting decision based on
an evaluation of risks to subcontract.
Template is self-explanatory, sample attached
Excel template is provided as separate excel file ref EMH 3-3101

Page 3 of 6
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Page 4 of 6
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EMH 331 - Design Subcontracting Decision Support
Information to be transmitted to Engineering manager and PM when subcontracting opportunity is detected
Activity concerned
Project name
Design Package
Necessary skills
Estimated time
Expected starting date
Duration
Is there any other
solution ?
Technical assistance (1)
on site or design done in
Subcontrator premise
Secondary design
Abu dhabi : xxxx
132KV SchematIc Diagrams
Conventional control system level 2, Using of EB tool
350 days
xx-yy-zz
5months ( ref to provisional task list with expected submission dates)
No, to do such package internally will lead to two months delay in the control package
Objective of this frame is to support decision to subcontract (make vs. buy)

Evaluate the level of risk to subcontract (0-3) input in column "SCORE"
Define how to mitigate the risk
Subcontrating package in Subcontractor premise
(1) In France, supply of workers or subcontracting of labour are stictly regulated by provisions of the Labour Code, and a breach of legal provisions
may expose to criminal sanctions. Supply of workers has to be done byTemporary work services company mainly. Otherwise :
a) Clearly state in the outsourcing contract, on a global perspective (and not specifying man-hours) the range and nature of services to be performed
and the know-how used by the service provider in connnection with the completion of the contract,
b) The Staff of the service provider remains under the supervision, authority (hierarchical & administrative) & responsibility of the provider, and
remains independent from Alstom working conditions or organisation - although, when services are performed on Alstom site, such staff shall comply
with the site internal regulations.
c) Price of the services should be a Lump sum price / global amount - and not in any case a multiple of a man-hourly rate, by reference to number of
hours performed.
Result
74,5%
The higher the figure, the better the opportunity to subcontract

For each score < 3 indicate mitigation plan to manage subcontracting risk
CRITERIA
Core business
Contractual constraints
to the customer Regulatory constraints
* Skills creating a distinctive added value to customers

* High added value for the Client
* Areas of Excellence inducing a sustainable competitive advantage
* Risk of loss of expertise
* Risk of developping a business competitor
NO GO
* Confidentiality agreements
* Data properties of a client
* Technology through a partnership
NO GO
* Industrial protection rules
* Export Technology Rules
Internal Resource
Availability
More than 50% of necessary competent resources are available

Sufficient number of competent internal resources are available in my internally
department or another department
Some risk of underload for part of permanent staff when subcontract
Actual risk of underload of permanent staff
is in force
Difficult to split package into optional items (to investigate)
Complexity of the work /

Maturity of
subcontracting process
and input data
* I am not able to specify scope or to handle remote supervision

of the job
* Complex environment (lots of interfaces and data to collect)
* Engineering process of involved activity not mapped, not mature
enough to clearly identified input & outputs
* Success depends heavily on Subcontractor
Less than 50% of necessary and competent resources are available

internally
Package could be split into several options/lots to be released in
function of department workload plan
SCORE
* Scope already outsourced in a previous project

* Competence does not create a distinctive added value to customers
* Areas of excellence induced no sustainable competitive advantage
* No risk of loss of expertise
Recommended
NOGO if 0
* No Confidentiality agreements applicable

* No Data properties of a client applicable
* No Technology through a partnership
* No Industrial protection rules applicable
* No restriction linked to export technology
Recommended
NOGO if 0
No internal competent resource is available in my department or

another department
Mitigation plan
comments
weigh
weighted
t
score
0 to 3
Anticipated workload
increase, identify
several candidate
packages to be
outsourced function of
department peak
workload
Use subcontractor with

a good understanding of
such activity and able to
ask for the right
questions on time
* I am not able to specify scope or handle remote supervision of

the job
* Environment not so complex (interfaces limited, most required
data known)
* Engineering process of involved activity not yet mastered, inputs
& outputs not clearly defined
* Success depends heavily on Subcontractor
* I am able to specify scope and to handle remote supervision of

the job
* Environment not complex (few interfaces)
* Engineering process of involved activity not yet mastered to clearly
identified inputs & outputs
* Success depends strongly on Subcontractor
* I am able to specify scope, quantify it, and to handle remote

supervision of the job
* Simple Environment (No specific interfaces)
* Engineering process of involved activity mastered , mapped with a
clear identification of all inputs & outputs, time bounded
* Success depends on Subcontractor partly
Moderate need for technical means

(CAD tools, Associated softwares, specific server, secured
communication means, no sharing of our databases)
Software are specialised or non-generic software
Identified Subcontractors have required hardware, however
software & training will be delivered by us, training planned
Limited technical means (CAD tools, Associated softwares, specific

server, secured communication means, no sharing of our databases)
Software are not generic software of the market
Identified Subcontractors have required hardware & software &
training
No specific technical means linked to our activity (Generic CAD

tools and softwares, or specific software linked to Subcontractor
normal activities, no specific server specified by us)
or Specific technical means are required, but are available and
already used by identified subcontractor on a previous job for
us
Schematic will be done

by a subcontractor
trained on new EB with
our licenses. Formal
training scheduled
on<date> with on-thejob coaching by
<name>
Constraints on delivery
time combined with
Package size
* Strong constraints on lead time

* No opportunity to shift the date of submission of works
* No prior experience with identified subcontractors for
subcontracted package
* Moderate constraints on lead time

* Difficulties to shift the date of submission of works
* Some experience with identified Subcontractors but not with
such package size
* Low constraints on lead time

* Deadline to submit deliverables close
* Possibility to shift the date for submission of works with the
customer or enough lead time
* Some experience with identified Subcontractors but not with
such package size
* Very Low constraints on lead time (not critical)

* Deadline to submit deliverables far
* Possibility to shift the date for submission of works with the
customer or enough lead time
* Or Moderate constraints on delivery time but with identified
subcontractors able to reinforce teams as required, based on
previous experience
Subcontractor knows
the job and has enough
available resources to
accelerate in case of
need
Subcontracting
opportunity profitability
* Subcontracting unprofitable (daily cost & productivity)

* Subcontractor does not master tasks to be performed (experience)
* Duration of knowledge acquisition by Subcontractor too long
(learning)
* Strong difficulties to organize face-to-face meetings e.g. visa issue
or very high travelling cost (location & accessibility)
* Very low savings (low profitability)

* Subcontrator has some credible references & resources in the
concerned job area
* Duration of knowledge acquisition important
* Some difficulties to organize face-to-face meetings e.g. visa issue or
high travelling cost
* Very low savings (low profitability)

* Subcontrator has some credible resources in the concerned area
* Duration of knowledge acquisition quick
* No specific difficulty to organize face-to-face meeting (no visa issue
medium travelling cost) in Subcontractor country
* Substantial cost savings expected

* Subcontrator has numerous references and credible resources in
the concerned area
* No specific new knowledge acquisition by subcontractor
* Easy to organize face-to-face meeting with subcontractor in both
subcontractor's or our country
Ref to saving note

attached to
Subcontracting request
Package size
Package size too small having regard to required input data collection
and remote supervision
Package size adequate in regard to work preparation and required

supervision
Coherent package easy

to prepare & supervise
and limited interfaces
* Subcontrator with long experience

* Long term agreement with Unit or Business
* Good, efficient working relationship & understanding
* Good productivity & predictable delivery (time & quality) requiring
limited iteration & supervision
* Adapted size (generally Midsize)
51
74,51%
Strong need for specific means

(CAD tools, Associated softwares, specific server, secured
communication means, access to our databases...)
Constraints on means to
Software are specialised or non-generic software for industrial market
be invested by
(custom-made or highly customised software).
Subcontractor
Identified Subcontractors lack some hardware, software or
associated training
Subcontractor profile
* Potential subcontractors not yet Audited

* No past experience with Subcontrator
* Risk linked to Subcontractor Size:
Low size subcontractor (resources), or very big size Subcontractor
(lack of flexibility, random resource allocation, claim management
during common understanding development)

* Identified subcontractor audited (Audit of Organization, Project

management, data management, engineering tools, competences,
references) and entered in sourcing supplier panel
* ongoing relationship and project ; feedback on first experience
not available
* Risk linked to Subcontractor Size: Lower size subcontractor
(resources), or very big size Subcontractor (lack of flexibility, random
resource allocation, claim management during common
understanding development)
* Subcontractors audited with past experience

* Some feedback recorded on success and common relationship ; fair
productivity and delivery quality
* Adapted size company ; subcontractor tries to allocate resources
with knowledge and experience of our jobs
Page 5 of 6
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EMH 331 - Design Subcontracting Decision Support
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Page 6 of 6
GRID
HANDBOOK
AREA 4
DESIGN CONTROL

EMH 4-10 V01

Page 1 of 18
GRID

EMH 4-10- Design Reviews Guideline
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.BROSSIER
N.ZECHES
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
01
--
First issue
Date

Page 2 of 18
GRID

TABLE OF CONTENT
1.
INTRODUCTION
2.
SCOPE AND OBJECT
2.1.
References
3.
DESIGN REVIEWS GUIDING PRINCIPLES
3.1.
Introduction
3.2.
When to hold design reviews ?
3.3.
Typical structure of design reviews
3.4.
Main input/ output of design review to launch the next phase
3.5.
Designing the design review plan
4.
RECOMMENDATIONS IN MATTER OF DESIGN REVIEWS
4.1.
Design Launch
4.2.
Basic Design Review
4.3.
Manufacturing clearance
10
4.4.
Design review associated to site preparation
12
4.5.
Design Validation and Knowledge capitalization
12
APPENDIX A: DESIGN REVIEWS DEPLOYED IN SPL UNIT
14
APPENDIX B: DESIGN REVIEWS DEPLOYED IN ERT UNIT
16

Page 3 of 18
GRID

1. Introduction
Substations Project engineering process follow Systems Engineering standard practice to proceed in
progressive stages through design development with increasing level of detail, such as:
- general / conceptual design (tender stage),
- planning (project & design launching),
- general system design (basic design),
- detailed requirements development, (detailed design),
- Integration & verification, system validation.
Tender
Tender
Launching
Launching
Basic
Basic
Design
Design
Detailed
Detailed
Design
Design
Integration,
Integration,
Validation
Validation
Figure 1 - high level engineering process

Engineering process mastering is based on systematic reviews of design and development Design Gate
review after each phase to proceed to the next phase in order to:
1. Review all relevant requirements related to the product or services to be delivered to the
customer
2. Evaluate the ability of the results of design & development to meet customer requirements
3. Identify any problems and propose necessary actions
4. Take critical decisions on time to maintain fidelity to the project schedule.
5. State on the possibility to launch the following design step implementing necessary actions to
clear pending points if any
This is generally considered as a way to proceed with incremental levels of complexity while controlling
technical risks and resources commitment.
This practice is in conformance with ISO 9000-2008 approach to define and formally register design
validation steps on the process.
2. Scope and object

The purpose of this document is to provide guidance and requirements in the definition and conducting of
design reviews on Alstom Grid projects, and defines a minimum set of design reviews to be implemented
on all Turnkey projects.
It is not the intent of this guide to imply full uniformity across Grid in the phases & gates approach, which
have to be tailored to business- and/or project-specific environment:
Customer requirements in matter of design assurance & project governance
Local regulations e.g. design hazard review
Project Industrial scheme, e.g. multi-unit or interfacing with Power Plant contractor
2.1.
[1]
[2]
[3]
[4]
[5]
References
PMH 004 Appendix C PMH Red Lines Process Map [Grid PMH0-04]
PMH 015 RoE Process [Grid PMH 1-15]
PMH 111 Project Management Plan [Grid PMH 1-9911]
PMH 101 Site Management Guideline [Grid PMH 10-01]

Page 4 of 18
GRID

3. Design reviews guiding principles

3.1.
Introduction
Design reviews may serve various purposes

a) Provide formal validation by management and/or customer before committing resources and
costs into project, and assessing risks thereof
b) Ensure soundness, consistency of the design and its compliance with customer requirements
and contractual commitment, validate technical solutions taken in this respect
c) Make decisions in terms of which parallel design alternatives should be phased out and
which to proceed further, and aligning the team on the design strategy to be pursued in the
next step
d) Act as technical synchronization point between various disciplines or subsystems to permit
unified shared decision and prepare smooth integration
Depending on purpose they can be considered either as gates between design phases or stages, or
standalone reviews to be positioned when and where appropriate on the process.
Design reviews are to be considered as technical convergence meetings to take technical decisions. It is
not the objective of the Design reviews to monitor the progress of design against the project plan (which
is the scope of project review or progress meetings).
3.2.
When to hold design reviews ?
In a phases and gates approach as presented in here above 1, Design Gate Reviews are key decision
points on the engineering process, with a non-reversible freeze content.
As such:
They should not be planned too early to avoid taking decision prematurely before all critical
elements have been collected and sufficient knowledge has been acquired on the project to
make the decision, which would increase risk of reworks / loopbacks in the next stages
They should not be planned too late to avoid compromising the overall project schedule, or
committing resources into the project beyond what is reasonably necessary to ascertain
the design scope of the current phase
It is a good practice to position the design reviews on the engineering process at the last responsible
moment, defined as the trade-off between:
1. scope and level of detail & knowledge to be achieved on the design
2. required steps & expected time to achieve this level of knowledge in most project
environments
3. project critical path, and downstream activities requiring design release to proceed with
the rest of the project
Align design reviews with critical decision points

Page 5 of 18
GRID

3.3.
Typical structure of design reviews
The design review plan should define the following minimum set of attributes for each design review:
a. Title (along with identification of design review ex EM1.)
b. Main target & objectives of the review
c. Positioning on the process
d. Attendees (Design review pilot, Mandatory & optional attendees)
e. Input data and prerequisites (preparatory work)
f. Guidance (agenda & methodology, integrates check-list associated with each phase, on a
specific chapter or integrated in review core model)
g. Miscellaneous ( to integrate specific topics when required)
h. Output (Problems detected, technical risks, assessment of the current phase, Decisions
(Go, NOGO, critical decisions)
i. Follow up plan (indication of further meeting if required if not integrated in Output)
Some good practices are presented in appendices:
Appendix A: Unit SPL (excerpt from Procedure P340)
Appendix B: Unit ERT (excerpt from Procedure EN-R-102F)
3.4.
Main input/ output of design review to launch the next phase
Note:
DMF for Design modification form (formalization of design changes in design phase)
SMF for Site Modification Form1 (formalization of design change impacting equipment
already delivered on site, or change request from site people)
(Or Warning Notice)

Page 6 of 18
GRID

A design gate review shall result in only one of two options:
GO:
Design is considered as generally satisfactory to proceed to the next phase,

minor reservations or pending points (easy to clear) can be accepted, with a
corresponding decision list for clearing reservations and deadlines ; the
clearing conditions shall be checked and recorded by the pilot of the design
review.
NO GO:
Design is not fit for further development; an action plan shall be developed so
as to correct situation in a reasonable timeframe compatible with project
critical path, and a new design review shall be scheduled to validate the
results of said corrections, and their potential impact on the rest of the
design, if any.
Design reviews shall be adapted to their objective; the added value of the meeting is to address specific
topics with specialists to improve knowledge about decision impact, to reach a collective decision.
It is not the purpose to review the list of deliverables and compliance to customer requirements, as this
work should be in the scope of the review preparation; blocking issues should be highlighted and
corrected prior to the review, or brought for discussion & decision.
Not all design reviews require a formal meeting, but all require a written record of the result.
3.5.
Designing the design review plan
A much as possible, the project design review plan should follow a standard program,
defined according to the units business scope.
However, in accordance with the particular project scope, timeframe or technical risks,
some dedicated design reviews may be optional, cancelled, merged or new design reviews
may have to be created.
For instance, some critical long lead time items, which impact project schedule may not allow the use of
the standard specification RFQ purchase order FAT process. Instead, the supplier may have to start
the product design with general requirements, which will be refined as the system design progresses
into the final specifications. Dedicated interim design reviews with the supplier may therefore be
necessary to confirm detailed requirements & associated impacts, then validate the product design and
issue manufacturing clearance.
It is the responsibility of the Project Engineering Manager to develop the design review plan according to
the project specificities. This plan will form part of the Project Management Plan after validation by the
Project Manager.

Page 7 of 18
GRID

4. Recommendations in matter of design reviews

Mandatory Design Reviews will depend upon project type and Unit Maturity. The present guideline sets
the minimum requirements of 3 design reviews. Typical design review plans as deployed in SPL& ERT
units are proposed in appendices A&B.
One of the fundamental objectives of an effective design review process is to reduce project risks as
rapidly as possible, as a basis for deciding whether to continue; design reviews should therefore ensure
that decisions are made to provide necessary data for following activities.
Minimum requirements are based on the selection of critical stages where it is necessary to ascertain our
current knowledge of Customer expectations, knowledge of what can be done, leverage acquired
knowledge for future projects.
Selected critical phases:
1. Design Launch (Launching phase)
2. Basic design review (Principle phase)
3. Design validation & Capitalization of knowledge (Closeout phase)
4.1.
Design Launch
Upon project coming into force, and before committing resources and costs, an assessment
should be performed to issue formal management validation, agree on the design strategy
defined at tender stage, and start the design works.
Objective. & Scope

To ensure the Project team:
a) Understands the scope of the project, the time scale & key milestones, design budget
b) Has a clear view of Customer requirement and expectations, Customer management
processes & characteristics
c) Identifies knowledge gaps
d) Clarifies design strategy
e) Commits to deliver what was sold (no more, no less)
f) Defines required conditions to start the work (workload plan & resource allocation,
sufficient knowledge to make decision and to launch following activities)
g) Decides to start the work
Project team means all key people of representative functions covering at least: Project management,
Design management and supervision, Primary design, Secondary design (Control System and Auxiliaries),
Civil Works & Building Services coordination
It is a good practice to invite Tender Technical representative to ensure smooth transmission of
information.
Design Launch Review is a post Project-hand-over milestone, therefore the scope will generally cover
global understanding of customer requirements based on analysis done at tendering stage, pending
the full & detailed review of Customer requirements.

Page 8 of 18
GRID

Attendees:
- Engineering Manager (Chairman & secretary)
- Project Manager (optional)
- Project Engineering Manager
- Engineering Group Leaders [1]
- Civil Work & MEP representative [1]
- Primary & Secondary Lead Engineers
- Engineering Specialists representative [1]
- Tender Technical representative (optional)
- Other participants (to be decided case by case)
[1] When dedicated function exists
Input : Ref to 3.4, with Specific data:
- Post tender handover pack
- Drawing labelling instruction
- Minutes of transfer meeting & project launching meeting
Output : Ref to 3.4,

- Decision to start -or not- basic design
- Formalization of design strategy (refer to EMH 1-20).
A good practice is to extend the scope of this review to those internal (or external) partners who bear
significant interaction in the engineering process, although it is generally preferable to hold a dedicated
coordination meeting. This is the case :
- With GIS, especially when implementing a GIS co-engineering platform approach (ref to EMH
5-1x)
- With Automation (conventional and Digital Control Systems) especially on a turnkey delivery
model (Model 2) as stated in interface sheets (ref to EMH 1-41)
On very large projects, this launching review may take the form of a launch seminar which will include all
main project stakeholders
4.2.
Basic Design Review
Detailed design phase requires significant design workload to produce all project technical
documentation. Prior to commit such resources, a global review of Basic Design state is
prescribed.
Objective & Scope

To ensure that:
- The project Basic Design meets the customers requirements,
- Remaining knowledge gaps are identified with their potential impact,
- Relevant actions are taken before starting detailed design to avoid loopbacks

Page 9 of 18
GRID

Scope:
For primary design: Design Intend Document (DID) -when such approach is used- ; General Layout &
main buildings overviews; general specifications of main equipment; calculation hypothesis (if not
integrated in DID).
For Secondary design: DID (control, protection, auxiliaries), Principle documents (control principles,
protection action, interlocking, transfer principles...), Substation Single Line Diagrams
Building Services: DID (Building services general description and principles), specifically in the case of
GIS substations.
For Civil work design: Design Intend Document (DID) -when such approach is used- ; Review of the list
of local codes & regulation to be used in addition to international standards, Design criteria and general
specification for main works: earthworks, special foundation if any, concrete substructure and
superstructure, general specification of buildings: roofing and cladding, masonry secondary work and
finishing.
Basic Design Review shall ensure the proposed design will correctly interface with the other design areas,
and that such interfaces are suitably defined.
In the case the Basic Design Reviews overall scope is split into several meetings, representatives of each
interfacing discipline should be attending.
Attendees:
- Engineering Group Leader for the scope of basic design reviewed in case of splitting into several
meeting [1] (Chairman & secretary)
- Project Engineering Manager (chairman & secretary if common review or no group leader)
- Project Manager (recommended)
- Civil Works (for Primary design review ,CW & MEP reviews) representative [1]
- Other participants ( to be decided case by case)
Input : Ref to 3.4, and data mentioned in scope

Output Ref to 3.4,
- Decision to start or not detailed studies for primary, Secondary design.
- Updated exchange of information milestones with Building services, Partners when involved.
4.3.
Manufacturing clearance
Design review before manufacturing launch (milestone to be defined with supplier) are
recommended for equipments:
of high value,
first of a kind,
complex (such as subsystem requiring strong supplier design),
critical in matter of delivery time and/or specification freeze.
Page 10 of 18
GRID

It is also recommended in the case the initial order was placed on the basis of preliminary specifications,
and where detailed specifications or critical final input data are provided during the course of order
execution ; such review will trigger the start of high value manufacturing operations (e.g. cubicles
wiring).
Depending on the topic at hand, this review may be considered as a gate (hold point) or a technical
review meeting ; it shall be planned in accordance with Project Manager, Supplier design manager, and
Sourcing.
In Appendix B, design reviews EM5, EM6, EM7 belong to such category.
Objective and scope:
- To check that specifications, Bills of quantities, documents and all technical data required to
launch manufacturing phase are consistent, fit for the purpose, comply with customer
requirements, co-ordinate with other aspects of the design and will not present any future
problems
Attendees:
- Project Engineering Manager (chairman & secretary)
- Project Manager (recommended)
- Sourcing (recommended)
- MEP representative [1] [2]
- Primary lead engineers [2]
- Secondary (Control System and Auxiliaries) lead engineers[2]
- Other participants : Group leaders [1], Engineering Specialists ( to be decided case per case)

[2] When involved on product definition or product environment (coordination of activities)
Input :
-
Contractual requirement
Last revisions of item technical specification and other input data
Approval status about concerned design
BOQ
Technical check list & standard
Supplier documentation
Guidance (how to conduct the review):

- Review of technical aspect through check list
- H&S: environmental Risks and consideration
- Projects risks
- Cost effectiveness having regard to the equipment it self and impact of the equipment on the
other areas of the project
- Outstanding information
- Impact of modified input data, if any
Outputs :
- Minutes of meeting including list of document reviewed
- Decision to give manufacturing clearance or not
- If no clearance : relevant action plan
- Updating design risks & opportunities

Page 11 of 18
GRID

4.4.
Site preparation design review
Site management starts with the preparation stage for each main construction activities;
civil works, Erection, testing & commissioning; the site manager will prepare site
activities with Project Manager, Design Office, and other supporting functions.
At the end of the preparation, a gate review will take place to check that all conditions are met to allow
for site opening.
PMH 10-01 'site management guidelines [4] clearly defines the content of site preparation works and
what is expected from design office. Such work with participation of Design office is considered a part of
engineering process.
Site preparation with Design office can be subject to a dedicated gate review, with same objective as
described in [4]. This review should be considered as Red Line for Full Set project
A good practice deployed in SPL : procedure P340, ref 15, 16A & 16B see Appendix A
4.5.
Design Validation and Knowledge capitalization
Formalization of design validation is a requirement of ISO 9000 Standard, to ensure

that the resulting product / system is capable of meeting the requirements for the
specified application.
For Alstom Grid Project business, such validation is partly covered through:
1. Factory acceptance tests for manufactured products & subsystems
2. Testing & commissioning for global installation (Substation or Plant).
Beyond pure formal validation, this review should be organized in such a way to include a
capitalization/lessons learned at the end of the project, which will be fed back into engineering and tender
stages2.
Objective and scope:

- state final design validation, by confirming it has been delivered to the satisfaction of the
Customer and as per contract obligations,
- identify and plan to complete all outstanding actions, punch list clearance,
- identify areas of success and failure and provide recommendations for future projects
Attendees:
- Project Engineering Manager (Chairman & secretary) or Close Out team[1],
- Project Manager
- Engineering Manager (recommended)
- Group leaders [1]
- Civil Work & MEP representative [1]
- Other participants (to be decided case per case)
2
It is a good practice to organize such return of experience continuously over the course of the project, and intermediate design
reviews may be used for that matter. PMH015 introduces the concept of specific 6-month project REX review.
Page 12 of 18
GRID

Input :
-
Site snagging list

Marked-up drawings and Site design change requests or Warning notices
Site Non-Conformance Reports and associated root causes analysis
Site manager feedback (Verbal or Written)
Output :
1. Project closure action plan integrating the following main items3
- Outstanding Technical issues & deviations
- Design issues on snagging list
- Outstanding Documentation (final documentation for the project)
- As installed (as built) file
2. Formalization of Design validation as done
3. Return of Experience formalization:
- List of recommendations for future Projects (lessons learned)
- Action plan to integrate return of experience (process improvement or adjustment, check lists
up date, knowledge development, skill reinforcement)
Good practices in this respect include:

a) Evaluate project technical performance through RoE checklist (e.g. SPL procedure P340, Appendix
18b)
b) Formalize problem solving story in a synthetic A3 format for major issues or successes
c) Updating of design review checklists considering encountered issues
d) Identify implemented Innovative solutions or problem countermeasures which can be reused or

standardized (and initiate appropriate action plan)
e) Provide access to the formalized RoE through the Engineering tools at the appropriate design step
(e.g. PDM, design guidelines)
f)
Identify, collect and synthesise key learning points all along the project upon their occurrence, rather
than trying to rebuild the full information at the project closeout
based on SPL Practices

Page 13 of 18
GRID

APPENDIX A: Design Reviews deployed in SPL Unit

Ref SPL Procedure P340
Ref
Meeting Milestone
Objective
Requirement
Guidance
Document
Post Project Hand Over

(before work begins)
To determine the engineering

and design strategy of the
project.
Mandatory
Appendix 1
Prior to issue of any

Project Design Manuals
(such as DID) or PTI
To ensure the proposed design

meets the customer
requirements.
Mandatory
Appendix 2
Prior to the issue of

Technical Specification
To ensure the equipment

specified meets the design
requirements, and identify any
possible risks.
Conditional
Appendix 3
Following the receipt of

Supplier Information
To ensure the equipment

proposed meets the design
requirements.
Conditional
Appendix 4
Prior to the issue of Layout

and Earthing Drawings
To ensure the layout and

earthing drawings meet the
design requirements.
Mandatory
Appendix 5

any Major Customer
Comments on the Layout
To review the customer

comments and decide on a
course of action.
Conditional
Appendix 6
Prior to the issue of Civil

Layout drawings
To ensure the civil design

meets the project design
requirements and co-ordinates
with the substation design.
Mandatory
Appendix 7

any Major Customer
Comments on the Civil
Design

course of action.
Conditional
Appendix 8
Prior to the issue of Circuit

Diagrams
To ensure the circuit design

meets the project design
requirements and co-ordinates
with the substation design.
Mandatory
Appendix 9
10

any Major Customer
Comments on the Circuit
Diagrams

course of action.
Conditional
Appendix 10
11
Prior to the issue of the

Mechanical Detail
Drawings
To ensure the detail drawings

support the overall project
design.
Mandatory
Appendix 11

Page 14 of 18
GRID

Ref
Meeting Milestone
Objective
Requirement
Guidance
Document
12
Prior to the issue of

Wiring/Detail Diagrams
To ensure the detail drawings

support the overall project
design
Mandatory
Appendix 12
13
Prior to the issue of any

Temporary drawings
To review the design and

scope of any temporary or
stage drawings
Mandatory
Appendix 13
14
General Design Review
A general review which can be

called at anytime in the
project, by any team member,
to discuss any issue
Conditional
Appendix 14
15
6 weeks prior to Site Setup
To ensure that all drawings

and material are available
prior to site start.
Mandatory
Appendix 15
Mandatory
Appendix 16A
Mandatory
Appendix 16B
Conditional
Appendix 17
Mandatory
Appendix 18a
Mandatory
Appendix 18b
16A
4 weeks prior to Civil Site

Set-up (before information
is issued for construction)
16B
4 weeks prior to Electrical

Site Set-up (before
information is issued for
construction)
17
General Construction
Review
18a
4 weeks after end of civil

site work (or the end of a
major stage for multi-stage
projects)
18b
4 weeks after end of

electrical site work (or the
end of a major stage for
multi-stage projects)
To meet with the Resident

Civil Engineer and Civil
Contractor, give an over-view
of the work, and hand-over
the construction
documentation pack.
To meet with the Key
Construction Staff, give an
overview of the work, and
hand over the construction
documentation pack.
A general review which can be
called at anytime during the
build period, by any team
member to discuss any design
changes
A final review to identify any
changes made during the civil
build and possible lessons to
be learned for the future.
A final review to identify any
changes made during the
electrical build and possible
lessons to be learned for the
future.
Note: Reviews 18a and 18b belong to the Return of Experience Process to improve knowledge
capitalization

Page 15 of 18
GRID

APPENDIX B: Design Reviews deployed in ERT Unit

Based on ERT Procedure EN-R-102F (note: such procedure does not cover CW design)
Primary Design
EM2
EM4
EM9
Launching
EM1
Basic Design
Design
Principles
Detailed Design
Functional
Design
Detailed Design
Execution
Design
Erection &
Commissioning EM11
EM5
EM3
EM6
EM8
EM10
EM7
Secondary Design
In bold: Design review Pilot
Ref
Meeting
Milestone
EM1
Post project Hand

over (before work
begins)
EM2
Before starting
functional design
(principles finished
or not)
EM3
Before starting
functional design
(principles finished
or not)
Before starting
Execution design
EM4
EM5
Before launching
first BOQ for cables
purchasing
Objective
Mandatory
Attendees
*Consolidation & validation of input data , clarification of design

strategy
Document management in place
*decision to start principle phase
*Freeze all Primary design principles
- Review Technical spec of the design (I01)
- Explanatory note for calculation software (I01)
- General installation drawings and section (I02)
- General layout of the building (I03),
* decision to start functional design
Freeze all Secondary design principles
Review of SLD, Control principles, sizing notes, general layout of
buildings
* decision to start functional design
To ensure document covering calculation and sizing notes (I11)
- Installation details drawings (I12)
- Cable tray( I13)
- Civil work drawing guide (I04)
- Earthing drawings (I05)
- Technical data of materials (I09)meet the project design
requirement and so manufacturing and erection dwg to be launched
To ensure document covering
- Cables specification (C08)
- Cabling spider: cabling organization (C03)
- BOQ quotation stage
- Principle of screen or armour earthing (C03)
- Compatibility between cables and cable glands
meet the project design requirement and first RFQ for cable to be
launched
PM, DM, TPL,

PDL, CWC, MEP,
SDL, DDL, GST,
COT
PM, PGL, TPL,
PDL, CWC MEP,
SDL, GST TRD

Page 16 of 18
GRID
PM,SGL,DGL,TPL
MEP, SDL, DDL,
GST, TRD
PGL, TPL, PDL,
CWC, MEP, GST
SGL, DGL, TPL,

PDL CWC, MEP,
SDL DDL,GST

Ref
Meeting
Milestone
EM6
Before starting
control & protection
board
manufacturing
EM7
Before starting AUX

services equipment
manufacturing
EM8
Before starting
Execution phase for
control systems
EM9
Before
manufacturing of
steel structure and
starting erection on
site
EM10
Before starting
erection &
commissioning of
control & aux
systems
EM11
After reception of
mark up drawing
before doing final
documentation and
archiving
Objective
Mandatory
Attendees
To ensure document for manufacturing of boards meet the project

PM, SGL, DGL,
design requirement (Equipment plan: front view and associated list TPL SLD, DDL, SC
(C06))
Appropriateness of the envelope size / Installed equipments, cable
access, door opening
Sections of panels for transportation and handling
* Decision to launch manufacturing
PM, SGL, TPL, SDL,
Aux distribution sizing and specification meet the project design
GST, SC
requirement (SLD, Calculation notes, specifications, selectivity
studies, LV cable sizing...)
* Decision to launch manufacturing release for batteries, rectifiers,
aux boards.
SGL,,DGL,TPL,SD
Schematic diagrams and functional documents (C11) meet the
L, DDL, GST
project design requirement
* Decision to launch wiring & connecting diagrams
PM, PGL, TPL,
- Guide drwg for metallic structure (I15)
PDL, CWC, MEP,
- Realization drwgs for metallic structures (I22)
SM
- Erection drawings
COT
- Material List and purchase request
meet the project design requirement
* Decision to launch steel structure manufacturing & erection phase
PM,SGL, DGL,
- Internal panel equipment layout and boxes (C13)
TPL SDL, DDL,
- Operating note (C18)
SM COT
- Labels and engravings (C23)
- Terminal blocks (C13)
- Cabling and connecting diagrams (C25)
- Technical specifications and BOQ (C26)
- Telecommunications study (D11)
- cable laying routing (I13)
* Decision to launch manufacturing of engravings, cable tags and site
activities
Review of following document :
PM,DM,PGL,SGL,
- Remarks appended to the site remarks drawings file
DGL,TPL,CWC
- "Project End Review"
MEP,SM,COT,
- Relative data of feedback experience
TDR
- Express reservations done by the client and need design action
- Client claims
- Pending points or clarification to be added
Objective to formalize design validation when substation energized
and pending point rose.
Attendees:
PM project manager
TPL Technical Project Leader
PGL, Primary design Group Leader
SGL Secondary design Group Leader
DGL DCS design Group Leader
SM Site manager

DM Design manager
CWC Civil work Coordinator
PL Primary lead engineer
SDL Secondary Design Leader
DDL Dcs Design Leader
Page 17 of 18
MEP Coordinator
GST specialist
SC Sourcing
COT Close out team
TDR Tendering team
GRID


Page 18 of 18
GRID
HANDBOOK
AREA 4
DESIGN CONTROL
Drawing Revisions Identification

EMH 4-21 V01

Page 1 of 6
GRID

EMH 4-21 Drawing Revisions Identification
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.Brossier
A.Quenin
C.Pivot
Name
Signature
Date
MODIFICATIONS
Date
Issue
Modifications
Sept 2011
--
First issue in line with BHT quality procedure REP COM

43 - integration into EMH

Page 2 of 6
GRID

TABLE OF CONTENTS
PURPOSE ................................................................................................................ 4
2.
DRAWING REVISION SYMBOL PRESCRIPTIONS ........................................................ 4
2.1.
Identification of changes on MCAD documents ..............................................................................4
2.2.
Identification of changes on ECAD documents ...............................................................................5
2.3.
Identification of changes on Office documents ...............................................................................5
2.4.
Changes origin traceability .............................................................................................................5
2.5.
M-CAD Tools impact ......................................................................................................................6
1.

Page 3 of 6
GRID

1. Purpose
ISO standard imposes a systematic tracking of modification done on all drawings and documents.
Considering the volume of exchanged documents between Products Lines and Solution Groups, and the
successive revisions of such documents which may affect other parties, clear identification of changes
between revisions has to be formalized to allow quick identification of potential impacts. Proposed
solutions are linked to the type of document: MCAD, ECAD, Office documents.
It is agreed that a drawing revision symbol, or typical change report will be added on all documents to
visually identify changes done since last emitted revision.
Such procedure will be applied for document transmitted to customers as well, unless specifically
instructed otherwise by project strategy.
2. Drawing revision symbol prescriptions

2.1.
Identification of changes on MCAD documents
To clearly identify a change done between two drawing revisions, a cloud 1(or ellipse or circle) will
surround each modification covering Primary Design. No cloud will be used on a complete new design.
For Product Line (e.g. GIS), triangle with revision index is dedicated to internal modification having no
impact on layout and contractual specification (ex: modification of accessories on product)
Note: symbols and clouds have to be removed between successive modifications, last one to be indicated,
history of tracking (synthesis) being ensured in a dedicated table.
Example:
ellipse or circle easier to drawn on MCAD to clearly locate modified part

Page 4 of 6
GRID

2.2.
Identification of changes on ECAD documents
ECAD tools such as EB integrate a tracking system with some typical reports to indicate changes in wiring
diagrams, connecting diagrams, cable lists between two revision index of the bay ( or cubicle function of
data base organization).
Electrical diagrams are multiple folio type documents, and revision index will be attributed to each folio
reported on the Diagram contents or Summary (minimum requirement).
On graphical part of Electrical diagram, it is possible to add some clouds manually to locate exact
modification on the modified sheet (recommended).
2.3.
Identification of changes on Office documents
Using standard function of Microsoft Word to indicate document modification (Tool / Track change or
Modification in French version, we prescribe to select in Tool option track change: only left border in front
of modified lines) or in front of each modified paragraph or section insert a symbol to indicate the
modification and the revision index.
On EXCEL file in front of modified data insert a symbol to indicate the modification and the revision index.
Delete identification of previous revision after submission to introduce new modifications. On Word
software to delete identification of modification on menu track change (modification) use option accept
change (modification). History of revisions (synthesis) is ensured in a dedicated table in the document.
Note: On word software document can be printed with or without identification of left border mark up ;
the right printing option shall be selected.
2.4.
Changes origin traceability
For a better understanding of changes done on one drawing, all reference documents used as basis for
the change/revision shall be either referenced on the document itself (with ref number and relevant
revision index), or same information shall be clearly mentioned in the exchange transmittal letter as root
cause of the changes.

Page 5 of 6
GRID

2.5.
M-CAD Tools impact
Change in drawing after submission requires to open a new revision index (internal or global), which will
be used to identify modifications up to transmission of the ongoing version.
A revision index integrates one or several MCAD versions of the file before transmission.
On Autocad and now Inventor (V2011) layers concept gives the possibility to integrate manually in a
specific layer identification of modifications done between two revisions
Designer by using layer approach will have the possibility to plot drawing with or without identification of
changes.
Erase identification of previous revision displayed in dedicated layer when opening a new revision index.

Page 6 of 6
GRID
HANDBOOK
AREA 5
CO-ENGINEERING
Primary Engineering Platform GIS & Project Solutions Teams

3D/2D Engineering Platform with unique civil work guide
EMH 5-11 V01
ALSTOM Grid confidential information Must not be

Page 1 of 30
GRID

EMH 5-11 Primary Engineering Platform - GIS & Project Solutions Teams
APPROVAL
Sept 2011
Approved by
Issue : 01
P. BROSSIER
A QUENIN
S.DONNET
S MESTRE
Name
Verified by
Prepared by
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
--
First issue done in the frame of GIS transverse Group

integration of PRD-SBU-GL-0001 dwg into EMH
Date

Page 2 of 30
GRID

TABLE OF CONTENTS
1.
INTRODUCTION
1.1.
Scope and Objectives
1.2.
References
2.
PRIMARY DESIGN PLATFORM GENERAL ORGANIZATION
2.1.
Participants
2.2.
M-CAD tools & exchange file formats
2.3.
Time schedule
2.4.
Input data & prerequisites
2.5.
Output data
2.6.
Platform REX and Conclusion
3.
PLATFORM MAIN STAGES
3.1.
Main stages description and time schedule
3.2.
Guideline flow chart
3.3.
Stage 1 Internal Kick-off Meeting
3.4.
Stage 2 2D pre-design in platform workshop
3.5.
Stage 3 3D design start in each unit
12
3.6.
Stage 4 3D models exchange in platform and clash checking
14
3.7.
Stage 5 2D design start in units
16
3.8.
Stage 6 2D and 3D finalization
21
APPENDIX 1 ORIGINS DEFINITION
22
APPENDIX 2 GIS SIMPLIFIED 3D MODEL FOR P.S. UNITS
24
APPENDIX 3 - GRAPHIC CHARTER & CW GUIDE DRAWING ORGANIZATION
25
APPENDIX 4 - INTERNAL FILES EXCHANGE FOLLOW UP
27
APPENDIX 5 - CHECK LIST PER PLATFORM STAGE
28

Page 3 of 30
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1. Introduction
To improve project execution lead time, particularly during the first stage of the projects, GIS & Solution
Groups1 (SOG) teams have proposed to define and deploy co-engineering primary design 3D/2D
engineering platform.
This guideline is edited for 3D and 2D design for GIS and SOG units.
It defines the minimum organization and information requirements between units.
This general process will be tailored to EACH particular project
1.1.
Scope and Objectives
We prescribe to organize such platform on new projects, a simplified version could be done at tendering
stage.
Main objectives of the platform ar as follows:
Freeze GIS and SOG teams Single Line Diagram and General Layout, separate documents but
with a complete consistency.
Speed up and secure the release of the unique (GIS+ SOG) civil work guide drawing.
Optimize GIS and SOG teams designs in the interest of the whole project
Improve cohesion between GIS and SOG teams.
Building structural pre-design impacts significantly GIS design and all associated interfaces ; that is why
Civil Works is an important topic of this platform, where major interfaces have to be frozen.
Subjects such as heat dissipation or current transformer definition will be discussed during these
platforms but are not described in this guideline.
Although the concept can be extended to other project types or design scope, the present guideline applies
to GIS AC substations projects, and covers the scope of primary design and civil works. Whether or not to
apply the process described hereafter is a project decision, under the responsibility of the Project
Engineering Manager and after validation by the involved product lines.
Note:
This guideline (first revision) has been established with BHT GIS unit. Guideline with SEH unit & product
ranges will be covered in the next revision
1.2.
References
To work in an efficient way primary designers will read and use Interface Sheets2 on Intranet and
hereafter listed Civil Work Guidelines3 defined in the frame of GIS/SOG previous transverse group.
PRD-SBU-TT-001 : Primary design SOG-BHT Interface: Civil work Guide Stickers
PRD-SBU-CG-001 :Primary design Construction Guide GIS building Civil work pre-sizing (in
design phase will be at disposal shortly)
PRD-SBU-CL-001 : Primary design check list Civil work guide GIS Building
Solutions Groups will be named hereinafter SOG

Please refer to EMH141
3
Document available on Intranet too
2

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2. Primary Design Platform general organization

2.1.
Participants
Platform attendees have to be appointed by each GIS and Solutions unit. At least the following people
should be involved in the platform:
SOG: HV designer and CW coordinator + Project Manager + Project Engineering Manager
GIS: BEP (BHT Primary Design Office) designer + Technical Project Manager
PTR: Power Transformer technical representative when required
Dedicated teams working concurrently can be created for each GIS voltage level (for instance one for
400kV and one for 220kV), as long as coordination is put in place
2.2.
M-CAD tools & exchange file formats
Party
GIS (BHT/SEH)
Project Solutions unit
M-CAD Software & Release

Pro_E 3D M-CAD tool
Version Wildfire 4
Inventor 3D M-CAD tool
Version 2008
Specifics
element_part.prt - assembly3D.asm file2D.drw
element_part.ipt - assembly3D.iam file2D.idw
Under Survey
PTR
(ATT = Inventor 3D M-CAD tool)

Exchange 3D models protocol
Export 2D files protocol
2D Drawing sending protocol
2.3.
GIS and SOG: assembly 3D.stp (STEP)

GIS (BHT) export 2D files in dwg Autocad 2007
SOG (ERT) export 2D files in dwg Autocad 2008
Autocad dwg and pdf format
(.tiff format is not welcome)
Time schedule
Following are typical time schedules as observed through the implementation of the Platform on a set of
projects in the pilot unit (ERT), and the benchmark on comparable projects completed without this
approach.
Typical, without
Typical, with
GIS/SOG Platform
GIS/SOG Platform4
GIS Preliminary Installation Drawing
T1+W03/04
GIS Final Installation Drawing
T1+W05/07
SOG Installation layout
T1+W06/07
T1+W05/07
GIS Indoor CW guide drawing
5
GIS Complete CW Guide (indoor+outdoor )
T1 + W10
T1+W05/07
T1 + W18-22
T1+W05/07
See detailed time schedule in 3

In case of severe seismic environment, detailed simulations on GIS side may delay Civil Works guide & associated load
calculation, mostly on outdoor part
5

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2.4.
Input data & prerequisites
The following input data shall be considered and a review has to be done by each party before the start of
the Platform.
Customer Technical specification (including civil work part)
Tender layouts (general and buildings) with single line diagram
Interface sheets (GIS/SOG) from tender
2.5.
Output data
GIS Building Installation layout and sections (Indoor/Outdoor) with GIS single line diagram
SOG Building installation layout and sections with SOG single line diagram
SOG General substation layout
SOG /GIS Building - unique civil work guide drawing
2.6.
Platform REX and Conclusion
Each platform will be finalized by a Return of Experience report

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3. Platform main stages

3.1.
Main stages description and time schedule
Timing
Scope
Stage 1
T1
Internal Technical Kick-off Meeting (Product/ Project

teams)
Stage 2
Start T1 + W01
Duration 1 or 2 days per GIS type
2D pre-design in platform
Stage 3
Duration 1 or 2 weeks
3D design start in units
Stage 4
Duration 1 or 2 days per GIS type
3D models exchange in platform and clash checking,

Common solutions to avoid identified clash.
Stage 5
Duration 1 or 2 weeks
Stage 6
Duration 1 or 2 days
3D finalization and
2D and 3D finalization platform Checking
Conclusion
Stage time schedule overview:

Example: One substation with 2 GIS voltage level (400 & 220kV)
- GIS: One designer for 400kV GIS and one for 220kV GIS
- SOG: One designer for 400kV building and one for 220kV building
Notes:
Stages can be mixed. Platform process can be adjusted to each project organization.
For instance: 3D design (stage 3) can be started separately in each unit before 2D pre-design stage 2.
In such a way each unit has his own 3D model pre-defined and can adapt his design during platform
stage 2 for a good mutual integration.

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3.2.
Guideline flow chart6

STAGE 1
In platform
Internal Technical
Kick of meeting
In units
In platform OR netmeeting
between GIS & SYS units
Platform
GIS/SYS ?
no
Conventional
process
yes
STAGE 2
2D pre-design in
GIS/SYS platform
- Input data review & tender design

validation (single line diagram, )
- Complete Design Review and
freezed area
- axis definition, 2D arrangements
- Building structural pre-design with
the SYS civil work specialist
STAGE 3
3D design in units
3D openings in SYS
building WITH 3D GIS
model
Exchange by @
Clashes
STAGE 4
Clashes
3D models exchange (in platform

or by @) and MUTUAL clashes
checking
No clash
STAGE 5
2D design in units and
Unique CW guide drawing creation
STAGE 6
Clashes
3D final checking AND Unique CW

guide drawing finalization and
checking
No clash
- Unique CW guide drawing sent by SYS

- Installation drawings (SYS & GIS) finalized
- Single line diagrams (SYS & GIS) finalized
SYS has to be read as Solutions teams

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3.3.
Stage 1 Internal Kick-off Meeting
Kick-off meeting between GIS/SOG

Decision to work in GIS/SOG platform
Platform time schedule and team organization.
3.4.
Stage 2 2D pre-design in platform workshop
Located in the same place:

M-CAD designers from GIS and SOG units with their computers
Primary Design specialist from SOG unit
Technical Project Coordinators from GIS (lead design engineer) and SOG units (project
engineering manager)
- Partially- GIS and SOG project manager
Civil work specialist from SOG unit
If possible, a MEP specialist (Mechanical Electrical & Plumbing) from SOG unit
Actions to be handled:
1) Input data review
2) Tender design validation & modifications analysis
3) Identification of Areas with frozen and unfrozen design data, for the last ones at this stage
GIS,SOG,PTR if necessary will decide together to put those areas in Hold status
In the hereunder example, red marked items are not frozen during this stage :
4) Design review will focus on:

- Consistency between single line diagrams (GIS / SOG)
- Consistency between single line diagram and physical bays arrangement
- Future bays reservation (indoor and outdoor) in accordance with SLD.
- Minimum air clearance distance (around test bushing) in accordance with the customer
specifications and the SOG air clearance values.
- Building with basement or slab.
- HV cable interface
- GIB interfaces
- OHL gantries location for GIB interfaces (Bushing).
- Power transformer interfaces
- Indoor / Outdoor interfaces
- LCC and Control cubicles arrangement and location
- LCC corridor
- HVAC pre-design (reserved area for HVAC in building).
- Seism and its potential impact on GIS & building general design, GIB routing and loads for
outdoor part
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-
Slab expansion joint position

Slab design - interface between GIS Chemical studs and SOG slab design.
In one part, with only primary concrete (polished concrete function)
In two parts: primary concrete and finish concrete
Outdoor GIB and bushing support foundation blocks design
LV cables arrangement between GIS and SOG
Access door location and dimensions (minimum dimension free area needed by GIS)
Storage area
GIS testing area According to the voltage level of the GIS, and the project overall design:
test area location can be inside or outside GIS building
Test areas are localized on GIS and SOG draft layout at this stage
HV Cable box testing (area and air clearance)
Safety zone
GIS Heat dissipation
CT definition
VT definition
Surge arrester definition
5) Main axis and levels definition One unique reference defined

Refer to APPENDIX 1: Origin definition (and name definition Oxy)
6) Building grid lines definition (and main substation grid lines for GIB).
With Grid lines (12) & (D) sized according to the unique reference point O3.1..
For horizontal grid lines definition and vertical levels definition in 2D and 3D please refer to
APPENDIX 1.

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7) Bays arrangement and orientation in 2D (according to SLD)

Common layout orientation on A3 or A1 sheets, for Installation, SLD and civil work guide
drawings.
Default top view arrangement proposal in A3 format:
Building in horizontal
position inside A3 sheet
LCC in the bottom part
Refer to APPENDIX 3
Common grid lines

reference
Refer to APPENDIX 1
8) Civil work guide drawing 2D format choice (A1 or A3) according to the GIS voltage level,
quantity of bays, GIB location.
9) Title block, drawing number procedure and 2D AutoCAD templates (layers,)
Refer to APPENDIX 3
10) Minimum distance around GIS definition (for wall location).

11) Building structural pre-design with the civil work specialist for concrete structure building or
metallic structure building.
Note 3:
During this pre design stage 2, the platform team will make a good approximation of the building
structure for proper GIS integration.
In such a way, future civil work calculations and realization studies will not impact the general
GIS building installation design and GIS design itself.
Other studies like HV and LV cables volume estimation and routing in basement, HVAC duct prelocation can be started without waiting for the final building realization design.
12) Crane arrangement (load, vertical mini and maxi, horizontal working area, maximum volume
carried,).
13) Transformers and OHL gantries (or HV cable boxes) GIB interface
14) Re-use of previous similar projects
Platform time schedule updated and Stage 2 MOM with actions for next stage.

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3.5.
Stage 3 3D design start in each unit
3.5.1. GIS and SOG start 3D design in their own unit

GIS: 3D GIS design on Pro_E
SOG: 3D building including civil work design (beams,) and outdoor design, like transformer or OHL
gantries, in case of GIB interface.
Reminder (APPENDIX 1):
Check that GIS and SOG designs use the same reference at the right place.
3.5.2. Openings (slab / walls) exchange process

Without waiting for the next platform meeting, and after finishing the 3D GIS assembly, GIS team can
create a simplified 3D building showing required opening on floor and wall for cables and busduct routing
This simplified building is sent to SOG by @mail in STEP format.
This GIS simplified building is used as a drilling TEMPLATE for SOG building reservation in slab and
walls.
In case of some modifications in GIS design impacting civil work (openings in walls or slab); GIS partner
has to send a new 3D template building for new opening positions.
SOG team will delete old openings in SOG building and will re-do the new openings following the same
process.
GIS building step file name should include:
- s/s name, voltage level, date and internal revision.stp
This name is used in Assembly construction tree for the GIS building drilling template.
SOG will keep all GIS building template revisions.

At the end of the process, one should stay in the SOG Inventor assembly (visibility : off)

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1) GIS create its own (simplified) 2) In the same time, SOG start 3) GIS and SOG building are
building with openings at exact the design of its building with superimposed at same
positions (in slab and walls).
structural posts and beams
common reference point O
in one assembly
4) Edit SOG building in the assembly.
5) Cut out adaptive link between 6) Result, all reservations are done
the two 3D building
at the right place
Project geometry on a new sketch.

Then extrude holes in SOG slab and
walls
7) Suppress GIS template building 8) In case of new GIS revision.

and keep it in construction tree up to
- Delete and replace GIS template building by revision B.
next eventual revision
- Delete extrusion in SOG building
-
Redo extrusion work (steps 1-4 above)
GIS building name in construction tree will follow the internal revision

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3.6.
Stage 4 3D models exchange in platform and clash checking
1) Mutual 3D models STEP (.stp) exchange between GIS SOG.

With same reference point
GIS provides SOG with its simplified 3D model (Refer to APPENDIX 2).
SOG provides GIS with its 3D building design.
Building 3D model is sent with all parts and sub-assembly in a STEP file. (No derived part
sending). Hence, GIS could arrange the SOG building model for 2D view by suppressing the
roof on a top view for example.
2) Each M-CAD designer import 3D model from the other party in his own design and check
potential Clashes.
SOG (structural) 3D building
Common origin Ox,y on SOG building
3D simplified GIS
Common origin Ox,y on GIS
Simplified 3D GIS is placed inside SOG building
GIS unit also place SOG 3D structure building

GIS and SOG units can check the 3D assembling
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3) Design adjustments are decided in coordination between GIS/SOG to correct all clashes in
both designs.
4) At the end of this stage:
GIS and SOG teams finalize together the future 2D AutoCAD file exchanges for Stage 5 for unique
civil work guide drawing, file is referenced with:
An AutoCAD dwg version
A 2D files name, revision,
A title block and drawing number (internal number and revision can be defined for GIS 2D
sheets).
Refer to APPENDIX 3: COMMON GRAPHIC CHARTER
Platform time schedule updated with MOM and check lists

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3.7.
Stage 5 2D design start in units
Prior to starting 2D stage, a reminder from Stage 4:

1) Each unit finalizes his own 3D model following Stage 4 decisions (solve clashes).
2) When corrections are completed. STEP files are exchanged (new step file revision and date).
GIS incorporate SOG building 3D design
SOG incorporate GIS simplified 3D design
3) GIS and SOG check if all clashes have been solved.
3.7.1. Process overview

Stage 4
Stage 6
P.S. Inventor 3D
Model, with
Integrated GIS
Unique CW Guide
P.S. Part
Sheets
S01
S02
S03
Convergent 3D
model
(stage 4 output)
Unique CW Guide
integration
GIS Pro-E 3D Model,
with incorporated
P.S. building
GIS 2D
installation
documents
Unique CW Guide
GIS Part
Sheets
G01
G02
G03
3.7.2. START 2D view design in GIS and SOG units.

Installation and civil work guide drawings are drawn in GIS and SOG units.
2D views are directly issued from common 3D model
GIS 2D view design:

2D file.drw (Pro-E file) with complete 3D GIS model and last SOG 3D building.
All in 2D views.
At the end, .drw files are exported as AutoCAD .dwg files.
SOG 2D view design:
2D file.idw (Inventor file) with simplified 3D GIS model and SOG 3D building
All in 2D views.
At the end, .idw files are exported as AutoCAD .dwg files.
Nota:
BHT can work in 3D with two buildings in the general assembly.
GIS building (issued from GIS studies with minimum sizes between GIS and walls)
SOG building (structural building)
However on 2D documents performed by GIS, only the SOG building will be shown on GIS drawings
(installation and civil work guide).

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Minimum sizes requested by GIS will be indicated (by GIS) as follows on civil work guide:

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3D model from Inventor (SOG unit): with GIS 3D model from Inventor (SOG unit) with GIS not visible:
simplified model
3D model from Pro_E (GIS unit): with complete 2D common civil work guide drawing (GIS part):
detailed GIS and SOG building
2D common civil work guide drawing (SOG part):
2D installation document from Pro_E (GIS unit) :

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3.7.3. Dimension rules (sizing):

Applicable for unique civil work guide drawing but also for GIS and SOG installation drawings.
GIS and SOG units follow their present own dimensioning process.
Dimensions (and levels) are ALWAYS referenced to common origin
-
On GIS drawings, GIS origin

is sized according to main building grid lines axis, and all GIS
dimensions are fixed according to this GIS origin.
On SOG drawings, GIS origin

is also sized according to main building grid lines axis, and all
SOG dimensions are fixed according to main grid lines axis.
GIS design dimensioning according to common origin SOG dimensioning according to building main files with
first grid lines sized with common GIS origin7
SYS is to be read as Solutions Groups

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3.7.4. Unique Civil Work Guide Drawing GIS and SOG

Same process as here above for 2Dfiles .drw and .idw will apply
Annotation and drawing numbering was defined during Stage 4.
Each 2D files from GIS and SOG (.drw & .idw) are exported in autocad dwg file.
Each file name will include:
drawing_number-sheet_number_rev_yyyymmdd.dwg
Refer to APPENDIX 4
Sheet numbering will be:
G1, G2, for GIS part
S1, S2, for SOG part
Refer to APPENDIX 3
GIS unit will add its own internal title block on each GIS sheet
Autocad dwg will be assembled by SOG unit (see Stage 6) in one folder.
Check list updating

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3.8.
Stage 6 2D and 3D finalization
1) Final checking of 3D GIS and SOG model (end of Stage 5)

2) GIS and SOG installation mutual checking inside Unique CW guide drawing (2D). GIS and SOG
installation documents can be checked during this stage.
3) Unique Civil Work Guide Drawing Assembling in one folder (AutoCAD dwg)
Mutual validation/check between GIS and SOG
SOG unit in charge of sending Civil work Guide Drawing
Define together the GIS/SOG organization for future potential new document revision (3D
step exchange, 2D idw,) updated with internal revision and date, 2D AutoCAD exchange
with new revision process.
4) Organization between GIS and SOG for civil work interface during execution drawings based on
unique civil work guide:
Final civil work realization drawing will be checked and validated by SOG
5) Next revision organization description for GIS and SOG installation drawings and common civil
work drawing.
STEP file will be sent again, with following revision (APPENDIX 4)
New 3D models will be included in GIS and SOG assembly.
Clouds should be used on GIS and SOG documents to highlight the modifications.
6) Unfreeze area work (new revision)
7) SOG send this Common GIS& SOG Civil work Guide drawing to the civil work realization design
office.
SOG to follow up with civil work realization design office, and the interface with GIS unit.
Internal revision following is detailed in APPENDIX 4
8) Platform Return of Experience and conclusion

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APPENDIX 1 Origins Definition

APPENDIX 1A Substation Origin definition
Define and place MAIN substation origin (O1)
And FIX, by sizing, main building and transformer area origins (X,Y,and Z) according to this O1 origin
Y
O5
Y
O2
Y
O7
X
Y
O6
Y
O4
O3
Y
O1

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APPENDIX 1B GIS Origin definition (BHT)

Common 3D files origin between GIS and SOG units GIS X,Y orientation follow main X,Y substation
:
orientation.
3D origin part used in GIS and SOG 3D assembly
as COMMON ORIGIN
- BHT defines the GIS origin point.

- This reference point O2,1or O3,1 is the first element
placed in the 3D GIS assembly.
- GIS and SOG arrange together the exact location of
this point according to main building grid lines (A) &
(1).
- This reference point becomes the origin point for
each STEP exchange. This is the link between GIS and
SOG for 3D and 2D design.

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APPENDIX 2 GIS simplified 3D model for SOG units

GIS 3D original model as produced by the Pro-E CAD system needs to be simplified. Indeed, once
integrated into whole substation (including buildings, transformers, panels), the 3D GIS model is to
complex for SOG computer hardware.
Simplified GIS 3D model was defined to include only relevant information with respect to SOG needs.
SOG has defined with GIS a transfer file template for all SOG units request.
This template will automatically simplify the 3D model, by keeping only main visual elements.
Currently, templates are available for T155 and B105 GIS product ranges from BHT.
Step file origin is fixed according to APPENDIX 1.
3D GIS complete model for GIS Elements not use in SOG unit Simplified 3D GIS model used in SOG
installation drawings
drawings automatically extract by installation drawings
GIS before the STEP exchange

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APPENDIX 3 - Graphic charter & CW guide drawing organization

APPENDIX 3a COMMON GRAPHIC CHARTER
Valid for unique civil work guide drawing.
Can be used, by default, for each installation drawings (GIS & SEH).
Important remark: Define between GIS and SOG the same GIS building orientation inside 2D AutoCAD
file before starting 2D studies in units.
Default top view arrangement:
- Horizontal A3 (or A1, ) format with small title

block
- Building in horizontal position inside A3 sheet
=> LCC in bottom side
- SOG send an AutoCAD 2D file template (.dwg)
with border and title block
- SOG inform GIS about drawing number (and
revision) procedure
Text:
Sheet numbering : Cxx, Gxx, Sxx

Cxx: For common first
sheets (edited by SOG)
Gxx: For GIS sheets
Sxx: For SOG sheets
ARIAL font 3.5mm / 2.5mm / 1.8mm
Cotation:
ARIAL font 2.5mm / 1.8mm
Unit : in millimeter without comma
Sheet title block:

Title 1 to 3: ARIAL 2.5mm
Drawing number: ARIAL 3mm
Revision: ARIAL 2.5mm
Sheet number: ARIAL 2.5mm

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APPENDIX 3b Unique CW Guide Drawing Organization
SOG Drawing numbering rule will be used for this document
For example : SUB-220-SYS-0700 revision A
Common part (created and followed by SOG)
Sheet C01
Sheet C02
Sheet C03
Sheet C04
title block
document content
document revision
general comments
GIS part (created and followed by GIS)

Sheet G01
Sheet G02
Sheet G03
general layout
layout part 1
layout part 2
SOG part (created and followed by SOG)

Sheet S01
Sheet S02
Sheet S03
general layout
layout part 1
layout part 2
GIS sheet example with BHT title block (in the top right). SOG sheet example with only common GIS/SOG title
Common GIS/SOG title block (in the bottom right)
block (in the bottom right)

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APPENDIX 4 - Internal files exchange follow up

SUBSTATION n01
400kV GIS
GIS => P.S
GIS building template

SS01_400kV_GIS_bld_template_revA_20091125.stp
SS01_400kV_GIS_bld_template_revB_20091125.stp
SS01_400kV_GIS_bld_template_revC_20100127.stp
GIS =>P.S
GIS simplified model

SS01_400kV_GIS_simplified_revA_20091125.stp
SS01_400kV_GIS_simplified_revB_20091125.stp
SS01_400kV_GIS_simplified_revC_20100127.stp
A
B
C
25/11/2009 first sending

12/12/2009 modification
SYS structural building

SS01_400kV_SYS_building_revA_20091125.stp
SS01_400kV_SYS_building_revB_20091125.stp
SS01_400kV_SYS_building_revC_20100127.stp
A
B
C
25/11/2009 first sending

P.S => GIS
P.S = SYS
Rev
date
comments
A 25/11/2009 first sending
B 12/12/2009 modification
C 27/01/2010 modification
Unique civil work guide GIS dwg files (Gxx)

SEB-220-ERT-0700_G01_revA:1
A:1
A:1
A:1
A:1
05/02/2010
05/02/2010
05/02/2010
05/02/2010
first sending
first sending
first sending
first sending
A:2
A:2
A:2
A:2
10/02/2010
10/02/2010
10/02/2010
10/02/2010
modification
modification
modification
modification
SEB-220-ERT-0700_G01_revB:1
B:1
B:1
B:1
B:1
17/02/2010
17/02/2010
17/02/2010
17/02/2010
modification
modification
modification
modification
SUBSTATION n01
220kV GIS
GIS => P.S
GIS building template
GIS => P.S
GIS simplified model
P.S => GIS
SYS structural building
GIS = P.S
Unique civil work guide GIS dwg files (Gxx)

SUBSTATION n02
SUBSTATION n03

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APPENDIX 5 - Check List per platform stage

STAGE
LEVEL
subject
by
Comments
Internal Technical meeting
STAGE 1
STAGE 1
SYS
Platform time schedule
STAGE 1
SYS/GIS
Team organization
STAGE 2
SYS/GIS
Input Data review
STAGE 2
SYS/GIS
Tender design transfert and analysis
STAGE 2
SYS/GIS
"Freezed area" identification

(If no data available during this stage for GIS or/and SYS)
STAGE 2
SYS/GIS
Consistency between single line diagrams (GIS / SYS)
STAGE 2
SYS/GIS
Consistency between single line diagram and physical bays arrangement
STAGE 2
SYS/GIS
Future bays reservation (indoor and outdoor) in accordance with SLD
STAGE 2
SYS
STAGE 2
SYS/GIS
HV cable interface
STAGE 2
SYS/GIS
GIB interface
STAGE 2
SYS/GIS
OHL gantries location for GIB interface (Bushing).
STAGE 2
SYS/GIS
Power transformer, interface
STAGE 2
SYS/GIS
Indoor / Outdoor interface
STAGE 2
SYS/GIS
LCC and Control cubicles arrangement and location
STAGE 2
SYS
STAGE 2
SYS/GIS
Seism
STAGE 2
SYS/GIS
Slab expansion joint position
STAGE 2
SYS/GIS
Slab design - interface between GIS Chemical studs and SYS slab design
STAGE 2
SYS/GIS
Outdoor GIB and bushing support foundation blocks design
STAGE 2
SYS/GIS
LV cables arrangement between GIS and SYS
STAGE 2
GIS
Access door location and dimensions
STAGE 2
GIS
Storage area
STAGE 2
GIS
GIS testing area

Test areas are localized on GIS and SYS draft layout
STAGE 2
GIS
GIS cable box testing air clearance
STAGE 2
GIS
Safety zone
STAGE 2
GIS
GIS Heat dissipation
STAGE 2
SYS/GIS
CT definition
STAGE 2
SYS/GIS
VT definition
STAGE 2
SYS/GIS
Surge arrester definition
STAGE 2
SYS
Title block, drawing number procedure and 2D autocad templates (definition)
STAGE 2
SYS
Main axis and levels definition One unique reference defined
STAGE 2
SYS
GIS origin name definition
STAGE 2
SYS/GIS
Building files definition (and substation file information to GIS). Files (1) & (A)
sized according to the unique reference point
STAGE 2
SYS/GIS
Bays arrangement and orientation in 2D (according to SLD)
STAGE 2
GIS
Minimum distance around GIS (for wall location).
STAGE 2
SYS
Building structural pre-design
STAGE 2
SYS/GIS
STAGE 2
SYS/GIS/PTR
STAGE 2
SYS/GIS
STAGE 2
SYS
2D pre-design in platform
STAGE 2
Process
state
Building with basement or slab
HVAC type and reserved area
Crane arrangement (load capacity, vertical mini and maxi, horizontal working
area, maximum volume carried, ).
Transformer GIB interface
Re-use of old similar projects
Platform time schedule updated and stage 2 MOM with actions for next stage

Page 28 of 30
GRID

STAGE
LEVEL
subject
by
Process
state
Comments
STAGE 3
STAGE 3
SYS/GIS
3D Origin : same location in both design (GIS/SYS)
STAGE 3
SYS/GIS
During STEP exchanges for openings in slab and walls:

- internal revision of .stp files
STAGE 3
SYS
Clashes between GIS openings and building structure
STAGE 3
GIS
Dilatation joint position validation
3D models exchange in platform and "clash" checking
STAGE 4
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
STAGE 4
SYS/GIS
During the 3D phase, check all STAGE 2 hereabove points

Hereunder 3 examples :
Example #1:
Clashes between GIS and building structure
Example #2:
Clashes between GIS and SYS installation
Example #3:
Clashes between crane and GIS, HVAC,
Level checking (indoor and outdoor) between SYS design, GIS and
transformers design.
Interface with transformers
check that all has been well defined for 2D presentation in next stage 5
Title block, drawing number procedure and 2D autocad templates
Platform time schedule updated and stage 4 MOM with actions for next stage
Including the clash list with comments
STAGE 5
STAGE 5
SYS/GIS
Last 3D model revision from other part - mutual check
STAGE 5
SYS/GIS
Eventual clash in stage 4 solved
STAGE 5
SYS/GIS
Building files definition (and substation file information to GIS). Files (1) & (A)
sized according to the unique reference point
STAGE 5
SYS/GIS
GIS origin point located according to main SYS building files (only)
STAGE 5
SYS
Crane installation in building.

Hook height
STAGE 5
GIS
Minimum clearance between GIS and wall
STAGE 5
SYS/GIS
Dimension rules
2D and 3D finalization and drawing sending
STAGE 6
STAGE 6
SYS/GIS
Title blocks accordance between GIS and SYS sheets.
STAGE 6
SYS/GIS
Last 3D model revision from other part - mutual check
STAGE 6
SYS/GIS
in case of new revision : clouds
STAGE 6
SYS
Complete document review (refer to document linked n PRD-SBU-CL-0001 civil work guide drawing check-list

Page 29 of 30
GRID


Page 30 of 30
GRID
HANDBOOK
AREA 5
CO-ENGINEERING
LV Convergence Workshops :
GIS & Solutions Teams
EMH 5-12 V01

Page 1 of 10
GRID

EMH 5-12 LV Convergence Workshops : GIS & Solutions Teams
APPROVAL
Sept 2011
Approved by
Issue : 01
P.BROSSIER
F.MASSON
N.ZECHES
C.PIVOT
Name
Verified by
Prepared by
Signature
Date
MODIFICATIONS
Issue
Modifications
May 2011
--
First issue done in the frame of GIS transverse Group,

revised using ROE, integration into EMH
Date

Page 2 of 10
GRID

TABLE OF CONTENT
INTRODUCTION ....................................................................................................... 4
1.1.
Scope and Objective ......................................................................................................................4
1.2.
References.....................................................................................................................................4
2.
LV DESIGN CONVERGENCE WORKSHOPS GENERAL ORGANIZATION ......................... 5
2.1.
LV engineering processes overview and synchronization ................................................................5
2.2.
Participants ...................................................................................................................................6
2.3.
Practical Organization ...................................................................................................................6
2.4.
E-CAD tools ...................................................................................................................................6
2.5.
Input data......................................................................................................................................6
2.6.
Output data ...................................................................................................................................7
3.
LV BASIC DESIGN CONVERGENCE WORKSHOP 1 ..................................................... 8
3.1.
Topics covered in WKS1 ................................................................................................................8
3.2.
Output of WKS1 ............................................................................................................................9
4.
LV DETAILED DESIGN CONVERGENCE WORKSHOP 2 .............................................. 10
4.1.
Topics covered in WKS2 ..............................................................................................................10
4.2.
Output of WKS2 ..........................................................................................................................10
1.

Page 3 of 10
GRID

1. Introduction
Interfaces are an essential part of a system development. Interface management is partly covered by
interface sheets. However based on projects return of experience, it has been recognized that, beyond the
initial definition of respective scope & interfaces, structured workshops between interdisciplinary teams
are necessary, to maintain transparency over interface definition and assumptions, optimize the overall
system, and timely & jointly resolve interface issues as they arise.
To improve project lead time and avoid late modifications, GIS and Solutions Groups teams have
proposed to define and deploy secondary design coordination workshops.
1.1.
Scope and Objective
This guideline provides instructions about how to conduct coordination/convergence workshops at

relevant stages of project development to pursue the following objectives:
Reduce the number of document exchange between units
Save time in the engineering process by sharing draft documents or preliminary data, instead of
waiting for final issue before exchange on their content
Avoid the site modifications due to misunderstanding during the engineering process
Implement common industrial solutions between GIS and Project Solutions (tentative) and
maintain consistency between the designs and the equipments supplied by various units.
Improve transparency, communication and cohesion between GIS and Solutions Units to
obtain full collaboration in timely resolving interface issues and guarantee the projects overall
functional unity
This process applies to the Secondary design of substation projects execution stage (i.e. control &
protection system and auxiliary distribution system). It has been specifically developed for GIS AC
substations projects, however its underlying principles and approach can be generalized or adapted to a
broader kind of projects.
Whether or not to apply the process described hereafter is a project decision, under the responsibility of
the Project Engineering Manager and after validation by the involved product lines.
1.2.
References
[1] EMH 2-10 - Engineering process mapping

[2] EMH 1-41 - Interface sheets
[3] EMH 5-1201 - GIS & Project Solutions Teams, LV engineering Workshops Typical Frames

Page 4 of 10
GRID

2. LV Design Convergence Workshops general organization

2.1.
LV engineering processes overview and synchronization
The following figure depicts the two parallel processes of LV design development for GIS (top) and
Solution Groups (bottom). In addition to the Grid Kick-off meeting, the 2 convergence workshops WKS1
and WKS2 are shown.
Purchases
requisition
1st batch
Internal PL
Kick off
GIS PL
LV Technical
definition
LV Design
Strategy
Purchases
requisition
2nd batch
Detailed
Basic
FAT
SAT
Detailed
manufacturing
design /
Manufacturing
Revised 1st bay &

All Typical bay study
First Typical bay

study
Design
Approved
by
Customer
Site
erection
Project
Closeout
As built
2 weeks
2 weeks
GRID
Kick-off
T1
Internal
Region
Kick off
SOG
8 weeks
LV Internal
launching,
Preparation, Partner
launching
10 weeks
WKS1
WKS2
SAT
Detailed Design
Schematics & wiring
10
2 weeks
Principles
Approved
by
Customer
Basic Design
Principle phase
9 weeks
11
12
13
14
15
16
17
Customer Approval time considered 4W
18
Cable lists,
Connecting
diagrams
Project
Closeout
As built
Manufacturing
Cubicle frame /
equipt / wiring
Coordination Event
(WKS1 = workshop 1)
Site
erection &
commiss.
FAT
Figure 1 - LV engineering process, GIS PL & Solutions
1. The LV basic design convergence workshop WKS1 is positioned at T11+5 weeks when SOG2
basic design principles have been drafted, and GIS LV pre-design detailed phase is started.
2. The LV detailed design convergence workshop WKS2 is a common review of typical bays in
draft or finalized state (for the first bay at least). The objective is to speed up GIS typical bay
schematics submission for customer approval ; these documents are used as input data to SOG
global control schematics.
WKS2 is positioned at T1+ 10 weeks.
Note: The above dates are indicative only and based on typical 18 to 20 months turnkey project delivery
time; actual workshops dates have to be jointly defined at T1 function of Project contractual lead time and
design scope.
1
2
T1 date of Grid kick-off meeting

SOG acronym for Solutions Group

Page 5 of 10
GRID

2.2.
Participants
The participants to the workshop have to be appointed by each GIS and Solutions unit. At least the
following people should be involved in the platform:
Solutions team:
LV design leader + Project Engineering Manager + Project manager (partly)
GIS PL
LV design leader + Technical Project Manager (partly)
Field service representative may take part to WKS1 to support the team on global optimization approach,
taking into account installation and commissioning requirements.
2.3.
Practical Organization
Recommendation is to perform Workshops in face-to-face meeting to share and work on draft and
document; this is especially true for the Basic Design workshop.
If for any reason this face-to-face meeting can not be held, it shall be replaced by a Net-meeting to
maintain direct contact and foster a collaborative spirit throughout the project. Marked-up documents
should be exchanged via parallel communication system (fax, e-mail).
Typical Report frame (ref EMH 5-1201 ) will be used to protocol actions & decisions.
Report frame embeds typical topics to be reviewed, and space to record associated actions and decisions.
2.4.
E-CAD tools
It is not foreseen to integrate any E-CAD files supplied by GIS units into the E-CAD system of Solutions
Units and vice versa, due both GIS and Solution Units E-CAD tools not being compatible. Moreover,
working on a common e-CAD database would yield strong constraints for design teams.
Each GIS and Solutions unit will use their own E-CAD tools to carry out their studies scope.
In the case the customer contract specification requires only one schematic diagram (Consolidated
electrical drawing) per typical bay, the process to carry out these schematics shall be clarified during the
Basic Design workshop, taking into account the provisions defined at tender stage and in the Design
Strategy.
2.5.
Input data
The following input data shall be considered and a review has to be done by each involved party before
the workshops.
Contract technical specification
Solutions Unit and GIS layout and single line diagrams and/or tender layouts (general and
buildings) and single line diagrams
Schedule of document exchange
Interface sheet exchange of information between parties (document at least in draft form, as
defined during kick-off meeting)

Page 6 of 10
GRID

2.6.
Output data
The output data of the two workshops are described in the respective chapters.
A supporting template EMH 5-1201 provided as Excel file, will be used to support the meetings and
register decisions ; it includes several sheets as follows:
- Cover page, Table of content, Revisions
- Checklists & standard reports for each workshop
- GIS Drawing lists to be integrated in project drawing lists
Workshop
checklists and
minutes
GIS typical
drawing list
In addition, GIS interface sheets scope of supply (those applicable for the project, if different from the
standard) and exchange of documents (based on the one filled during project kick-off) will be used to
support the discussion and mutual commitments. Refer to Interface sheets guideline [2] and Intranet
section.

Page 7 of 10
GRID

3. LV Basic Design Convergence Workshop #1

3.1.
Topics covered in WKS1
Typical topics are listed on meeting report frame; they will cover the following chapters
1. Review of launching phase :
MOM , reference project for re-use, clarification requests & status
In case of request for consolidated schematic diagram, strategy will be shared and agreed.
2. General contractual specification
Teams having a better knowledge of contractual specification will highlight potential deviations;
clarification required and will define action accordingly
Main items covered: Panel & cubicles requirements, LV control & power cables specifications &
segregation requirement
3. General control system architecture:
Looking for alternatives (location of BCU, IED) taking into account knowledge about Customer
maintenance team organization and feasibility studies
4. Functional approach (principle document)
Review of operation principles document (in draft stage) prepared by SOG and bays interlocks
prepared by PL to finalize principles, validate or mark-up GIS reference project for typical bay
schematics
5. Equipment definition
Clarify the list of SOG equipment to be integrated in LCC, and how.
Common technical specification or common parts of these specifications will be preferred to show to
our customers Grid technical solutions, consistency in design (dimensions, general aspect, colors)
rationalization in matter of cabling (terminal blocks, connectors, cable gland ) .
Exchange of required data to allow pre-sizing of LCC bottom plate.
6. Other technical data
Consumer list with operating mode to prepare auxiliary services sizing
Confirm control policy in matter of using direct contact or decoupled one impacting requirement on
HV apparatus auxiliary switches (type & number)
7. Drafting first typical bay (based on GIS reference project & functional approach hereabove)
8. Project management :(documentation system, Interfaces, FAT strategy)
The provisional drawing list of GIS with expected submission date s will be confirmed and integrated
to project provisional drawing list
Interfaces sheets; scope of material and exchange of information will be reviewed and updated if
required.
The Inspection & Test strategy (LCC FAT, DCS Pre-FAT, FAT, functional test done in factory or only
during commissioning) should be shared, particularly when SOG equipments are integrated in LCC
Comments:
Objective of the workshop is to streamline design process to enable the launching of detailed
design, therefore document form is of lesser importance than content to be discussed and shared
; drafts of documents covering typical topics have to be ready for the meeting.
Specification of control equipment will be defined in such a way cubicles supplied to the same
room from several Grid origins appear coordinated, partial match would not be considered as a
Grid solution for our customers.
Page 8 of 10
GRID

Typical topics consider Local Control Cubicles (LCC) in the scope of GIS PL ; for specific cases
topics shall be adapted, for instance the case of common cubicle for Protection, Control and LCC,
where local control cubicle is located in relay room.
Figure 2 - Combined LCC / Protection & Control Cubicle
3.2.
Output of WKS1
Meeting report will be filled during the workshop, to acknowledge common understanding on terms used
to describe actions and decision.
Decision status will be highlighted by indicating Y in left column ; when decision is yet to be confirmed or
pending action indicate N ; such topics will be reviewed at later stage for final decision
Topics reviewed during workshop should be clearly registered via indication Y/N/NA in column 3

Page 9 of 10
GRID

End of report will list documents attached to the report (draft or document marked up during the
workshop) and remind the key decisions to be taken shortly with expected dates.
General relevant comments will be added, either to record decision rationale, or for future consideration
in later stages (including platform RoE)
4. LV Detailed Design Convergence Workshop 2

4.1.
Topics covered in WKS2
The workshop will cover the hereafter typical topics (please refer to EMH 5-1201 for the detailed
checklist):
Review of WKS1 action progress & decisions (difficulties discussed and solutions reported)
Submission & Approval status of engineering documents
Finalization / validation of LCC detailed design
Typical bay Electrical diagram review
4.2.
Output of WKS2
Typical meeting frame has been defined in EMH 5-1201 and will be filled in same way as per WKS1
In case of Customer comments on SOG principle diagrams after WKS2 has taken place, which could
affect significantly GIS Typical bay diagrams, a specific workshop should be organized to share comment
understanding and looking for an optimized solution for the project.

Page 10 of 10
GRID
HANDBOOK
AREA 5
CO-ENGINEERING

GIS Substation LV convergence

workshops frames
EMH- 5-1201 V01
Page 1 of 8
GRID

EMH 5-1201 - GIS Substation LV convergence workshops Frames
APPROVAL
September 2011
Approved by
Verified by
Issue:
P BROSSIER
F MASSON
N ZECHES
C PIVOT
Name
Prepared by
Signature
Signature date
MODIFICATION RECORD
Issue
---
Modification
First issue
Date
09/2011

Page 2 of 8
GRID

EMH 5-1201 - GIS Substation LV convergence workshops Frames
CONTENT
LV Basic design (when LCC in scope of GIS)
GIS & Solutions Teams Convergence Workshop 1 Meeting Report
LV Detailed design ( LLC by GIS)
GIS & Solutions Teams Convergence Workshop 2 Meeting Report
GIS TYPICAL DRAWING LIST (BHT)
GIS TYPICAL DRAWING LIST (SEH)
Note :
- Interface sheets scope of supply applicable for the project to be attached to meeting report 1
- Interface sheets exchange of documents filled during project kick -off to be reviewed and attached to meeting
report 1

Page 3 of 8
GRID
[this page intentionally left blank]
LV Basic design (when LCC in scope of GIS)

GIS & Solutions Teams Convergence Worshop 1
MEETING REPORT
Project name :
Workshop dates
Responsible for the WKS 1
Technical project Leader
name
Recommended attendees
Solutions teams (SOG)
LV lead enineer
LV Engineers
name
name
name
name
name
GIS teams
LV lead enineer
LV Engineers
name
name
name
name
Circulation
Solutions
name
name
name
GIS
Nr
Typical topics to be reviewed
Reviewed
Y/N
Review Launching phase completed

Review of launching meeting (T1) report : comments?
Modification of main input data submitted at T1?
Comment based on Analysis of contract specifications :
functional requirements, required performance, potential deviations,
clarifications required
Identification of HV apparatus finalized
Strategy in case of request for Consolidated schematic diagrams
Review of GIS project selected as reference to prepare typical diagrams,and
mark up during workshop of potential modifications linked to project basic
design
General specification; as per contract
Panel and cubicles (spec : IP, Colour, earthing, wiring numbering. stand alone
dimensions)
LV control and power cables ( including conductor marking & site mounting)
Cable routing principles (trench/duct/basement) & associated constraints on
GIS/LCC cabling (lengths calculation) & termination (harting plugs?), or
protection cable routing (LCC bay mounted e.g. B105-6)
Customer requirements (cable segregation per bay) & associated impact on
GIS equipment layout -> cf B105-6)
General Control system Architecture : review

Any clarification required ?
Review of proposed architecture and looking for alternatives conducting to
reduce time delivery, global costs, and in line with customer expectation (
location of IED, BCU) and feasibility pre studies
Functional approach
Control points and philosophy
HV apparatus local/remote operation
Electrical interlocking (soft & in Hardware)
Mechanical interlocking
AC distribution (circuit definition)
DC distribution (polarity definition)
LCC alarm list & operation
BCU data list (signal detail & type)
CT circuits (function & principle)
VT circuit (function & MCB definition)
Synchronization & voltage selection
Monitoring system ( Bi watch)
Data on monitoring & instrumentation
Communication of monitoring system
Tripping circuits ( Pole discrepancy, multiple operation prevention,
antipumping
Equipment
Equipment in SOG scope to be integrated in LCC for each bay :
feasibility studies
List of SOG equipment to be integrated in LCC
Bay control unit ( BCU)
Check synchro
IED
Communication system ( converters..)
Other control apparatus
Equipment data
Terminal type to be used, spares to be integrated
Cable spiders :GIS/ LCC volume (diametrers, Nr) & main sections
Cable spiders LCC/ Electrical Build volume (diametrers, Nr) & main sections
cables scope of supply and specific interfaces
Cable entrance in equipment function of type & location & access, : with or
without cable gland
Cable connectors :( Global optimization :Prefabricated cables vs. on-site
connector mounting to be discussed with field services
Type of connector, Harting connectors..
VT boxes data ( VT protection MCB location)
CT boxes data & location
Marshalling Kosk
Cubicle heat dissipation common approach (calculation method)
Phase identification on schematics , R,S,T ?
Other technical data
GIS and LCC AC consumption estimation (feel standard frame integrating
operating mode, for load coefficient, voltage range as per MBI document)
GIS and LCC DC consumption estimation (same as above)
CB auxiliary switches type & number
Bus bar DS aux. switches type & number (Swiching of current circuit when
relevant)
Line DS aux. switches type & number
Drafting First Typical bay
Some markup of The first Typical bay schematic based on Project in reference
and project data.
PROJECT MANAGEMENT
Drawing list : estimated list of GIS unit DWG to be reviewed and completed if
required
Interface sheet review : exchange of information to be updated
Interface sheet review : scope of supply M-GIS series to be confirmed or
revised
Interface sheets to be added (if any)
Common document list : exchange format
FAT strategy to be defined ( Pre FAT , FAT Concept)
Commissioning strategy : LCC bay mounted & factory tested ?
Production strategy : where & when are integrated equipment supplied by
SOG to GIS LCC.Type of follow up to optimize integration.
Action progress follow up principle to be decided during the meeting
General comment
Remind key decisions to be Document attached :
taken shorly
name
name
Action or Decision
Decisi
on
Y/N
Who
When
SOG
Week
or
nr
GIS
Status
LV Detailed design ( LLC by GIS)

GIS & Solutions Teams Convergence Worshop 2
MEETING REPORT
Project name :
Workshop dates
Responsible for the WKS 1
Technical project Leader
name
Solutions teams (SOG)
LV lead enineer
LV Engineers
name
name
name
name
name
GIS teams
LV lead enineer
LV Engineers
name
name
name
name
Circulation
Solutions
name
name
name
GIS
Nr
Typical topics to be reviewed
Reviewed
Y/N
Review of WKS1 Action progress

Mark up of WKS1 action status ( closed ,rescheduled,reformulation) :
attachment to WKS2 report
Difficulties here after reported
Approval status of document

Review of document list with status : Document sent, commented, approved,
impact on project
Worshop on Detailed design

Equipment in SOG scope to be integrated in LCC
Finalization of Front view of LCC with equipment to be integrated
Bay control unit ( BCU)
Check synchro
IED
Communication system ( converters..)
Other control apparatus
Confirmation of connectivity of equipment
Current, Voltage,tripping, DC polarities, AC circuits
Electrical Diagram Review

Review of Schematic diagram finalized (first Typical bay) aspect here after to
be reviewed
HV apparatus local/remote operation
Electrical interlocking (soft & in Hardware)
Mechanical interlocking
AC distribution (circuit definition)
DC distribution (polarity definition)
LCC alarm list & operation
BCU data list (signal detail & type)
CT circuits (function & principle)
VT circuit (function & MCB definition)
Synchronization & voltage selection
Monitoring system ( Bi watch)
Data on monitoring & instrumentation
Communication of monitoring system
Tripping circuits ( Pole discrepancy, multiple operation prevention,
Review of draft of other bay,
PROJECT MANAGEMENT
Interface sheet review : exchange of information : updating
FAT strategy to be defined ( Pre FAT , FAT Concept) confirmed
Commissioning strategy : LCC bay mounted & factory tested ? Confirmed
Action progress follow up principle to be decided during the meeting

General comment
Remind key decisions to be Document attached :
taken shorly
name
name
Action or Decision
Who Whe
Decisi
SOG n
on
Status
or Week
Y/N
GIS nr
EMH 5-1201 - GIS LV convergence workshop frame v1 signed.xlsx
GIS TYPICAL
DRAWING LIST (BHT)
GIS unit :
Name :
Solutions unit :
Name :
date :
notes : This list is given as guide only

Any other type of drawing can be added if need be (technical specification, manual, test report, etc)
An official drawing list shall be emitted per project
Item
Designation
Comment (see notes)
GENERAL ARRANGEMENT & SLD
Primary engineering document (info only)
GIS / LCC OVERALL VIEW
General LCC arrangement
LINE FEEDER ELECTRICAL DIAGRAM
1 schematic diagram per typical bay
TRANSFORMER FEEDER ELECTRICAL DIAGRAM
BUS COUPLER FEEDER ELECTRICAL DIAGRAM
BUS SECTION FEEDER ELECTRICAL DIAGRAM
1 schematic diagram pertypical bay
ELECTRICAL DIAGRAM - SF6 MONITORING
1 diagram for the overall GIS
BAY TO BAY INTERLOCKING DIAGRAM
LCC - AUXILIARY POWER SUPPLY
Common engineering document (info only)
10
INSTALLATION OPERATION & MAINTENANCE MANUAL
11
PDM MAINTENANCE MANUAL
12
BW3- OPERATION MANUAL
13
INTERLOCKING LOGIC (normally in SYS scope)
Page 7 de 8
EMH 5-1201 - GIS LV convergence workshop frame v1 signed.xlsx
GIS TYPICAL
DRAWING LIST (SEH)
GIS unit :
Name :
Solutions unit :
Name :
date :
notes : This list is given as guide only

Any other type of drawing can be added if need be (technical specification, manual, test report, etc)
An official drawing list shall be emitted per project
Item
Designation
Comment (see notes)
GENERAL ARRANGEMENT & SLD
Primary engineering document (info only)
GENERAL NOTES
General LCC design and equipment
LINE FEEDER ELECTRICAL DIAGRAM
1 schematic diagram per physical bay
TRANSFORMER FEEDER ELECTRICAL DIAGRAM
BUS COUPLER FEEDER ELECTRICAL DIAGRAM
BUS SECTION FEEDER ELECTRICAL DIAGRAM
MIMIC DIAGRAM
1 diagram per substation
LABELLING AND ENGRAVING
1 document per substation
POWER DISTRIBUTION
1 document per substation
10
POWER CONSUMPTION
11
INTERLOCKING LOGIC (normally in SYS scope)

INCL. BAY TO BAY INTERLOCKING
1 diagram per substation
Page 8 de 8
HANDBOOK
AREA 6
SKILLS & HUMAN RESOURCES MANAGEMENT
Skills Assessment & Development Plan

EMH 6-10 V1

Page 1 of 10
GRID

EMH 6-10 - Skills Assessment & Development Plan
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 1
P.BROSSIER
N. GIRET
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
--
First issue, based on SKIL-SBU-001-MU RevA

(6/11/2008)
Date

Page 2 of 10
GRID

TABLE OF CONTENTS
1.
ENGINEERING SKILLS ASSESSMENT FRAMEWORK .................................................. 4
1.1.
Purpose ............................................................................................................................ 4
1.2. Competences evaluation principles .................................................................................... 4

1.2.1. Step 1 individual level assessment .......................................................................... 4
1.2.2. Step 2 unit level evaluation ..................................................................................... 5
Actual Skills mapping versus Targeted market requirements ............................................. 6
2.
SKILLS DEVELOPMENT PLAN ................................................................................... 8
2.1.
Action plan........................................................................................................................ 8
2.2.
Action plan template ......................................................................................................... 8
3.
SKILLS ASSESSMENT CYCLE ..................................................................................... 9
3.1.
Target market requirement ............................................................................................... 9
3.2.
Individual assessment to evaluate Unit skills level ............................................................. 9
3.3.
Unit level assessment & development plan ........................................................................ 9
3.4.
Skills development action plan ........................................................................................ 10
3.5.
Action plan monitoring .................................................................................................... 10
4.
ATTACHED FRAMES & TEMPLATES .......................................................................... 10
1.3.

Page 3 of 10
GRID

1. Engineering Skills Assessment Framework

1.1.
Purpose
The main objective of skills mapping is to ensure that, for each unit, actual skills of engineering
teams as assessed are commensurate to the required level of skills to address current and
targeted markets, and, in case of gap, to define a mitigation plan through the development of
competences, mobility, recruitment or identification of external supports.
In some PLs, Engineering Skills Assessment toolkits have been deployed to assess capacity of
Engineering teams to perform design tasks according to business scope, graded in function of
complexity level.
For AC Substation PL scope, three Skills frames have been defined: The main one covers
competences in HV Substation design and the two others cover respectively E-BOP and
Industrial Process specific skills.
Other PLs have started to deploy such approach, and assessment toolkits will be developed in
the future to cover their business scope.
1.2.
Competences evaluation principles
For each main technical activity, tasks description and complexity are graded in 4 levels, from
level 1 initiation to level 4 expertise, level 0 meaning no skill on referred subject.
Note : the following illustrations are taken from the Substation assessment toolkits, however the
approach presented hereinafter is applicable to any engineering scope.
Mapping of skills at unit level will follow several steps:
1.2.1. Step 1 individual level assessment
A review of task lists per activity will be done with each designer and skills level will be defined in
function of tasks that could be done in totality by designer.
Skill levels are cumulative, i.e. assessing a skills level 3 to a designer means that he is able to
perform all tasks described in Level 1+ Level 2 + Level 3.
Earthing Grid
level 0:
level 1:
Calculate the cross section of an earth conductor, regarding material, type of connection, corrosion
protection, Know the name and dedicated sheet on the dedicated international IEEE guide. Able to
deal with cross section and connector type to find optimised solutions. Specify the necessary site
measurements.
level 2:
Level 1 able to selected proper soil model according earth resistivity measurement. Able to
manage Step and touch voltage calculation with dedicated software or "excel sheet".
level 3:
Level 2 + manage short circuit current repartition between network / substation earthing electrode,
according to the dedicated IEC standard ( name ?) Able to find solutions in case of high soil
resistivity
level 4:
Able to ensure a daily support on earthing calculation, to organise training and to supervise a
subcontractor. Able to analyse site test earthing measurement validity.
Figure 1 - grading definition for a given skill set

Page 4 of 10
GRID

level 2:
level 3:
level 4:
DCS
level 0:
level 1:
level 2:
level 3:
99344
106439
99314
P2
107169
99297
99427
106575
99312
Engineer
Engineer
Engineer
Engineer
Engineer
Engineer
Engineer
Engineer
Engineer
3,0
P1
Protection System
level 0:
level 1:
UNIT EVALUATION
Actual Name of people or letter A B C D if preferred

Integrate design Civil work people
Engineer
The name or identification of designer will appear in column head, and skills level given for each
main technical activity.
0
0
0
0
Knowledge of Micom range main protective relays. Able to understand protection policy on a
SLD.
Able to choose protection relays with required options and to fulfil technical sheets (Cortec :
relay description and options) with specific attention born on relay sensitivity , Able to define
I/O configuration of protection relay, able to reconduct settings notes
Able to do relays settings notes , and to enter settings value,
Trouble shooting analysis capability.Able to design a protection system for any type of
substation and to set a setting policy
2,0
0
0
Able to establish a Data list and to select the number of I/O cards
Able to check the system architecture and function definition from the supplier.Able to
translate contractual requirement in a functional analysis adapted to DCS and knowledge on
DCS product and automation interfaces
Able to define a system architecture . Able to define validation plan and to supervise the
factory and site testing or to perform system configuration. Able to identify deviations. . Has a
good knowledge of communication protocols and can manage the interfaces between
systems and Automation.
Figure 2 - consolidation of unit individual skills assessments

1.2.2. Step 2 unit level evaluation
10
11
12
13
14
Unit level
2
2
2
2
1
1
2
0
CCD
LV MATERIAL
CTs/ VTs
Protection System
DCS
Telecom
Aux services
System Studies
The competence of the unit will be a consolidation of the data for each technical activity, taking
into account the number of people able to perform required tasks, and whether such number is
appropriate regarding ongoing and future projects ; if this number is seen as insufficient the unit
level will be lower than maximum level assessed.
3
3
3
3
1
0
3
1
2
2
1
2
0
0
2
0
2
2
2
2
2
1
3
0
2
2
0
1
1
0
2
0
1
1
0
1
0
1
1
0
2
2
1
1
0
0
2
0
1
1
2
1
0
0
1
0
1
1
1
1
0
0
1
0
1
2
1
1
0
0
0
0
1
0
0
1
0
0
0
0
1
0
0
1
0
0
0
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Figure 3 - Summary of individual skill assessment and unit level assessment

For example for conventional control system when you have 5 to 6 people having level 1 and
only one having level 2, you know that you will face some difficulties to supervise projects with
control system done in-house ; in such case it is advised to downgrade unit level to level 1 only.
Note : Sheet General on Skills assessment toolkit is used to state some information about
adequate number of resources, existing engineering process in matter of subcontracting and load
management, capacity to perform Surveys, knowledge on substation apparatus Skills
assessment being done function of a business profile described in General sheet.

Page 5 of 10
GRID

Figure 4 - Unit level skill assessment vs. target skill level

1.3.
Actual Skills mapping versus Targeted market requirements
In front of General unit level per technical activity, reported on the sheet mapping, the Unit
Engineering Manager should evaluate the required level to execute projects on different targeted
markets (or Business models).
Indeed, skills requirement depends on business model:

-
On BoQ (adjustable quantity) markets, layout optimization of is not a key issue ;

however, on industrial market with more flexibility, layout optimization integrating
Electro mechanical and CW becomes a key success factor, a level 3 or 4 for layout design
will be an asset for such business.
For a Unit working on its local market, it is usually not essential to reach level 3 in CCS
considering that schematic diagrams are more or less standardized, hence no principles
have to be defined at project level (principles are known and stable).
On export market, engineers would have to perform basic design and needs skills to
translate contract requirements into specific principle diagrams, in this case a CCS level 3
would be required.
So for each current or targeted market, Engineering Manager will have to define what should be
the required skills and report such level in the sheet.
Layout Engineering AIS

Layout Engineering GIS
HV Material
Structures sizing
Earthing Grid
Strength connect
Civil Work
HVAC + Services
Seismic
TRA
Worldwide
market
Industrial
market
TRA LOCAL
market
XXX
UNIT
Actual level
2,0
2,0
2,0
1,0
2,0
2,0
2,0
1,0
0,0
Figure 5 - Unit assessment result vs. target market segments requirements

Page 6 of 10
GRID

In some specific studies, a solution could be to request support from other units, or hire a local
consultant, it is not necessary to have skills to cover all types of design.
The objective of such self-assessment tool is to position the unit on its market and to prepare
development plan to fill the gaps if some skills have to be handled in design office aligned with
business objective.
Hence, there is no automatic formula to define Unit Evaluation level, to define Market
requirements or which market is targeted.
It is advised to avoid over-estimating current skill levels, as in such case the development plan
would not be adapted to actual needs.
In MAPPING' sheet, charts can be added to cover all targeted markets and grade required level
per market type.
CCD
System Studies
Aux services
4
3
2
1
0
LV MATERIAL
CTs/ VTs
Telecom
TRA LOCAL market

XXX UNIT Actual
level
Protection System
DCS
Figure 6 Visual gap analysis of unit actual skill level vs. target level

Page 7 of 10
GRID

2. Skills Development Plan

2.1.
Action plan
Having identified gaps between required level and actual level, an action plan should be defined.
Actions can be a mix of short-term and long-term options, e.g.
-
Developing in-house expertise (recruiting, training, exchange with other unit, mentoring)
to match long-term business & market requirements
Recruiting contractor to reinforce in-house expertise on a given project
Finding external subcontractor to take over part of the design for a transitory period
Partnering with other units to secure availability of missing or scarce skills
The main difficulty will be to translate action into measurable, achievable and time bounded
objective.
For instance, training is a mean to increase skills, but effectiveness of the training will be
evaluated on project, therefore the action will be considered closed when it is clearly
recognized that on project, thanks to training and supports, associated tasks have been
done and mastered by trainees (assessment at the end of action plan to close it).
2.2.
Action plan template
A template is proposed to formalize and follow the action plan and to provide visual progress;
secured
level
SAR Design Engineering Skills & Subcontracting Process improvement Main Actions
1 Layout Engineering
GIS
Issue
Topic
Level 1 + Able to prepare a layout from a

sketch given at tendering stage. Able to define
environmental constraints ( safety distances,
maintenance requirements : space for gas
treatment plant, space for GIS dielectric test )
regarding electrical parameter ( power
frequency, switching, lightning) and main
items to be located. Able to coordinate space
in GIS room for GIS/ Travelling crane /
Ventilation duct / Lighting system / access to
maintenance of rolling access door,
Action on skills Improvement
Improvement in the drafting skills, knowledge of

clearance and foreseeing the input and interface
requirement.
step 1 :100% of 10%installation distances mastering
step 2 : 66 % of 30% transformer Area : idea about
transformer dimensions and installation constraints,
neutral grounding, retention pit def, rail def, different
type of HV/MV connections ( bare cable, insulated
cable), connection to L.A
Step 3 :20% of 30% will integrate knowledge of GIS
product, interfaces with cable boxes, maintenance &
tests of GIS ,interface with CRANE, lighting system,
HVAC,
step 4 :50% of 30% integration of Routing of HV
Insulated cables
Progress
0-<25%Red
25 - <50 Or
Indicators
50-<100 Y when possible
100% G
Q1 2008 9/31/2008
51% completeiton
of one
project. And
grooming of
4 persons.
Start
date
Schedule
Completed
Targeted
measure
Current
measure
Figure 7 - Unit skill development action plan template

On the frame will be indicated
-
in column 1 level to be reached or secured
In column 2 topics means main technical activity involved
In column 3 issue description of targeted skills
In column 4 Action on skills improvement a clear description of the action with

defined progress measurement: milestones and weight
In column 5 & 6: Start date and Schedule completed

Page 8 of 10
GRID

In column 7: progress of the action :< 25% red color, 50% orange, < 100% Yellow and
100% green.
In column 8 indicator when possible Extra indicator to be associated to milestones for

progress evaluation
Columns 9 & 10 Targeted measure & Current Measure based on indicator column 8
3. Skills Assessment cycle

Engineering skills assessment cycle should be performed in consistency and coordination with
business and HR people development cycles.
Individual assessment
Unit
assessment
Action plan
monitoring
Unit dev plan
Figure 8 - Engineering skills assessment alignment with Alstom people development cycle
3.1.
Target market requirement
Target skill levels will be driven by Unit strategic plan (3YP), and optionally updated based on
outputs of unit budget (expected orders by segment, project portfolio & sales).
3.2.
Individual assessment to evaluate Unit skills level
Skills mapping will be performed as part of the yearly individual know-how assessment of the
Grid people Management Cycle (ALPS), and training needs -if any- will be incorporated in the
Individual Development Plan
3.3.
Unit level assessment & development plan
Unit-level assessment shall be done at least every two years to see sufficient progression, but a
yearly update is recommended to be aligned with People Management Cycle, and to integrate
recruitment plan to compensate turnover
Page 9 of 10
GRID

3.4.
Skills development action plan
Competences development plan to improve Unit skills level shall be integrated in unit training
plan with associated budget.
Skills development action plan will be sent to Engineering & Project Excellence Function along
with updated skills mapping End April.
Engineering & Project Excellence Function will review action plans defined by Units and Solution
Groups, identify common needs, and will support Units and Regions to define or provide training
modules.
3.5.
Action plan monitoring
Updated status of action plan frame as defined in above 2.2 will be sent to Engineering &
Project Excellence Function as part of the Mid year review process end of October and end April.
4. Attached frames & templates

EMH 6-1001 : Substations Assessment Tool
EMH 6-1002 : EBOP & Industry Assessment Tool
EMH 6-1003 : Industrial process Assessment Tool

Page 10 of 10
GRID
HANDBOOK
AREA 6
SKILLS & HUMAN RESOURCES
Skills Assessment tool

Substations

EMH- 6-1001 V01
Page 1 of 6
GRID

EMH 6-1001 - Skills Assessment tool - Substations
APPROVAL
September 2011
Approved by
Verified by
Prepared by
Issue:
P BROSSIER
N ZECHES
C PIVOT
Name
Signature
Signature date
MODIFICATION RECORD
Issue
---
Modification
First issue
Date
09/2011

Page 2 of 6
GRID

EMH 6-1001 - Skills Assessment tool - Substations
CONTENT : Tabs
Skill Ranking Guide
General
HV design
LV design
Sum up
Mapping
Unit assessment
Skills action plan

Page 3 of 6
GRID
EMH 6-1001 - Substation skills assessment tool rev1.xlsx

GENERAL
LV Resources
Not enough resources to

perform ongoing project
Integrate in Resource management resources to


perform forecast project

perform forecast project and unit improvement action support other units
HV Resources




Register time spent on different tasks
Able to staff engineering team ( quantity and quality)

A process of consolidation of on going project work
A process of workload consolidation, integrating on
according to time schedule on each project, a process load and associated competences is established and going and Forecast projects and associated
of a task evaluation is established
updated in real time
competences is in place
Workload management
(ressources planning)
Subcontractors
management process
no subcontracting
In house subcontracting with a daily submission of

input data ( a daily price only )
Success in Subcontracting a design package : with

low added value in input data collection or input data
well known and mastered by subcontractors,
Mastering of Subcontracted package, in due time,

quality and cost controlled with input data frequently
revised or change due to context,
Local market multi client
Subcontracting a design package : with high added

value in input data collection, recording, and regular
review meeting
to check design progress
Regional market
Business profile
Reconduction
Local market single client
LV survey capability
Able to get necessary information to integrate an

independent new device or panel in an existing
substation ( experience based on current project) ex
for Remote end system : location of equipment, space
at disposal, environmental conditions ( aux, sources)
Able to get necessary information to integrate new

(protection) system in existing substation (old one or
done by others) , with a formalised process based on
previous experience : ( Check list : client procedure to
access on existing substation)
Able to get necessary information to prepare extension

of one or several bays in existing substation(old one
or done by others), with a formalised process : Able to
get from client staff pertinent information on as built
document, on operating modes,
Able to do survey in the frame of retrofit, with analyse

of impact of integration on new equipments in existing
system and able to prepare and stand up phasing step
, to identify and optimise outage ( avoiding unexpect
trip !!),
HV survey capability
Able to get necessary information to integrate an

independent new apparatus or panel in an existing
substation ( experience based on current project) ex
Additional line trap : location of equipment, space at
disposal for erection and maintenance, envir
Able to get necessary information to integrate new

system ( Transformer area ) in existing substation,
with a formalised process based on previous
experience : ( Check list : client procedure to access
on existing substation, List of data to be collecte
Able to get necessary information to prepare extension

of one or several bays in existing substation, with a
formalised process : Able to get from client staff
pertinent information on as built document, on
operating modes, on maintenance constraint,
Able to do survey in the frame of retrofit, with analyse

of impact of integration on new equipments in existing
system and able to prepare and stand up phasing step
, to identify and optimise outage ( avoiding unexpected
trip !!),
Substation apparatus
Global knowledge of main apparatus on substation :

knowledge of basic functions of main equipment
:CB,DS,ES,CT/VT,LA,Transf,Reactor,Capacitor, Line
trap and how are integrated such equipment in a
single line diagram.
Technological aspect of Substations :
AIS,GIS,COMPACT & an idea about equipment
dimensions and where they are positionned on a
layout
Level 1 +Knowledge of usual electrical & physical

characteristics of main equipment defined in data
sheet so, able to detect typing mistakes on electrical
characteristics or dimensions..
Able to select type of HV apparatus function of
substation architecture and customer requirement.(DS
pantog, CB single phase or multiphase control
reclosing)
Good knowledge of space required for their
maintenance & testing and installation (as per IEC
61936) & connection aspect (HV : connectors,LV
cable volume)
Level 2 +Mastering of main electrical & physical

characteristics of some of Substation equipment (CB:
using of closing resistor or RPH system, GIS cable
box, GIL ).
Able to prepare technical specification of main
substation apparatus Able to detect some out of range
requirement for mastered equipment.Knowledge of
typical test done on site for mastered equipment.
Able to interact closely with product engineers taking
into consideration associated performance/cost drivers
Suggest aternatives on specific areas : GIL versus HV
cables supported by economical functions integrating
global costing ( product, civil, erection..)
Level 3 +Mastering of main electrical characteristics of

all Substation equipment.
Able to detect out of range requirement for main HV
equipment.
Deep knowledge of cost lever and drive optimisation
process with product engineers in co-engineering
sessions.
Engineering Process
Existing process
Mapping of design process is supported by quality

procedure
Using of Indicators for process efficiency

measurement
Action plan for improvement
WORLD market MULTI CLIENT

HV DESIGN
Able to perform minor modifications from a layout

Level 1 + Able to prepare a layout from a sketch given
defined by others and to perform detailed design from at tendering stage. Able to define environmental
such layout
constraints ( safety distances, maintenance
requirements) regarding electrical parameter ( power
frequency, switching, lightning) and main items to be
located.
Level 2 + Able to prepare a layout and to propose

alternatives to optimise the Electro mechanical
portion, good mastering of EM design criteria and cost
impact of various parameters ( steel structure, over
head conductors sag acceptable for dead end gantry
calculations, LV cable length, erection time). Able
to calculate the protective distance of the surge
arrester to ensure a good location of equipment using
general rules on protection level
Able to perform minor modifications from a layout
Level 1 + Able to prepare a layout from a sketch given Level 2 + Able to prepare a layout and to propose
defined by others and to perform detailed design from at tendering stage. Able to define environmental
alternatives to optimise the Electro mechanical
such layout
constraints ( safety distances, maintenance
portion, good mastering of EM design criteria and cost
requirements : space for gas treatment plant, space
impact of various parameters ( steel structure, over
for GIS dielectric test ) regarding electrical parameter ( head conductors sag acceptable for gantry
power frequency, switching, lightning) and main items calculations, fluobloc, LV cable length,optimise
to be located. Able to coordinate space in GIS room
location of LCC and ctl cubicles, erection time). Able
for GIS/ Travelling crane / Ventilation duct / Lighting
to calculate the protective distance of the surge
system / access to maintenance of rolling access
arrester to ensure a good location of equipment.
door,
Able to choose basic material for fastening, grounding Able to specify adequate material used in Substation Good knowledge of HV material available on the
system, cable tray not specific to substation with some activities (strings, insulators,hv connectors). Able to
market and of the standards associated to. Able to
criteria (from the specification)
adapt a product description file. For example, able to compare material to identify deviation from contractual
select the good post insulator regarding conductor
spec and international standards and to choose the
connected to the top ( so able to made the necessary best adapted. Able to specify some simple HV
simple mechanical calculation),
Apparatus.
level 3 + Able to prepare a layout and to propose

alternatives to optimise overall substation( Electro
mechanical & Civil works ) portions, good mastering of
EM design criteria and CW costs ( concrete,
Ancillarie,)
Structures sizing
able to calculate manually load on foundation, knowing Level 1 + able check bolt / anchor bolt diameter
load on apparatuses terminals, able to calculate wind regarding tractive, shearing load. Manage calculation
pressure on different form, with wind speed as only
of apparatus support on dedicated tools.
input datawithout dedicated excel sheet..
Earthing Grid
Calculate the cross section of an earth conductor,

regarding material, type of connection, corrosion
protection, Know the name and dedicated sheet on the
dedicated international IEEE guide. Able to deal with
cross section and connector type to find optimised
solutions. Specify the necessary site measurements.
Level 1 able to selected proper soil model according

earth resistivity measurement. Able to manage Step
and touch voltage calculation with dedicated software
or "excel sheet".
Level 3 + Have manage calculation with not only the

national standard of your country. Give some
optimisation levers to the subcontractor ( structure
model ) to check that calculation subcontracted have
been optimised, to organise training, have manage
dynamic structures calculation.
Able to ensure a daily support on earthing calculation,
to organise training and to supervise a subcontractor.
Able to analyse site test earthing measurement
validity.
Connections strengths
Manage bare stranded cable design ( heating &

corona).
Level 1 + Able to calculate manually horizontal tractive

load on apparatus terminals, and then select correct
sag regarding clearance and apparatus terminal
withstand capability.
Layout Engineering
AIS
Layout Engineering
GIS
HV Material
Civil Work Design
HVAC + Services
(lighting, water
distribution)
Seismic
not able to choose HV

material
Level 2 + Able to manage gantry calculation on

dedicated software, define gantry parameter ( number
of panel...) in order to optimise the design. Able to
extract from strength connection calculation necessary
data - able to modelize the biphasic short circuit as per
IEC 865 recommendation.
Level 2 + manage short circuit current repartition
between network / substation earthing electrode,
according to the dedicated IEC standard ( name ?)
Able to find solutions in case of high soil resistivity
Level 2 + Able to define fully wind pressure,

temperature, maximum acceptable sag regarding
clearance and substation design. In order to make
efficient strength calculation in dedicated advanced
software
Able to calculate manually load on foundation,
Able to map civil work process, good understanding of Able to define Civil work intend, to do necessary
knowing load on apparatus terminals, able to calculate input and output documents, Able to do BOQ from pre survey and check feasibility (risk analysis covering
wind pressure on different form, with wind speed as
analyse of tender documents
drainage, flooding, soil investigation,,), to check sizing
only input datawithout dedicated excel sheet, able to
note, and execution dwg to detect over and under
check that civil work guide dwg constraints have been
sizing,
taken into account. Able to
Able to define heat dissipation for electromechanical Able to understand and comment flow chart ( PID) for Able to specify systems and to check calculation
equipment supplied ( data base or calculation), Able to HVAC system and other system ( raw water, fire
notes, specification, and execution drawings
define basic consumption of systems (lighting, water, fighting, ,,) , able to check lighting calculation notes
,,,)
Have some ideas about qualitative impact of seismic manage some static seismic calculation on post
Level 2 + have manage some dynamic seismic
data on sizing of supporting structure, on LV cubicle,,, insulator, steel structures, Building.
calculation. Able to modify model to reach value (
damping & frequency) measured on labs and then
increase the model accuracy.
level 3 + Able to prepare a layout and to propose

alternatives to optimise overall substation( Electro
mechanical & Civil works ) portions, good mastering of
EM design criteria and CW costs ( concrete,
Ancillaries,)
Able to propose best alternative to clients. Able to

handle rationalisation and standardisation actions.
Level 3 + Able to ensure a daily support on

connections strengths calculation, to organise training
and to supervise a subcontractor. Able to optimise
solutions.
Able to find the best technico-economic solution, to
supervise CW subcontractors, to develop the return on
experience in order to enhance Areva practices. Good
knowledge of the electromechanical principles and
constraints.
Able to improve design process in HVAC and
services, and to find innovative solutions to optimise
the systems,( lighting with LED, ,,,)
Able to perform seismic calculation and to supervise
subcontracting studies. Able to validate the studies
done by equipment suppliers and able to defend the
System solution to a client.

LV DESIGN
Able to design Schematics and cable synoptic using

principle diagrams .
Able to choose some individual component used for

control system with some criteria (from the
specification)
Able to specify adequate individual component or

system ( event recorder, counting system ,,) . Able to
adapt a product description file.
CTs / VTs
Knowledge of the CTs/VTs design principles

Knowledge of the different classes of CTs.
Able to perform CTs/protections compatibility

calculation notes, knowledge on sizing criteria
(application of formula given by Protection suppliers)
Protection System
Knowledge of Micom range main protective relays.

Able to understand protection policy on a SLD.
Able to do relays settings notes , and to enter settings Trouble shooting analysis capability.Able to design a
value,
protection system for any type of substation and to set
a setting policy
DCS
Able to establish a Data list and to select the number

of I/O cards
Able to choose protection relays with required options

and to fulfil technical sheets (Cortec : relay description
and options) with specific attention born on relay
sensitivity , Able to define I/O configuration of
protection relay, able to reconduct settings notes
Able to check the system architecture and function
definition from the supplier.Able to translate
contractual requirement in a functional analysis
adapted to DCS and knowledge on DCS product and
automation interfaces
Telecom
knowledge of different telecom interfaces for each

technology (PLC, Microwave, OPGW)
Auxiliary services
Able to draw a SLD.and knowledge on product used,

and basic electrotechnique rules apparent power,
power factors ,,,
System Studies
Ferranti effect evaluation, shunt reactor localisation

and sizing.
level 1 + able to carried out resonnance studies in

substation ( typicaly insulated cable - power
transformer - generator). Able to evaluate typical TOV
on network ( load rejection, ground fault) . Able to
carried out insulation coordination studies for voltage
up to 245 kV according IEC 71-2, with excel or sililar
tools.
level 2 + Able to perform some transient studies(

lightning & line energization & transformer
energization) with dedicated tools ( EMTDC,
EMTPRV, ATP), and the dedicated statistic analysis.
Able to perfort 50Hz studies ( load flow & short circuit)
with a dedicated tools.
LV Material
not able to choose LV

material for control system
Able to transform contract requirements in principle

diagrams, good knowledge of the whole substation
process for AIS & GIS substations.
Good knowledge of component and Systemsl
available on the market and of the standards
associated to. Able to compare material to identify
deviation from contractual spec and international
standards and to choose the best adapted.
Able to find best CT/protection relay optimised
solution (sensibility to CTs cost).Able to question
formula difined by protection manufacturers
Initiation : able to understand: SLD, Schematics,
Conventional Design
Able to do optimisation taken into account impact of

principles on security and availability performances
and to perform fault analysis.
Able to propose best alternative to clients. Able to
handle rationalisation and standardisation actions.
Able to stand up for Areva optimised Solution.in the

frame of transverse group expertise
Able to define a system architecture . Able to define Expert knowledge + experience on different systems.
validation plan and to supervise the factory and site
testing or to perform system configuration. Able to
identify deviations. . Has a good knowledge of
communication protocols and can manage the
interfaces between systems and Automation.
knowledge of different digital telecom principles and of Able to validate an offer and to manage interfaces with Able to describe an architecture and to specify
the advantages/drawbacks of each technology SDH
telecom supplier.
telecom system.
PDH ,,)
Able to define AC&DC change over principles, to
Able to perform complete electrical distribution studies Able to take into account issues linked to load transfer
define input data to perform SLD and balance of
with selectivity, cables rating, batteries and rectifiers
and load acceleration in case of Diesel generator used
power calculation .
specification and ratings following various standards : as back up source. Able to optimise the solutions
IEC, IEEE, ANSI .
choosing the most adequate equipment and material.
level 3 + able to carried out studies for typical evens of
IEC 71-4 table 2. Able to ensure daily support and
training on load flow and transient analysis for "level 2
" peoples
HANDBOOK
AREA 6

EBOP

EMH- 6-1002 V01
Page 1 of 6
GRID

EMH 6-1002 - Skills Assessment tool - EBOP
APPROVAL
September 2011
Approved by
Verified by
Prepared by
Issue:
P BROSSIER
N ZECHES
C PIVOT
Name
Signature
Signature date
MODIFICATION RECORD
Issue
---
Modification
First issue
Date
09/2011

Page 2 of 6
GRID

EMH 6-1002 - Skills Assessment tool - EBOP
CONTENT : Tabs
Skills Ranking Guide
General (Excel template - not printed)
BOP & Industry activities (Excel template - not printed)
Main Typical knowledge list (Excel template - not printed)
Secondary activities (Excel template - not printed)

Mapping (Excel template - not printed)
Unit assessment (Excel template - not printed)
Skills action plan (Excel template - not printed)

Page 3 of 6
GRID
EMH 6-1002 - EBOP Skills assessment tool rev1.xlsx
GENERAL
0
BOP Resources

Workload management

Register time spent on different tasks


review meeting to check design progress
Regional market


procedure

measurement
Subcontractors
management process
no subcontracting

Business profile
Reconduction
Engineering Process

Existing process

BOP & INDUSTRY ACTIVITIES
Concept Design
Initiation : able to understand: SLD for the main plant,

main function identification linked to the plant with
associated MCC and load lists( Water treatment, fuel
system, Cooling system, boiler function, feed water
pump system , ash handling when relevant etc ) ,
Feeder types (motors, electro valves, sub distribution
boards...), main equipments Generator with it neutral
system, Coupler ( if any ) Step up transformer, Unit
transformer, starting transformer, IPB and MV / LV
boards
Knowledge of various voltage levels required for the

system .Able to develop SLD,based on the load list,
able to identify missing main systems or consumers
based on previous experience. Able to manage
consumer lists with main electrical characteristics
integrating starting current, operating mode (
intermittent, Permanent..) Should be in a position to
define the basic switchgear ratings at various levels.
Shall be in a position to define the DG set requirement
( in matter of reloading steps and attached loads : ) .
Able to optimize the design taking into consideration of

load center, cabling requirements. Able to MV:LV/ Dc
distribution : size transformer taking into account
balance of power and to define transformer reactance
in order to allow starting of main motors and limit peak
value of short circuit current on Distribution boards .
Should be in a position to check the fault current
requirements manually at various levels, and
minimum voltage at Motors terminals during start up
and knowledge of the product available in the market
to meet the requirement and size Power cables
network.
Should be able to perform the short circuit , load flow

and voltage drop study on advance tools to optimize
power cables cross section, to define IPB
characteristics and global Electrical distribution.
Should be able to perform simulation of slow transfer
studies and check re acceleration of running loads in a
time acceptable for the process. Able to select step up
transformer Ratio to optimize active and reactive loads
delivered by the Generator based on stability limits
and generator diagram P/Q.
definition. (Able to identify equipment generating
harmonics and to get data to be used for Harmonic
mitigation filters.Knowledge about VAR compensation
Able to understand harmonic mitigation calculation
and VAR compensation for industry project )
Plant Protection
system
Knowledge of protection systems dedicated to

Able to choose protection transformers and MV
Transformer and MV motors.
Motors relays with required options and to fulfill
Able to understand power plant protection policy on a technical sheets with specific attention born on relay
SLD .
sensitivity , Able to define I/O configuration of
protection relay, able to do settings notes for MV
distribution. Able to carry out coordination studies for
MV switchgear
Basic understanding of the Clients requirements and Able to define the switchgear with various types of
able to prepare a technical specification for the
loads/feeder types.
potential suppliers.
Good knowledge of various types( forms as per IEC
Good mastering of LV standards including testing
60 439-1) of switchgear in the market and able to
standards linked to LV equipments
select the required type according to contractual data
Skills lgrade 1 for 1to 4,6 to 14,16 to 21,27,29 to31,34 and requested functions .
to36
Able to check LV Switchgear inspection procedure:
and grade 2 for 5,25,26,28,32,33?37,39,40
SKILLS same as above with in addition grade 1 for
15,17,22,23,38 and grade 2 for
1,2,6,7,8,10,11,12,16,19,20,21,24,29
Knowledge of Generator, operation and stability limits

(generator diagram P/Q)
Knowledge of Generator protection policy and
protection action.
Able to choose generator protection relays, to do
associated coordination studies and to do associated
settings notes.
Good knowledge of components (contactors,swiches,
fuses, MCCBs, MCBs etc)/relays available on the
market and of the associated standards to make the
most cost effective solution to the system.
Able to define for LV network selectivity studies
Able to develop the typical schemes for the various
type of feeders and to review the detailed schemes
from the suppliers.
Define the interface requirements with the DCS and
other local control systems..
all skills grade 2 except grade 1 for 41 and grade 3 for
6,7,8,10,11,12,20,21,40
Trouble shooting analysis capability.

Able to design a protection system for any type of
plant and to set a setting policy
Basic understanding of the Clients requirements and

able to understand a technical specification from
transformer' suppliers: covering oil immersed and dry
type
Skills grade 1, for all knowledges except 8 to
10,12,13,16,17,18,20,21,24 where no specific
knowledge required
Good understanding of the hot spot and the

temperature rise defined in IEC with reference to the
ambient defined for the specific project.
Some knowledge of Transformers IEC standards
including testing standards, so able to check testing
procedure
Able to understanding of the AVR function and shall be
in a position to define the AVR control interface.
Integration of harmonic constraints in transformer
specification
Skills as per level 3 and in addition Grade 2 for skills
20,21 and grade 1 for 21
Good knowledge of Transformers IEC standards

including testing standards, so able to validate testing
procedure
Some Knowledge of cost lever of transformers :
impact of noise level limitation on Transformer ,
impact of Reactance on transformer cost, impact of
tap changer.
Good knowledge of impact of harmonic constraints on
transformer sizing
Skills as per level 3 and in addition grade 3 for
skills1,3,4,6,7,9,10,13,17,18,20 to 23 and grade 2 for
skill 24
LVSWGR
Transformers
specifications
Able to do general specification for transformer

supplier based on contract and specific calculation
done for the project .
Good understanding on the transformer accessories
(purpose and cost impact), CTL basic function
checking (coolling, Monitoring)
Skills grade 2 except skills 2,5,12,19 to 21where
grade & is enough and no skills 24
Able to anticipate the load growth based on his past

experience and forecast necessary design spare in
switchgear to avoid reworks (redesign and
remanufacturing ) in a most optimized way. Able to
coach people carrying out the selectivity notes and
relay settings for the entire switchgears with proper
discriminations on the settings.
All skills grade 3 except grade 2 for 41
0
IPB
SPBD & NSPBD

able to understand a technical specification from IPB'
suppliers. Able to draw on overall layout IPB routing
for general coordination purpose : typical knowledge
grade 1 : 1, 2, 3, 5, 6, 11, 15, 20,21
Able to do general specification for IPB supplier

based on contract and specific calculation done for the
project and review general offer
Good understanding of ANSI and local standards
applied to IPB design and test
typical knowledge of grade 1 here above + :
7,8,9,10,12,13,14,16,17,18,22,24,27 and grade 2 for
25,26

able to understand a technical specification from
SPBD or NSPBD' suppliers. Able to draw on overall
layout bus bar routing for general coordination
purpose : typical knowledge grade 1 :
4,5,6,10,11,13,16,17 and grade 2 for 12
Good knowledge of IPB technology : dimensions of

IPB function of Nominal voltage and nominal current
rating.
Able to do a pre design of IPB layout and to define
interface with all main items : Transformers, VT
cubicles, Excitation transformers, Generator neutral
cubicle
Knowledge about grounding of IPB systems. All above
typical knowledge + grade 2 for skills1, 2, 5, 6, 11, 15,
19, 23
Able to do general specification for BB supplier
Good knowledge of BB technology : dimensions of BB
based on contract and specific calculation done for the function of Nominal voltage and nominal current rating.
project and review general offer
Able to do a pre design of BB layout and to define
Good understanding local standards applied to BB
interface with all main items : Transformers, MV
design and test
cubicles or LV PCC.
typical knowledge of grade2 for all knowledges
Typical knowledges garde 2 except for Knowledge 11
except grade 1 for 1,2,3,910,11,13,14 and no skill
grade 1 is enough
required for knowledge 3
4
Good mastering of IPB technology and able to
benchmark potential suppliers and aware of specificity
of high carrying current connection (checking of braids
connection silver plated), able to check
electrodynamic constraints indicated by IPB supplier
grade 3 for all typical knowledges except 4,20 where
skills grade 2 is enough
Good mastering of BB technology and able to

benchmark potential suppliers and aware of specificity
of high carrying current connection (checking of braids
connection silver plated), able to check
electrodynamic constraints indicated by BB supplier
Typical knowledge grade 3 is expected but grade 1 for
11 is enough
Cabling activities
Initiation : Able to prepare routing of all type of cables Good mastering of power cable sizing criteria and
from MV to control & measure cables. Typical
able to choose cable routing to reduce derating
knowledge grade 1 except for skill 1 where grade 2 is factors. Good knowledge of power cable termination to
required
perform erection drawings.Typical knowledge grade 2
except for skills 4&5 where grade 1 is enough
Able to manage all cabling activities and cable

specifications.Good knowledge of control & measure
cables block diagrams, so able to prepare global
cable spiders, able to do all cable specifications and
calculation and so able to do pre ordering of power
and control & measure cables.Typical knowledge
grade 2
Expert in cabling activities, : Able to do optimization of

cable sizing and able to train peope on such
activities.Able to launch some standardization
covering cable specifications ( rationalization),
Optimization levers (minimize power cable derating
factors,integration of economical functions to optimize
cost of cable and limit cost of erection), Launch some
optimization of Control & measure cabling activities to
reduce erection time ( economical functions to decide
of need to introduce regrouping boxes), mastering of
calculation methods and associated tools
Typical knowledge grade 3
Industry specific skills
Initiation : Basic knowledge on power factor

improvement methods, electrical motors starting
methods,speed controlling systems.Knowledge about
equipment generating harmonics.So will be able to do
single line diagram for industrial activities under
supervision of level 2 designer and will be able to do
installation drawing of packaged equipment
associated to:
Knowledges grade 1
Able to specify and define power factor improvement

system, motor starting and speed controlling systems,
and harmonic filters for industrial market.Good
knowledges about installation condition of such
equipments
Typical knowledges :grade 1 for 3,4,5,9 and grade 2
for 1,2,6,7,8,10
Expert in power factor improvement system, motor

starting and speed controlling systems, and harmonic
filters definition.Can do, and teach.
Typical knowledges :grade 3
Able to specify and define power factor improvement

system, understand motor starter operating principles
(but not able to define it ), able to do schematic
diagrams of starting system.Able to request input data
to define Harmonic filters Good knowledges about
installation condition of such equipments
Typical knowledges :grade 1 for 3,4,5,9, and grade 2
for 1,2,6,7,8,10
HANDBOOK
AREA 6

Industry Control Systems

EMH- 6-1003 V01
Page 1 of 6
GRID

EMH 6-1003 - Skills Assessment tool - Industry Control Systems
APPROVAL
September 2011
Approved by
Verified by
Prepared by
Issue:
P BROSSIER
N ZECHES
C PIVOT
Name
Signature
Signature date
MODIFICATION RECORD
Issue
---
Modification
First issue
Date
09/2011

Page 2 of 6
GRID

EMH 6-1003 - Skills Assessment tool - Industry Control Systems
CONTENT : Tabs
Skills Ranking Guide
General (Excel template - not printed)
Industrial process (Excel template - not printed)
Mapping (Excel template - not printed)
Unit skills assessment (Excel template - not printed)
Skills action plan (Excel template - not printed)

Page 3 of 6
GRID
EMH 6-1003 - Industrial process CS Skills assessment tool rev1.xlsx

GENERAL
0
BOP Resources
Workload management
1
0 Register time spent on different tasks
Subcontractors
management process
no subcontracting
Business profile
Engineering Process
Reconduction

0 Existing process
2


procedure

review meeting to check design progress
Regional market
measurement


INDUSTRIAL PROCESS
Understanding of
Process &
Implementation of
control
No skills on such matter
Basic understanding of PID & control requirement in

process industry
Able to understand Operation & Control philosophy
from customer/ OEM
Should have exposure to design of Control cubicles
(CPU, RIO & networking) / desk (GA, Schematics)
Able to write "Functional Design Specification"

(FDS)/ Control philosophy
Able to prepare control logic blocks based on control
philosophy
Ensure Electrical/ Process safety interlocks through
software logic/ hardware schemes
Verification/ optimisation of Control desk/ cubicles
(CPU, RIO & networking panels)/ marshalling panels
Selection of
Hardware/Software
Platform
Basic understanding of System architecture, Local &

Remote I/O's and other hardware components
Basic understanding of redundancy across CPU, PS,
Network, I/Os, HMI levels
Able to prepare automation architecture based on

process & control requirements
Able to select system components to meet
redundancy requirements of Automation system
Networking&
Communication
components
Basic knowledge of common communication

protocols (Electrical & Process)
Basic knowledge of Networking components like
Switches/ converters/ gateways/ Comm. Cables (FO/
Cu)/ Firewall/ Routers etc.
Interfacing with
Electrical & other
systems
Basic knowledge of common communication

protocols used for third party communication
Basic knowledge of typical interface signals with
Electrical systems (Hardwired/ networked)
Basic knowledge of Energy Management System
3
Thorough knowledge of Programming languages
(e.g. Ladder / FBD/ SFC/ STL), to implement control
logic requirement for the process
Able to optimise use of programming languages
based on Discrete/ Continuous/ Batch processes
Distribution of Control cubicles (CPU, RIO &
networking)/ marshalling panels/ UPS cabinets to
minimise control/ power cabling
4
Process & control expert
Experience working on multiple platforms of PAC/
PLC & HMI systems
Experience of working in multiple process industries
(e.g. Metals, Material Handling, Infrastructure-Airports/
Seaports, Process- Glass/ Cement)
Able to do hardware detailed specification and

optimise solutions offered by different vendors
Optimisation of redunant hardware/ software
components as well as networking accessories for
cost reduction and convince customer on these
aspects
Able to identify and select protocol depending upon Able to select field equipment based on defined
type of interface and control requirements
Electrical/ Process or Fieldbus protocols
Knowledge on Fieldbus protocols (e.g. Modbus RTU, Able to implement FO communication infrastructure
Profibus, HART, FF, Devicenet, CANOpen..etc.)
(incl. selection of SM/ MM components)
Knowledge of specialised communication structure
Able to validate Main and backup communication
(i.e. VSAT/ GSM/ GPRS/ Radio Modem/ Microwave) networks (e.g. Main FO, backup Wireless...)
Selection of appropriate network switch (FO/ Cu)
configuration as per System architecture & no. of
devices
Able to interface between Level-2 (Process bus) and
Level-3 (MIS) through use of necessary Firewalls/
routers for security
Thorough understanding about selection of Control

system hardware/ software from different global
vendors
Able to identify and select protocol depending upon

type of interface and control requirements
Able to define typical interface signals with Electrical
systems for each type of feeder
Interface expert
Should have hands on expertise in engineering &
commissioning of different third party links with DCS
or PLC/ HMI systems
Able to supervise specific protocol converter
development for the interfaces
Able to communicate with electrical devices

(numerical relay, HV/ MV/ LV board panels, etc) and
control devices (valves positioners, solenoids,
breakers etc.) from the offered system
Able to implement communication between two
different control systems
Able to validate HV/ MV/ LV schematic diagrams &
Emergency Gensets from interfacing perspective
(Hardwired/ Networked)
Identify additional automation hardware (Gateway/
Converters/ Firewall) for bridging Electrical & Process
Automation
Able to define Energy Management methodology
(Priority/ Non Priority loads) based on Process
requirement
Interface with State utility through Electrical
communication protocols (IEC) Specially for Powergen
projects
Communication & networking expert

Should have hands on expertise about handling
Industrial Automation system using multiple Electrical/
Process/ Fieldbus protocols
Able to calculate/ optimise bandwidth utilisation
across various communication networks
Operation & control
Basic understanding of Human Machine Interface

(HMI), graphics and mimics used for replication of the
process
Idea of color codes & symbols used in Process/
Electrical industry as per International Standards
Basic understanding of Alarm/ Events/ Trends
Basic understanding HMI Server & client concepts
Able to define criticality of alarm & prepare alarm list

Able to define HMI view principles (trend/ history,
reporting & archiving requirement) from operation
point of view
Able to understand HMI tag database hierarchical
structure and linking to Process variable
Able to identify the requirement of operating modes Operation expert

(Auto/ Manual) and sequences involved in different
Should have hands on experience working in the
processes
process industry in operation & maintenance
Able to define security levels of operations
Able to define/ optimise HMI tag database to fit no. of
tags & to meet performance parameters such as
Display refresh rate, status update rate/ command
execution time etc.
Able to define Shift/ Monthly/ Annual and special
reports as per customer requirement
Able to troubleshoot System hardware/ software &
communication issues based on HMI error messages
Able to archieve Process database including trends/
alarms/ events
Testing Methodology
Clear concept of MQP for automation hardware

Basic knowledge of Type tests & routine tests for
Automation hardware including cabinets
Basic knowledge of pre-FAT / Prototype
communication tests for integrated system
Able to write the test procedures with test sheets for

FAT / SAT
Able to co-ordinate integrated FAT including
hardware/ software from 3rd party
Instrumentation &
Regulations
Basic understanding of field instrumentation

(transmitters, I/P converters, valves etc.)
Assitance in
Commissioning
Able to co-ordinate/ perform start-up activities (loop

testing, power-up of the system, etc.)
Co-ordination for submission of O&M manuals
Able to select the instruments based on process

requirement and technical specifications provided by
the instrument vendors
Should be able to supervise cold commissioning
activities (no-load operation)
Able to conduct customer training about offered
Automation system
Able to setup for the integration testing including

hardware/ software interfaces for 3rd party eqpt
Should lead during FAT / SAT activities to take the
system clearance from the customer / consultants /
inspecting agency
Co-ordinate for implementation of customer punch
points during FAT/ SAT
Able to optimise the selection of field instruments to
reduce the project cost vis--vis technical
specifications
Can handle on-load trials (hot commissioning) and
implementation of sequences in the process
Validation & testing expert

Should have carried out alpha / beta testing
Able to certify and comment on the testing report of
the vendors (including simulator part)
Able to perform networking interface of field

instruments with the system on fieldbus protocols
Should able to take overall charge of the
commissioning activities from the start, till the final
handing over of the system (after solving the punch list
points)
HANDBOOK
AREA 7
PERFORMANCE MONITORING
Engineering Process
Key Performance Indicators
EMH 7-10 V01

Page 1 of 16
GRID

EMH 7-10 - Engineering Process Key Performance Indicators
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.BROSSIER
N.ZECHES
C.PIVOT
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
--
First issue
Date

Page 2 of 16
GRID

TABLE OF CONTENT
1.
INTRODUCTION ....................................................................................................... 4
2.
KEY DRIVERS FOR ENGINEERING PERFORMANCE .................................................... 5
2.1.
Customer expectations ..................................................................................................................5
2.2.
Engineering efficiency ....................................................................................................................5
2.3.
Value engineering ..........................................................................................................................5
3.
KPIS STRUCTURE .................................................................................................... 6
4.
TYPICAL METRICS .................................................................................................... 7
4.1.
On-Time delivery ...........................................................................................................................7
4.2.
Responsiveness & Document revisions ...........................................................................................9
4.3.
Waste : Reworks or Non quality cost ...........................................................................................11
4.4.
Engineering resources..................................................................................................................13
4.5.
Design rationalisation ..................................................................................................................14
5.
ENGINEERING KPI SCORECARD ............................................................................. 15
5.1.
Unit- vs. Project-Level performance scorecard .............................................................................15
5.2.
Red Lines .................................................................................................................................16

Page 3 of 16
GRID

1. Introduction
Although representing a rather small share of overall project costs, Engineering bears a strong influence
on project costs, lead time, and customer satisfaction.
Figure 1 - Engineering influence on overall project (illustrative)

Engineering process performance is therefore reflected by its efficiency (waste avoidance, re-use and
application of standards, value engineering) and its effectiveness (fulfilment of customer needs, Quality,
manufacturability).
Key Performance Indicators (KPIs) are commonly used by an organization to assess and monitor its
overall performance, or the success of a particular activity. Selected indicators will have to reflect what is
important to the organization and its customers.
Key performance drivers in Alstom Grid Project business are centred on
Time management / on-time delivery
Budget predictability and deviations
Risks control
Partners and interfaces management
Adequate resources allocation
Non conformances and site issues
Design to cost
The purpose of the present document is:
a) To present key drivers to select relevant indicators,
b) To standardize KPI structure and definitions
c) To define typical set of metrics to be implemented by Units to monitor their process
1.1.
References
[1] PMH 004 Levels of requirements for project execution [Grid PMH 0-04]
[2] PMH033 Key milestones follow-up [Grid PMH 3-03]

Page 4 of 16
GRID

2. Key Drivers for Engineering Performance

Key drivers will be aligned with Business value and therefore focused on Customers expectations,
engineering efficiency and value engineering. Associated KPIs can be considered as project indicator
(to measure project health and progress), or can be aggregated at unit level to provide process
metrics (to monitor improvement of particular process areas, or overall process effectiveness).
2.1.
Customer expectations
Taking into account Customers expectations, engineering KPI should measure performance in matter
of:
Delivery Time: projects generally face a high risk of delay if related documents and designs
are not performed in line with global time schedule provided that baseline time schedule
was defined to properly reflect execution program
Quality: Customer is expecting products and systems complying with contractual documents;
such non-quality metric is covered at project level with NCR and/or CCHS tools.
Responsiveness : fulfil expectations in response to Customer comments
Avoiding waste of time & reworks for Customer & Consultant by limiting number of
revisions per document, which generate review overhead on client side
2.2.
Engineering efficiency
Pure measurement of productivity improvement is not an easy task to perform in a project

environment with limited business repeatability, whence a lot of parameters impact significantly
engineering time or workload: Customer/ Consultant relationship, Customer mix, market segment,
project size, supply scope (single vs. multiple sites or voltage levels), Contract specification (restrictive
vs. open), Project lead time, Technical scope (e.g. remote works, civil works), Technology impact (GIS
vs. AIS), Industrial setup or delivery model1
The main efficiency indicators for execution will focus on waste, and the achievement of the expected
workplan as defined at tender stage.
Waste: measure of all reworks linked to engineering (non-quality impacts) and not only pure
engineering reworks (see above Figure 1 Who casts the biggest shadow)
Design cost :Time spent versus initial budget
Optimized use of resources to avoid bottlenecks (measured partly through on-time delivery),
and to avoid frequent de/re-allocation of resources
2.3.
Value engineering
The approach is to propose cost reduction / optimisation without compromise of specification and
quality through rationalization and standardization levers
Optimization of solution : Savings recorded in Budget Deviation Register (see PMH041)
when optimization done in execution phase
Streamlined or standard material and or solution: measure the capacity of engineering
team to reuse technical solutions, modular design, standard solutions or templates or
streamlined equipment.
This type of productivity indicator is typically suitable for focused improvement initiatives (process steps, project type)
and will translate into an adjustment of the tender calculation tool.
Page 5 of 16
GRID

3. KPIs Structure
A KPI should follow the SMART criteria. This means
the measure has a Specific purpose for the business,
it is Measurable -by nature- with a clear methodology,
the defined standards have to be Achievable,
the improvement of the KPI has to be Relevant to the success of the organization,
it must be Time phased, which means the value or outcomes are shown for a predefined
and relevant period.
Below is a typical template for KPI definition
Name & purpose
KPI owner (responsible for recording and
follow-up)
On project
Consolidation at unit level if applicable
Elaboration or calculation
method/rule
Target value should be
achievable
Recording frequency
Lifecycle : when the data start
/stop being collected
Comment if relevant
(application note,
implementation guideline..)
Sample of display format

Figure 2 - KPI definition ID card

Page 6 of 16
GRID

4. Typical Metrics
Unit KPI scorecard should be designed with balanced indicators to avoid side effects, and recognise the
process overall performance in matter of time, efficiency and quality
4.1.
On-Time delivery
Depending on their process and available tools, units should implement at least one of the
following Metrics
KPI labelling
Internal Milestones management : TM1/TM2
Time management
Objective of KPI
To measure on-time delivery of documents and Purchase requests, focusing on
critical milestones, documents or equipments.
KPI Recording
responsible
a) Project Engineering Manager
a)On project
b)Engineering Process owner
b)Consolidation
Nb milestones achieved on time
Calculation method
TM1
Nb milestones due complete in the period
or KPI elaboration
TM2
Target value
Recording
frequency
Life cycle time
late milestones & delay defined as per PMH033[2]:

milestone late if actual date > baseline date ;
delay = (actual date - (baseline + float))
Ultimate TM1=100% and TM2=0 days, target to be fixed for next 12 months based
on today assessment
On project monthly record
Consolidated on monthly base displayed on 12 rolling months
At project level up to passing all milestones
At Engineering department level : a project is removed from scope, 1month after
all project milestones passed
Milestones defined in coherence with [2]; Key milestones for main doc deliverables
to be agreed with planner & PM. Preferred milestones will be based on criticality
for/from partners and with minimum float.
Easy to implement
Illustration :
Project on-time management

100%
10
80%
60%
40%
20%
0%
0
Jun
10
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
10 10 10 10 10 10 11 11 11 11 11
%milestones on time

Page 7 of 16
Mean delay days
GRID
mean delay (days)
Comments
Sum of delays (days)

Nb milestones where delay

KPI labelling
Objective of KPI
KPI Recording
responsible
a)On project
b)Consolidation
Calculation method
or KPI elaboration
Target value
Recording
frequency
Life cycle time
Comments
Progress curve : PM1

(for mature engineering process)
To measure performance in matter of project management by engineering physical
progress recognition measured compared to baseline
a) By leader of each activity ; consolidated for the project by Project Engineering
Manager
b) N/A
Physical progress curve
Compared to baseline
PM1
Minimum deviation between actual and baseline curves.

Act on ongoing trend curve to recover delay when required
On project, minimum monthly frequency or more function of project strategy /
criticality
Consolidation : not applicable2
Recorded on project up to Taking-Over Certificate
S-curves applicable for mature units only, able to provide a realistic baseline.
Provisional drawing list with expected first submission dates and expected approval
date will be as precise as possible to define an initial Baseline progress curve.
Progress on deliverables submission / lifecycle should be followed on weekly basis,
while Physical progress curve may be computed on monthly basis.
Physical progress recognition rules will be agreed by PM ; Unit should develop typical
guideline to define how physical progress is recorded (e.g. 60% at submission, 80%
upon re-submission following comments, 100% at approval).
Following is an example of format physical progress S curve (developed for ERT
according to EN-I-048F RevA)
15%
100%
14%
90%
13%
12%
80%
11%
70%
Cumulated Progress
Monthly Progress
10%
9%
60%
8%
50%
7%
6%
40%
5%
30%
4%
3%
20%
2%
10%
1%
0%
08-09
09-09
10-09
11-09
12-09
01-10
02-10
03-10
04-10
05-10
06-10
07-10
08-10
09-10
10-10
11-10
12-10
01-11
02-11
03-11
04-11
05-11
06-11
07-11
08-11
09-11
10-11
11-11
12-11
01-12
02-12
03-12
04-12
05-12
06-12
07-12
08-12
09-12
0%
PLANNED / Month
ACTUAL / Month
FORECAST / Month
PLANNED Cumulated
ACTUAL Cumulated
FORECAST Cumulated
Cut-Off Period
Possibly, a consolidation of the deviation to baseline could be considered, however complex to interpret

Page 8 of 16
GRID

4.2.
KPI labelling
Objective of KPI
KPI Recording
responsible
a) On project
b) Consolidation
Calculation method
or KPI elaboration
Responsiveness & Document revisions

Comment answering : CR1/CR2
Responsiveness to Customer
Measure the average response time to Customers comments towards submitted
technical documents, and highlight outstanding overdue answers
a) By leader of each activity ; Consolidated for the project (including Partners) by
Project Engineering Manager
b) By process owner (average response time)
(Answer date - Customer letter receipt date)
CR1
Nb of answered Customer letters
calculated based on answered comments over the past 12 months

CR2 = Nb of outstanding replies to customer comments, by ageing category :
Category 1 = outstanding <T2 (on time)
Category 2 = overdue replies below T3
Category 3 = overdue beyond T3
Where:
T2: later contractual date for response time
T3: threshold to highlight unacceptable late answer (usually T2 + 3 weeks)
Target value
Ultimate 2 weeks or better, function of contractual requirements
Recording frequency On project monthly record, recommended fortnightly ;
Consolidated on Monthly base
Life cycle time
Up to end of execution phase (end of erection & commissioning)
Comment
Responsiveness recommended if project complexity (as per [1]) is Full Set
For units working with a DMS, easy to implement
Output example for CR2 using categories for involved parties :
Pending & overdue comments - total = 104
30
25
20
10
15
in process
10
10
2
4
4
2
2
4
1
3
Primary
Secondary
CW
GIS
PTR
AUT
10
late >35d
late 21-35d
A trend curve over the past months should also be displayed :

Outstanding customer comments trend
180
160
140
120
100
80
60
40
20
0
120
78
29
3
10
51
2
12
60
8
13
5
22
118
110
33
72
15
4
20
5
25
61
82
97
2
18
66
10
34
45
27
20
40
62
52
pending
55
late 21-35d
21
28
09-10 10-10 11-10 12-10 01-11 02-11 03-11 04-11 05-11 06-11 07-11 08-11 09-11
Problems of responsiveness, if any, should trigger an action plan.

Page 9 of 16
GRID
late>35days

KPI labelling
Objective of KPI
KPI Recording
responsible
a) On project
b) Consolidation
Calculation method
or KPI elaboration
PI1
Right first time
To get approval of document at the first revision.

b) Engineering Process owner
% of document approved with comment (A1 status) on first revision, thereby
allowing manufacturing and/or erection
Nb documents approved (A1) at first rev.
PI1
Nb documents sent for approval
Target value
TBD according to current status ; typical 10% improvement/year on execution drawings
Recording frequency On Project : Quarterly record
Consolidated once per semester
Life cycle time
At Project level : up to end of execution phase (all document on site)
At Engineering department level : all active projects (project removed at the end of
commissioning phase)
Comment
For units working with a DMS, easy to implement.
Indicator well suited for units working on local market with good knowledge of
Customer habits & expectations.
For units working on worldwide market, information about average nb of revisions to
obtain approval could be used to more accurately measure progress (see PM1 &
physical progress recognition rules)

Page 10 of 16
GRID

4.3.
KPI labelling
Objective of KPI
KPI Recording
responsible
a) On project
b) Consolidation
Calculation method
or KPI elaboration
Target value
Recording
frequency
Life cycle time
Internal design Reworks WR1

Waste at design stage
To reduce rework in design phase impacting engineering productivity.
Measure of % of rework (made necessary for Alstom Grid liability) that could not be
claimed to partners, suppliers or customer.
Leading to waste of engineering resources

WR1
equivalent days of reworks

days of design activity on same period
Less than 10%

On Project : monthly record
Consolidated monthly & displayed over 12 rolling months
At project level up to end of commissioning
At Engineering department level : all active project
WR1 is time consuming to capture but it is a way to identify direct waste in design and
work on relevant improvement plan to reduce reworks and save resources. Individual
reworks shall be classified by root cause to enable analysis and prepare improvement
plan at engineering department level.
Requires typical template/tool to record all engineering reworks at project level
Comment
Waste : Reworks

Page 11 of 16
GRID

KPI labelling
Objective of KPI
Reworks linked to engineering WR2

Waste measured on site
To measure the capacity of engineering team to deliver design in line with internal and
external Client expectations.
Non conformance being at latest corrected at site
KPI Recording
responsible
a) On project
b) Consolidation
Calculation method
or KPI elaboration
Target value

WR2 = Nr of NCR raised by site originated by engineering
Recording
frequency
Life cycle time
Comments
ultimate value 0,
objective function of today situation
On project in real time during site activities, reported monthly
Consolidated : Quarterly
Recorded on project up to Taking over certificate
Measured based on formalized non-quality issues linked to engineering studies (with
identification of owner). Grid objective is 0 quality compromise, therefore all NCR should
be reported and considered equally important.
Severity & impact should be captured as far as possible, to reflect the overall impact
created by design-related NCR. Site reworks man-hours are commonly used as a
simplified indicator of problem severity and impact, as they are widely tracked and
allocated3.
NC classified per subject : erection of equipment, Cable ladders, LV Cabling & connecting,
Earthing, Sites modification requests (i.e. equipment modifications to be performed after
delivery to site at design office request). Analysis of reworks shall be done to identify root
causes of loop backs.
This does however not reflect the total non-quality cost linked to engineering, as the total impact may indeed be far larger
(material/equipment re-supply, project lead time extension & induced indirect costs, subcontractor claims, LDs exposure)
Page 12 of 16
GRID

4.4.
Engineering resources
Engineering resources are scarce therefore challenging design cost in man-days is a way
to improve effectiveness.
KPI labelling
Objective of KPI
KPI Recording
responsible
a) On project
b) Consolidation
Calculation method
or KPI elaboration
Target value
Recording
frequency
Life cycle time

PI2
updated design budget (days/hour s)

Initial agreed budget agreed Design Extra Works
Updated design budget is a reforecast workload to termination, including

design cost incurred + estimated time to complete (ETTC)
<1 per activity (Primary, Conventional Control system, Digital control system,
civil work when applicable)
On project monthly record
Unit level : Consolidated on Quarterly basis to measure department
performance, or Yearly for Mature units to update quotation tool
Recorded on project up to Taking over certificate
Consolidation on all active projects (before TOC)
Such follow-up of engineering budget is the best way to validate the design
quotation tool providing reliable workload plans and to integrate the benefits
of productivity improvement into future projects.
Commitment of the engineering team is based on scope & task list defined at
tender stage and validated at project booking. Changes to initial requirement,
leading to extra work not quoted at booking, but agreed by Project Manager4
(and generally captured through Design Modification Form or similar), is
integrated into agreed budget. Performance indicator will neutralize the effect of
Design extra works.
Comment
PI2
Design on budget
To measure performance in matter of design budget follow up and improvement
E.g. scope extension, change of strategy such as increased design subcontracting requiring additional supervision workload

Page 13 of 16
GRID

4.5.
Design rationalisation
Such indicators are meant to monitor the deployment of design standardisation and
rationalisation actions at unit level, and should be under the control of engineering
department head or functional group heads.
KPI labelling
Objective of KPI
KPI Recording
responsible
a)On project
b)Consolidation
Calculation method
or KPI elaboration
Target value
Recording
frequency
Life cycle time
Comment

Standardization & rationalization:

SI1 / SI2
To measure the capacity of engineering team to reuse technical solutions,
standard solutions, templates , or rationalized equipments

SI1
Nb typical templates used on project

Nb applicable templates for project scope
SI2
Nb rationalis ed equipment used on project

Nb rationalis ed equipment applicable for project scope
list of applicable templates and rationalised equipments shall be prepared at

project start-up, and/or defined in project design strategy, according to unit
rationalisation policy
For typical template (SI1) 90% could be targeted value
When a rationalization effort is performed in the unit on a given scope of
equipment, a usage rate of 80% (SI2) at unit level is a good result.
On Project: Quarterly record
Consolidated : twice per year to measure deployment and effectiveness of
standardization and rationalization actions
Linked to deployment plan of templates and rationalization actions validated in
the unit
For instance after rationalization of material used in control cubicles, indicator
SI2 could be followed to check deployment of such rationalized materials on
control equipment.
Deployment of typical specifications (templates) could be checked through SI1
indicator.
Page 14 of 16
GRID

5. Engineering KPI scorecard

5.1.
Unit- vs. Project-Level performance scorecard
The above KPIs generally apply both on project basis to monitor project execution
performance and at unit globalised level to measure results of process improvements.
Therefore, KPIs will be structured as an engineering performance scorecard to reflect project
execution performance (project scorecard) or unit process effectiveness (unit scorecard). Following is a
summary of the KPIs in both scorecards, and associated update frequency.
All indicators data, whether part of project- or unit scorecard, should be captured on projects.
On-time delivery
Milestones TM1+TM2
Progress curve PM1
Customer interaction Responsiveness CR1+CR2
Right first time PI1
Waste
Engineering reworks WR1
Site reworks WR2
Engineering efficiency Design on Budget PI2
Design rationalisation Templates SI1
Rationalised equipment SI2
Project-level
Monthly
Monthly
Monthly
Monthly
Monthly
Monthly
Unit-level
12 month rolling
NA
Monthly
2/year
Quarterly
12 month rolling
Quarterly
2/year
It has to be noted that the nature of the KPI may reflect past or future performance of projects:
Milestones TM1+TM2 tend to act as lagging indicator (showing late delivery after the delay
is incurred), whereas PM1 can be considered a leading indicator (providing ability to
anticipate & mitigate potential delay)
While not primarily a project indicator, right first time PI1 may in some cases be
considered as a leading indicator of potential problem of on-time delivery
Hence the scorecards help monitor balanced QCD criteria for project engineering, and provide proactive
management tool to anticipate and adjust potential deviations.

Page 15 of 16
GRID

5.2.
Red Lines
Minimum mandatory requirements in terms of KPIs depend on project complexity and unit
maturity; Red Lines are defined as follows:
Applicability (acc. PMH004)
KPI
Project level
On-time
delivery
TM1+TM2
PM1
Customer
interaction
Waste
CR1+CR2
PI1
WR1
WR2
PI2
Engineering
efficiency
Design
rationalisation
SI1
SI2
Minimum
set
Medium
Set
Y
Y
Mature units
Mature units
Unit level
consolidation
Full set
Y
Mature
units
Y
Y
Y
Y
Y
TM1+TM2
CR1+CR2
PI1
WR1
WR2
PI2
SI1
SI2
Indicators shown in Bold Red should be considered as Red Lines, their scope of applicability being
defined according to PMH004 [1]

Page 16 of 16
GRID
HANDBOOK
AREA 8
LEAN ENGINEERING
Introduction to Lean Engineering

EMH 8-00 V01

Page 1 of 8
GRID

EMH 8-00 - Introduction to Lean Engineering
APPROVAL
Sept 2011
Approved by
Verified by
Prepared by
Issue : 01
P.BROSSIER
C.PIVOT
N.ZECHES
Name
Signature
Date
MODIFICATIONS
Issue
Modifications
Sept 2011
01
--
First issue
Date

Page 2 of 8
GRID

TABLE OF CONTENTS
INTRODUCTION ....................................................................................................... 4
2.
FROM LEAN TO LEAN ENGINEERING ........................................................................ 4
2.1.
What is Lean ? ...........................................................................................................................4
2.2.
What is Lean Engineering ? ...........................................................................................................5
3.
LEAN ENGINEERING SYSTEM COMPONENTS ............................................................ 6
3.1.
Streamline the Process flow ..........................................................................................................6
3.2.
Integrate Development Process with Knowledge Flow ...................................................................7
4.
ALSTOM GRID LEAN ENGINEERING FRAMEWORK .................................................... 7
4.1.
Collaboration levers .......................................................................................................................8
4.2.
Process levers ................................................................................................................................8
4.3.
Knowledge levers ..........................................................................................................................8
5.
REFERENCES ........................................................................................................... 8
1.

Page 3 of 8
GRID

1. Introduction
Alstom Grid sector delivers over 30% of its turnover through turnkey, Engineering, Procurement and
Construction (EPC) contracts ; project engineering is therefore one of the core processes contributing to
Alstom Grid success and performance.
To improve delivery performance in terms of lead time and quality, increase reliability of design decisions
over the course of the project, and foster knowledge capitalisation, Alstom Grid decided in 2010 to deploy
the use of Lean Engineering principles & methodologies as the core continuous improvement practice for
engineering process.
The present document introduces the concepts from the Lean Engineering philosophy, and provides the
framework from which the Alstom Grid Lean Engineering methodology is derived. The key principles are
detailed in dedicated chapters and implementation toolkits. A self-assessment tool is also available for
units to position themselves on the key features of Lean Engineering practices.
2. From Lean to Lean Engineering

2.1.
What is Lean ?
The Lean philosophy emerged in Post-World-War-2 in the Japanese automotive industry (Toyota,
Honda), driven by the characteristics of the Japanese market at the time, to define a fundamentally more
efficient production system than mass production. Indeed mass production and associated business and
industrial processes were generally designed with the aim of investing capital to supply large quantity of
identical products to the mainstream consumer market. By contrast, the Japanese automotive industry
had to cope with scarce resources to supply customers with a high variety of products each in small
quantities.
The Lean System was built on some principles borrowed from the research of US universities, such as
W.E.Demings PDCA improvement cycle, combined with a number of simple concepts already embedded
in the Toyoda historical industrial culture such as : build only what is needed, eliminate anything that
does not add value and stop if something goes wrong.
The Lean Thinking philosophy was formulated in 1996 by Jim Womack and Dan.T.Jones, around the 6
founding features which can be implemented as successive steps:
1. Value : understand what creates value as defined by the customer
2. Identify Value stream as the actions and steps necessary to realize what customers value, and
eliminate all forms of waste
3. Flow : make value flow continuously through the process
4. Pull : Let the customer pull products / systems as needed, and eliminate unnecessary production
or effort between process steps, by means of synchronization, alignment and transparency
5. Pursue Perfection : establish a continuous improvement mindset & culture striving for perfection
6. Respect people, as they have the potential and knowledge to improve themselves and the whole
organisation
Interestingly, when asked about the recipes for the exceptional performance of their manufacturing
system, Toyota managers tend to respond that Toyotas primary mission is about developing exceptional
people, who happen to make great cars. No real lean theory exists in the company, as it is embedded in
peoples daily practice, and management mentoring or apprenticeship.

Page 4 of 8
GRID

2.2.
What is Lean Engineering ?
After trying to implement the lean manufacturing framework in their plants, and failed to meet the
Japanese benchmark, US and European industrial companies recognised that Lean Thinking was not just
a manufacturing toolbox, but a global company philosophy, and started to investigate the engineering &
product development domain.
Applying Lean principles to the unique nature of product / process development and engineering creates
some unique challenges due to fundamental conceptual differences (see Table 1). This is the reason why
Lean Product Development or Lean Engineering can translate into various realities depending on
companies structures or business environments (Consumer products with rapid renewals, platform
products with customization, Services, Business-to-business, Contracting & project business).
Lean features
Manufacturing
Engineering
Value
Visible at each step, defined goal
Harder to see, goal is emergent
Value stream
Physical : Parts / material
Immaterial : Information & knowledge
Flow
Iterations are waste
Planned iterations must be efficient
Pull
Driven by Takt time
Driven by needs of enterprise
Perfection
Process repeatable without errors
Process enables enterprise learning &

improvement
Table 1- Lean Thinking features comparison in manufacturing and engineering

Among the fundamental differences between engineering and manufacturing processes :
Unlike in manufacturing, what has to be delivered to the end customer is not fully clear at the
start of the process : the goal will be constructed through a collaborative and iterative process
with the customer, suppliers and the teams, by solving emerging problems and managing design
tradeoffs.
Rather than materials & parts, engineering manipulates & transforms data, information and
knowledge, which by nature is invisible. It is therefore very difficult to see the flow of knowledge
production through the system and have a clear idea of the current status. This is much more
obvious in manufacturing.
In manufacturing, people tend to support the existing process, operating according to
standards in a predefined sequence, watching tools transforming material... Engineering people
on the other hand are much more embedded in the process, and sometimes creating the
process along the way : to some extent, people are the process
The fundamental goal of Lean Engineering is to systematically create and consolidate the knowledge
required to develop the right products and systems that the customers want, using efficient processes and
tools, with effective enterprise and lifecycle integration.
There are a number of different thinking schools for Lean Engineering, though all have been derived
from in-depth observation of the Toyota practice, and their early implementation in other business
environments
J.Liker & J.Morgan depict the Lean Engineering System as a combination of process, people
and tools & technology (Figure 1), and describe 13 levers to support those 3 pillars.
M.N.Kennedy usually refers to Learning-first product development and builds on 4
cornerstones : system designer entrepreneurial leadership, responsibility-based planning and
control, set-based concurrent engineering, expert engineering workforce, as the key
enablers for Lean Engineering culture
Page 5 of 8
GRID

Establish a Chief Engineer System to

integrate engineering from start to finish.
6 Organise to balance between Functional
Expertise and Cross-Functional Project
Integration.
7 Develop Towering Technical Competence
in all engineers.
8 Fully Integrate Suppliers into
the Engineering System
9 Build-In Learning and Continuous
Improvement.
LEAN
10 Build a culture to support
ENGINEERING
Excellence and Relentless
Improvement
SYSTEM
5
TO
11 Adapt technology to fit your

people and processes.
OL
13 Use powerful tools for

standardization and
organizational learning.
N
CH
TE
PE
O
ND
PL
E
SA
Align the organization through

12 simple and visual
communication tools.
OL
Y
OG
PROCESS
1 Establish Customer-defined Value to Separate Value-added
from Waste
Front-load the Engineering Process to explore thoroughly Alternative
2 Solutions while there is maximum design space
Create a smooth stream for project process (development and
3 standardization)
4 Rely on rigorous standardization to promote flexibility, produce
predictable outcome and reduce hazards and variation
Figure 1 - Lean engineering principles - J.Liker & J.Morgan
3. Lean Engineering System Components

Whatever the framework, Lean Engineering concentrates on 2 main areas of focus, together with a deep
culture of fostering collaborative work & relationships, and trusting peoples ability to continuously
improve.
3.1.
Streamline the Process flow
In engineering, iterative development is necessary to converge to the best solution, in a trial-and-error

process; this challenges the usual concept of process as a linear sequence of predefined steps.
To avoid large-scale backward iterations (loopbacks) e.g. from manufacturing start-up back into initial
design caused by wrong upfront decisions, which create the most significant waste, Lean companies try
to make these iterations short, quick and effective, by making active use of:
- chief engineer as the orchestrator of the process, who has deep knowledge of customer
interests, sets the project vision, and takes all decisions in the interest of customer value
- front loading the process with a lot of engineering workforce and expertise to explore options
when the degrees of freedom are the greatest, by combining product (technical) and process
(industrial) expertise
- trying as many alternatives as possible, using an experimental approach to understand what
works and what does not work, and progressively closing all knowledge gaps
- delaying technical decisions as late as possible, until absolutely necessary to meet final project
objectives
- when possible, pursuing a set of alternative designs in parallel and progressively eliminate the
weaker ones (Set-based concurrent engineering), instead of progressing by iteration
- extensively using visual management as a mean to increase team collaboration, communication
efficiency, and transparency
- setting-up integrating events as a way to synchronize between various disciplines and support
key decisions
Page 6 of 8
GRID

-
leveraging standards (product, platforms, components, process, documents) to speed the

design steps, while continuously improving the standards
integrating suppliers and other key stakeholders (e.g. industrial engineering) in the process as
partners and true value contributors
3.2.
Integrate Development Process with Knowledge Flow
Beyond the project stream which is directly contributing to the project outcome, Lean Engineering
recognizes the knowledge stream as another essential enterprise value stream, which is contributing to
the value delivered by the organization, by capitalizing enterprise learning and experiences into an easily
accessible knowledge flow.
This is achieved through a combination of:
Robust Learning process which ensures that all problems are solved to the root cause, and that
knowledge is systematically captured from this learning experience
A3 format used for structuring communication & knowledge into a synthetic form, to make it
accessible to all in a short time and easily reusable on future projects
Set-based philosophy which opens the design possibilities and systematically strives to
understands the limits and ranges of applicability for design parameters or decisions
Trade-off curves and limit curves to make knowledge visual and easily usable, designed to
support the required technical decisions
Checklists to pull required knowledge into the project stream where and when needed
Organisation of deep functional expertise in charge of developing and consolidating the
company structured knowledge to make it accessible to non-experts.
Lean Engineering is often considered as the next frontier in the development of the Lean Enterprise
after Lean Manufacturing. In fact, it can be regarded by many ways as the cornerstone of Lean strategy,
and a primary source of sustainable competitive advantage.
4. Alstom Grid Lean Engineering Framework

The pilot experience of Lean engineering implementation in Alstom Grid enabled us to develop our lean
engineering framework, which is leveraging on 3 axis
1. smooth collaboration and coordination across the integrated OneGrid team
2. improving Engineering Process efficiency and robustness,
3. increasing and developing organisational knowledge to support effective decision making
This framework implements a number of interconnected principles:
Chief engineer =
Voice of
customer
Technical
alignment
Concept paper
Cross-discipline
coordination
Integrating
events
Visual Project
Management
Obeya
Supplier /
industrial
involvement

Deep functional
expertise
Reusable knowledge
Tradeoff curves
Checksheets
Lean Engineering
System
Alternatives: SetBased Concurrent

Engineering
Ask
Model
Learning process /Look

Problem Solving Act Discuss
LAMDA A3
Remove Waste
Value Stream
Mapping
Timely Pull
decision making
Page 7 of 8
GRID

4.1.
Collaboration levers
Chief engineer (usually the Project Engineering Manager), as the orchestrator of the process,
who animates the Integrated Project Team and keeps team focus on Customer Value
Concept paper (partly covered through the Design Strategy) to define key customer interests,
define the main design goals and associated development strategy
Integrating events as key decision points on the process to synchronise disciplines and validate
that the feasibility is proven at critical steps
Visual project management and Obeya, as the team central communication vehicle and
management rituals, to monitor project progress and risks, make issues and decisions visible,
solve problems collectively
Supplier and stakeholder involvement, by incorporating key external contributors to the project
throughout design stages, to ensure capabilities & constraints are fully considered, and that
decisions take into account end-to-end performance or economic criteria
4.2.
Process levers
Pull decision making to ensure key decisions are made only when necessary, and that all
upstream design activities are defined & planned to support these key decisions
Value stream mapping as the primary tool to analyse and chase waste from the process
(including boundary processes & interfaces), and maximize customer value
Set-based concurrent engineering to foster the development of multiple design alternatives or
range of specifications, which progressively converge until the best one emerges naturally as
the details and maturity increase
4.3.
Knowledge levers
Fostering an organisation of deep technical expertise, where experts role is to develop people
knowledge through mentoring, consolidate the acquired knowledge, and promote the best
technical solutions to the project
Robust problem solving through the LAMDA learning cycle, which ensures knowledge acquired
through the problem is captured, generalised and disseminated
Knowledge standards, and use of A3 format to simply communicate a field of knowledge and
make it readily available to the organisation
5. References
Following are a list of books and references on Lean Thinking and Lean Engineering for further reading:
[1] The Machine that Changed the World, by Jim Womack & Dan T.Jones, Macmillan/Rawson
Associates, 1990 (Lean fundamentals)
[2] Lean Thinking: Banish Waste and Create Wealth in Your Corporation, by Jim Womack and Dan
T.Jones, Simon & Schuster, 1996 (Lean fundamentals)
[3] The Toyota Product Development System : Integrating Process, People, Tools and Technology,
by Jeffrey K. Liker and James M. Morgan, 2006, Productivity Press
[4] Product Development for the Lean enterprise : Why Toyota's System is Four Times More
Productive and How You Can Implement It , by Michael N. Kennedy, 2003, Oaklea Press
[5] Ready, Set, Dominate : by Michael N. Kennedy & Kent H.Harmon, 2008, Oaklea Press
[6] Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System, by
Durward.K.Sobek, Productivity Press, 2008
[7] Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA, by John Shook &
Mike Rother, Lean Enterprise Institute, 1999
[8] Kaizen : the key to Japans Competitive Success, by Masaaki Imai, 1989
Page 8 of 8
GRID
HANDBOOK
AREA 8
LEAN ENGINEERING
Lean Engineering
Self-Assessment

EMH 8-01 V01
Page 1 of 4
GRID

EMH 8-01 - Lean Engineering Self-Assessment
APPROVAL
September 2011
Issue:
Approved by
Verified by
Prepared by
P BROSSIER
N ZECHES
C PIVOT
Name
Signature
Signature date
MODIFICATION RECORD
Issue
---
Modification
First issue
Date
09/2011

Page 2 of 4
GRID
Alstom Engineering System

Lean Engineering Self-Assessment Questionnaire
EMH8-01 - Rev 01
Are initial schedules met (milestones

and deliverables seen by the
customer) or do you have to
renegociate the milestones ?
Do customers (internal or external)

experience problems with new
systems / products?
Does Operation (Sourcing, Field

services) experience problems with
new design and products?
Do suppliers experience problems

with new Systems / products?
Quality is achieved by :
Depth of Engineering knowledge of

customer and competition
10
0
Initial schedules are almost always obsolete
by end of project
1
Initial schedules are usually obsolete by end
of project
2
Initial schedules are usually met.
Milestones are regularly traded off with the
customer.
3
Initial schedules are almost never missed
Milestones are regularly traded off with
customer.
4
Initial schedules are never missed
Milestones are sometimes traded off with
customer.
5
Initial schedules are never missed
Large unplanned resource push is sometimes

required
Many resources are sometimes not available
on schedule
Next generation projects are sometimes
impacted
Large planned resource push is usually

required.
Small unplanned push is also usually
required
Very few resources are not available on
schedule
Next generation projects are rarely impacted
Small planned resource push is usually

required.
Small unplanned push is also usually required
Very few resources are not available on
schedule
Next generation projects are never impacted
Small planned resource push is sometimes

required
Unplanned resources are never required
Resources are always available on schedule
Resources are always leveled unplanned

resources are never required.
Most resources are reallocated to next
project before installation
Resources are always available on schedule
Almost always:
Quality activities and mindset (in design, in
manufacturing, in operations) are rarely
understood.
Even with audits and rework, problems almost
always remain and are detected by customers
Usually:
manufacturing, in operations) are rarely
understood.
Even with audits and rework, problems usually
remain and are detected by customers
Sometimes:
manufacturing, in operations) are sometimes
understood.
Audits and rework catch most remaining
problems
Very rarely:
manufacturing, in operations) are usually
understood.
Audits and rework catch almost all remaining
problems
Never:
manufacturing, in operations) are usually
understood.
Audits and rework catch remaining problems
Never:
manufacturing, in operations) are always
understood.
Only reliable systems / products designs
are considered.
Almost always:
Installability / Manufacturability is rarely proven
before manufacturing / operations / installation
Many serious operations problems occur in
Factory Acceptance Test and during installation
and erection tests
Usually:
Installability / Manufacturability is sometimes
proven before manufacturing / operations /
installation
Many serious operations problems occur in
Factory Acceptance Test and several during
installation and erection tests
Often:
Manufacturability / installability is usually
proven before manufacturing / operations /
installation
Several serious operations problems occur in
and erection tests
Sometimes:
Manufacturability / installability is usually proven
before manufacturing / operations / installation
Some serious operations problems occur in
and erection tests
Rarely:
Manufacturability / installability / integration is
almost always proven before design is finalized.
Serious operations problems almost never
occur in Factory Acceptance Test and during
installation and erection tests
Never:
Manufacturability / installability / integration is
almost always proven before design is finalized.
Serious operations problems never occur in
and erection tests
Almost always.
Supplier feasibility (performance, reliability,
manufacturability) is almost never completely
proven before manufacturing / installation.
Usually.
manufacturability) is sometimes proven before
manufacturing / installation.
Often.
manufacturability) is usually proven before
manufacturing / installation.
Sometimes.
manufacturability) is almost always proven
before manufacturing / installation.
Minimizing innovation to minimize risk.

Over-designing risky components or sub
systems even if cost is added.
Developing a contingency plan for risky
technologies and processes.
Design rarely meets or exceeds quality
requirements on schedule.
Minimizing innovation to minimize risk.

Developing and testing a contingency plan for
risky technologies and processes concurrently.
Feasibility is usually established before
freezing technologies and processes.
Design sometimes meets or exceeds quality

Developing and testing multiple contingency
plans for risky technologies and processes
concurrently.
Feasibility is almost always established before
freezing technologies and processes.
Design sometimes meets or exceeds quality
Marketing / sales (or Business Development)

defines customer needs virtually without
Engineering involvement and hands it to R&D /
engineering.
Marketing /sales (or Business Development)

defines customer needs with some
Engineering involvement and hands it to R&D /
engineeering.
Large unplanned resource push is usually

required
Many resources are usually not available on
Is a big resource push with firefighting schedule
required to complete new deliveries / Next generation projects are usually impacted
systems / products?
The present questionnaire aims to evaluate the entity's maturity on several dimensions considered as benchmarks & performance criteria for organisations implementing lean engineering practices.
The following table gives several qualitative assumptions for each of the 20 subjects. For each topic described in first column, you are kindly asked to fill in column "Score" the number (from 0 to 5) of the displayed answer that best describes the actual situation in your unit.
Note: all criteria defined within the cell should be satisfied to validate the associated maturity level. Maturity levels are generally cumulative, i.e. all criteria in level N-1 should be satisfied before validating maturity level N. Bold text highlights the differences to the previous level
With only ad hoc insight into customer

needs and company knowledge
Engineering does the best it can at meeting
Voice of customer in design decisions customer requirements, negotiating trade-offs
with Marketing / sales / project manager.
Never.
Supplier designs are always selected from set of
known feasible (performance, reliability,
manufacturability) product / systems designs
Evaluating many (>5) alternatives early,
number depends upon sub system
Defining sets of feasible designs from which a
final design is selected.
Searching for innovation while carrying safe
designs.
Eliminating weaker designs through analysis /
testing until best design is found.
Design always meets or exceeds quality
Working with Customers and Marketing /

sales (or Business Developmnt), Engineering
sometimes develops a deep understanding of
customer needs and competitive threats.
Working with Customers and Marketing /sales

(or Business Developmnt), Engineering usually
develops a deep understanding of customer
needs and competitive threats.
Working very closely with Customers and

Marketing / sales (or Business Developmnt),
Engineering always develops a deep
understanding of customer needs and
competitive threats.
Fairly deep understanding of customer needs,

competitive threats
Some company- wide knowledge reuse
enables design engineers to sometimes
optimize design decisions to meet customer
interests
Very deep understanding of customer needs,

competitive threats
Nearly company- wide knowledge reuse
enables design engineers to usually optimize
design decisions to meet customer interests
Very deep understanding of customer needs,

competitive threats
Company-wide knowledge reuse enables
design engineers to always optimize design
decisions to meet customer interests
Wide variation in problem solving methods,

some more effective than others
Ad-hoc system for making solutions visible.
Same and similar problems occur regularly
Consistent method for problem solving across

company.
Problems and their root causes are usually
investigated deeply enough to understand
how causal factors govern the problem.
Solution is visible to department.
Same problems rarely reoccur within
department but do reoccur in different
departments and product lines / units.
Similar problems often occur.

company.
Problems and their root causes are always
investigated deeply enough to understand how
causal factors govern the problem.
Solution is visible to department.
Same problems never reoccur within
department but do reoccur in different
departments and product lines / units.
Similar problems often occur.

company.
Knowledge is visible to department
Solutions always presented as trade- off
curves & design guidelines prevent similar
problems from occurring.
Same and similar problems never reoccur
within department.

company.
Knowledge is visible to product-line / unit.
Solutions always presented as trade- off curves
& design guidelines prevent similar problems
from occurring.
within product line / unit

company.
Solutions always presented as trade- off curves
& design guidelines prevent similar problems
from occurring.
Operations are asked for feedback with

regard to manufacturability / installability
after design is finalized.
Design Engineering sets final tolerances.
Operations review design alternatives and

design ideas with regard to manufacturability
/ installability and provides feedback.
Operations provide Engineering with relevant

capabilities and constraints upon request.
Operations recommend designs to
Engineering upon request that improve
manufacturability / installability.
Operations proactively provides Engineering

with relevant capabilities and constraints
Operations sometimes proactively
recommend designs to Engineering that
improve manufacturability / installability.
Operations set some final tolerances.
Engineering understands most

manufacturing / operations capabilities and
constraints due to years of working with
operations.
Operations usually proactively recommend
product designs to Engineering that improve
manufacturability / operations.
Operations set most final tolerances.
Engineering already understands all

manufacturing / operations capabilities and
constraints due to years of working with
operations.
Operations always proactively recommend
designs to Engineering that improve
manufacturability / installability.
Operations set all final tolerances.
Problem solving
Operations role in system / product

development
Marketing / sales (or Business Developmnt)

defines customer needs with strong Eng.
involvement, resulting in a not-very-deep
understanding of customer needs and
competitive threats
Lacking deep understanding of customer
Fairly deep understanding of customer needs,
competitive threats
needs, competitive threats
No company-wide knowledge reuse system No company- wide knowledge reuse system
Engineers rarely optimize design decisions Engineers rarely optimize design decisions to
meet customer interests
to meet customer interests
Rarely.
Supplier designs are almost always selected
from set of known feasible (performance,
reliability, manufacturability) product / system
designs
Defining sets of feasible designs from which a
Defining sets of feasible designs from
final design is selected.
which a final design is selected.
Searching for innovation while carrying safe Searching for innovation while carrying safe
designs.
product designs.
Eliminating weaker designs through analysis /
Eliminating weaker designs through
testing until best design is found.
analysis / testing until best design is found.
Design almost always meets or exceeds
Design usually meets or exceeds quality
quality requirements on schedule.
Score
Alstom Engineering System

Lean Engineering Self-Assessment Questionnaire
11
12
13
14
15
16
0
Vendor:
Suppliers are told what to do.
Supplier processes are developed
concurrently with product / system design.
Supplier process capability is sometimes
proven before erection / installation
1
Sometimes partner:
Suppliers make proposals upon request that
show they are advancing their technology
and reducing cost.
Supplier process capability is usually proven
before order / operations
2
Fair partner:
Upon request suppliers present customers
trade-off curves that show they are advancing
their technology and reducing cost.
Upon request, suppliers evaluate several
alternatives early, create trade- off curves that
define feasible design alternatives. Customer
selects optimal design.
Upon request, suppliers evaluate several
alternatives early, create trade- off curves that
3
Good partner:
Suppliers sometimes proactively present
customers trade-off curves that show they are
advancing their technology and reducing cost.
Suppliers sometimes evaluate several
alternatives early, create trade-off curves that
Suppliers sometimes evaluate several
alternatives early, create trade-off curves that
4
Very good partner:
Suppliers usually proactively present
Suppliers usually evaluate several alternatives
early, create trade-off curves that define feasible
design alternatives. Customer selects design
that is most optimal.
5
Cooperating partner:
Suppliers routinely proactively present
Suppliers always evaluate several alternatives
early, create trade-off curves that define feasible
design alternatives. Customer selects design that
is most optimal.
Product / system specifications and designs

are frozen as early as possible and usually
without understanding feasibility.
Early decision- making is considered good
practice.

are frozen as early as possible but usually after
feasibility has been established.
practice.

are frozen as early as possible but almost
always after feasibility has been established.
practice.

are negotiated until feasibility has been
established.
Making decisions as soon as feasibility is
considered good practice.

are usually frozen as late as possible and
after feasibility of many alternatives has been
evaluated
Late-as-possible decision-making is
considered good practice.

are always frozen as late as possible and after
feasibility of many alternatives has been
evaluated.
Late-as-possible decision-making is considered
good practice.
New and existing technologies and

processes are usually tested until they pass
in order to ship ASAP so limits are unknown.
Trade-off curves and design guidelines are
rarely created.
Intensive tests (interoperability, ...) are rarely

required for new and existing technologies,
processes
rarely created and usually not robust enough
for reuse on other, future products / systems.
Intensive tests (interoperability, ...) are often

processes
sometimes created and sometimes robust
enough for reuse on other, future products /
systems.
Intensive tests (interoperability, ...) are usually

processes
Trade-off curves & design guidelines are
usually created and robust enough for reuse
on other, future products / systems.
Intensive tests (interoperability, ...) are always

processes
always created and almost always robust
enough for reuse on future products / systems.
Intensive tests (interoperability, ...) are always

processes
always created and always robust enough for
reuse on future products/systems.
Half the departments capture knowledge

needed to design product / systems and
processes, store it locally, and reuse it within
their department.
Problems reoccur in different departments /
customer segments / units / product lines.
System identifies trustworthy knowledge so
there is no need to verify accuracy before
making design decisions
Most departments capture knowledge needed

to design products / systems and processes,
store it locally, and reuse it within their
department.
Problems reoccur in different departments /
customer segments / units / product lines.
System identifies trustworthy knowledge so it is
not necessary to verify accuracy before making
design decisions
All departments capture knowledge needed to

design products / systems and processes, and
reuse in their unit.
Problems reoccur in different units / platforms /
product lines , and in geographically split
locations.
System identifies trustworthy knowledge so
there is no need to verify accuracy before
making design decisions

design products /systems and processes.
Knowledge is reused across units /
platforms, and within product lines
Problems reoccur in different product lines
System identifies trustworthy knowledge

design products / systems and processes.
Knowledge is reused across departments /
units / platforms / product lines, including
geographically split locations.
Problems never reoccur.
System identifies trustworthy knowledge
Push system:
Project leaders define tasks and schedules for
all team members.
Weekly all-day cross-functional meetings
are used for schedule, objectives, status, and
problemsolving.
Rely on co- location for communication
Push system:
Project leaders define tasks and schedules for
most team members.
Weekly cross- functional meetings are used
for schedule, objectives, status, and problemsolving and supported by written communication.
Rely on co-location for communication.
Mixed:
About half of team members create their
own tasks and schedules based upon
milestones and objectives.
Fewer cross- functional meetings
Written communication is used to reduce
meeting time.
Pull system:
About two thirds of team members create their
own tasks and schedules based upon
milestones and objectives.
Written communication is used to reduce large
cross-functional meeting time.
Pull system:
About 90% of team members create their own
tasks and schedules based upon milestones and
objectives.
Goal is to minimize meeting time.
Meetings are mostly focused on problem
solving.
Rely heavily on written communication
Pull system:
All team members create their own tasks and
schedules based upon milestones and
objectives.
Goal is to minimize meeting time.
Meetings are focused on problem solving.
Rely heavily on written communication
Bottom third of industry in ability to quickly and

inexpensively change plans and execute such
Flexibility to adapt to changing market
that new opportunities are taken advantage of.
conditions (segment, multi-customers,
multi countries)
About average for industry in ability to quickly

and inexpensively change plans and execute
such that new opportunities are taken advantage
of.
Better than most (i.e. 2/3rds) of industry in

ability to quickly change plans and execute such
Cost is average or higher than most in
industry.
Better than most (i.e. 2/3rds) of industry in ability Top 10% in industry in ability to quickly and
to quickly and inexpensively change plans and inexpensively change plans and execute such
execute such that new opportunities are taken
advantage of.
Consistently best in industry in ability to quickly

and inexpensively change plans and execute
such that new opportunities are taken advantage
of.
Large, time- consuming task completion and

accomplishmentbased reviews with
management on weekly basis.
Several compliance activities and metrics
reviewed at least weekly.

management at least monthly.
reviewed at least monthly.

management at least quarterly.
reviewed at least quarterly.
Some task completion and accomplishmentbased reviews have been replaced with
technical reviews.
All compliance activities analyzed relative to
their value to customers and most have been
cancelled.
Most reviews are technical design reviews,

decision- making, or problem solving.
Project status is communicated in writing
whenever possible.
Minimum of compliance activities
All reviews are technical design reviews,

decision-making, or problem solving.
Project status is communicated in writing
whenever possible.
No compliance activities.
Company profit is in bottom third of industry
Company profit is below average for industry
Company profit is above average for industry
Company profit is in top third of industry.
Company profit is in top 10% of industry.
Company profit is highest in industry.
Bottom third of industry

Individual projects profitability is unknown
Below average for industry

Individual projects profitability is highly
unpredictable
Above average for industry

Individual projects profitability is sometimes
predictable
Top third of industry

Individual projects profitability is usually
predictable
Consistently in top 10% of industry

New project profitability is almost always
predictable
Best in industry
New project profitability is always predictable
Key supplier role in product / system

development
Are specifications and product /

system designs frozen early or late?
Knowledge creation / Invention /

Innovation
Most knowledge is stored in personal files

or in heads of engineers.
Engineers spend lots of time tracking down
Knowledge capture and reuse across expertise and verifying data accuracy before
departments, platforms, product lines, making design decisions.
Problems reoccur.
and businesses
Company is vulnerable to knowledge loss
through attrition
Push versus Pull system
17
Administrative versus technical

reviews
18
Company profit
19
Customer quality
Project profitability predictability
(including risks)
20
Score
Alstom-Grid Engineering System

Obeya Implementation Toolkit
EMH-8-21-Rev 1
GRID
Contents
What is OBEYA ?
Building your Obeya
Making your Obeya Efficient
EMH-8-21 - Obeya Implementation Toolkit -Sept 2011 - P 2
Obeya ( Big room in Japanese) is a method of visual

project management
Visual information provides immediate project view
Project information posted on walls
and clearly visible at a glance
Layout structured according to
project flow / value stream
Information is designed in visual and
synthetic way to highlight important
features
(queues, risks, issues, importance,
urgency, whats next deadlines, etc.)
Beyond visualization, it serves as a management practice

Home of the project where team members meet
as required
Team members contribute to its design & animation
Each members own & maintains his/her part of the
information
Trust & transparency within team
Ownership and accountability
Management ritual (frequency, animation style)
Stand-up meetings for continued attention
Efficient, short, focused meetings, straight to the
point
Why visual management ?

The more you see, the more you know
Aldous Huxley
Human Communication & Learning relies heavily on vision

Visual cortex is the largest sensory centre, and over
half of the brain is involved in visual perception
>80% of information is conveyed through vision
Visual information is much more effective than language

Which one do you understand best ?
VIETATO FUMARE
APAGOREUETAI TO KAPNISMA
The Picture superiority effect : pictures have 2-3 times more

chances being reminded than their verbal equivalent
Visual communication is everywhere
Visual management basics :

a glance at lean manufacturing practices
Primary purpose : making things obvious,
immediately
Quick identification : Zoning, labelling,
addressing, referencing, locating
Inventory, WIP, Production areas,
Workstation, Flow, Defective parts
Safety instructions reminders

PPE, Danger zones, Walkways
Visual signals identify deviation to

standard
overload
Overdue, queues, missing supply,

measurement limits, machine
problem
replenish
Remember the Basics of Lean
Keep Everything Simple
Make It Visible
Trust Your People
How does visual management apply to engineering &

project management ?
Maintain clear and permanent awareness of customer value
Overall project objectives, key customer priorities & interests
Project scorecard & objectives achievement
Daily objectives clear & aligned
Create team unity & sense of belonging
Who are my teammates (pictures, contact info, location & timezone) ? Team building (interests,
group pictures)
Who is in/out ?
Management rituals reinforces team spirit
Keep contact with the field
Physical representation of project deliverable (CAD, Site Pictures, prototype)
All members see overall project progress
Deviation to standard in project management to increase reactivity
Emerging risk, scope modifications, delay to baseline schedule, missing resources, unanticipated
customer behaviour, Issues
Make Progress become visual & tangible
Representing tasks, actions, decisions as physical objects (post-its, balls, toys, etc.)
Break down large batches or long lead activities to align with Obeya meeting frequency
Obeya primarily targets 3 typical project execution issues
Poor visibility
Project engineering is a hidden factory : knowledge, data, drawings, studies,
calculations, documents, approvals, etc.
Key synchronisation points are undifferentiated from day to day activity
Who does what by when ? is not clear
And by the way what do I have to do this week anyway ?
Communication
breakdown
Poor control
Information gaps : missing recipient in distribution list

Information flooding : send all / reply-all ; no information hierarchy
Black hole repository : deliverables posted on shared disk, no update notification
Excessive command and control policy creates reporting overhead, and
hide&seek attitude (keep problem for myself until it reaches critical stage)
Looser management & relying on people self-ownership results in lack of priority
setting, missing transverse milestones and ultimately constant firefighting
Inefficient meeting with too many participants (falling asleep while) reviewing too
many subjects in details for too long periods
Action lists not updated, reviewed monthly with no progress since last month
In a fluctuating and uncertain environment, increasing

control frequency is the way to minimise lead time impact
- How does a project get to be 1 year behind schedule ?
- One day at a time.
Fred Brooks
Checking bearing point every week generates many complex corrective actions (weather,
sea status) and significant derouting
Checking every day allows minor corrections to be taken on the spot , with minimal
overall impact on the trip
More frequent, more efficient control

Obeya features : visual information

The Obeya enables to visualize the essential information of the project dynamically
Examples of boards
Removable
comments
Post-it
Graphs or
drawings
Magnets or
vignettes
Obeya features : management rituals

All the project meetings and decisions take place in the Obeya
Only the project team can access the Obeya
Everybody is stand up during the rituals
A unique-weekly schedule is established for each development phase
Weekly schedule M1-M8
MONDAY
TUESDAY
WEDN
Subsystem 1
animation
Sub-system
1 animation
Sub-system
2
THRUS
FRIDA
Y
Sub-system
1
animation
Subsystem 2
Decision
Subsystem 1
animation
Decision
The frequency of rituals may differ according to the kind of animation and the project phase
Phase
Animation
P1
P2
P3
P4
Conception
Bi
Bi
Architecture Hebdo
Hebdo
Hebdo
Hebdo
Implantation
P5
P6
Pilot
Architect
Time
4h
Participants
Object
Revue
M Frantz, Mme d'avancement
Dupont,
technique par
zone
Obeya benefits
Standardizes and improves communication

Team collectively owns the content & format
Makes the hidden factory become visible
Forces synthesis and use of visual aids to speed message transmission
Full team present in short meetings on overall status ; priorities are clear to
everybody
Facilitates team building & collaboration
Management rituals : a regular get-together
Management principles: transparency, trust, accountability
Minimizes and simplifies reporting
Up-to-date information is readily available in the room and updated on the
spot during the meeting
Supports effective decision making
Pending issues & priorities clearly visible at a glance
Focused meetings on cross-functional decisions
Analysis of specific topics are covered in an ad-hoc meeting
Contents
What is OBEYA ?
Building your Obeya
My Obeya : what for ?

Up to the team to decide the purpose & extent
Management project review
Customer progress meeting or review
Project dashboard with KPIs per discipline
Project team meeting
Functional teams meeting
Cross-functional and/or supplier coordination meetings
Design review hall
Command & Control center for daily operational management
Etc.
and the issues the team is trying to handle vs. project constraints
Visibility of problems & priorities
Deliverables & work flow
Action plan / SoD management
Collaborative problem solving
Improve communication across silos
Plan and execute cross-functional integration
Personal or collective shortcomings (lack of commitment, poor priority setting)
Etc.
which will drive content, layout, timing and management rituals
What do you need to manage your project ?

Project Strategy
Voice of Customer,
Key customer interests
Schedule
Action plan
Risks management
& mitigation
Project Organisation &

Governance
Knowledge gaps
Define level of granularity

high-level timeline & key milestones
6-month look-ahead : critical
activities & deliverables
3-weeks rolling short-term plan
Claims
Financial situation
Project Scope / Overview
How is the work structured & allocated

What governance system : Project Manager / PEM /
functional coordinators ? Several interacting teams ?
Frequency of status/control: possibly variable
according to scope, discipline & project phase
Resource allocation process & cycle
Production flow
Tasks at hand,
progress, issues faced
Deliverables & Status
Procurement plan
NCR
Customer comments
Problems being solved
OK, now what do you really need ?

Use existing information sources as much as possible
Leveraging existing material
Existing reporting process (PMR, team reports, customer progress

report, NCRs)
Available Systems (ERP, PDM/DMS, planning tool)
Working documents (drawing lists, PO lists, ROR, BDR, etc. )
Internal follow-up tools (Excel dashboards, action lists, material lists,
workload & resource schedules, post-its around my screen)
provides 2 primary advantages:

1. They exist, and are (more or less) up-to-date and reliable
2. You are used to them and/or comfortable with them
and try to design your information in a visual way

Make seasoned use of colour
Highlight risks, status, expectations, priority

Items pertaining to specific disciplines / areas
Strong vs pastel colours
Dont forget Ink colour (pencils)
Overuse of colour creates information noise & confusion
Use shapes to identify content type

Task, decision, problem, meeting, status, risk, priority/criticity
Use visuals (Graphs, Pictograms, pictures, drawings & diagrams) whenever possible
Segregate items into swim lanes for categories (subtopics, disciplines, stakeholders)
Take care of visibility : should be readable from a 1,5m distance :
Write post-its with markers in a readable size
Avoid printing with fancy fonts, serif fonts (Times) ; prefer Arial or equivalent
Use appropriate font Size
20pts
28pts
36pts
48pts
Leverage common standards & conventions

Shapes & symbols
Colors
Danger, Fail, Wrong
Correct, pass
Attention required
Mandatory
Risk area
Attention
Milestone, decision
STOP
Blocked
Issue
Direction, flow
Correct
Wrong
Parking (items to be discussed

later)
And design your visual controls

Visual controls are physical artefacts meant to materialise something hidden in
the process, for signalling purpose
It is usually best to use one per item you are trying to visualise & manage
E.g. combine action + due date + owner on the same post-it
Any tool can be used

e.g. cup with deliverable name, containing tokens for the #remaining days
allocated for the job
Processing
steps
Example:
Step 1
Step 2
Hard deadline
Task content
Owner
Date created
Priority
Typical visual controls:

WIP limits
Quality indicators
Issues
Blocked work items
Inventory / backlog
Task assignments
Hard delivery dates work items
Overdue work items
Priorities
Step1 WIP
limit=3
10
Obeya board example : the task board

Mostly used for daily progress (Agile, Scrum)
Swim lanes
(subsystems,
disciplines)
Obeya example : short-term plan Trade Space

Expected deadlines (deliverables, inputs, decisions)
W-1
W0
W+1
W+2
W+3
Next
month
Swim
lanes
Discipline indicators
(progress curves)
11
Obeya - Short term plan example
Make use of stickers/labels

to add transient information
Particularly useful for:

Priority/criticality
Attention required
Task status or intermediate
steps
People allocation/ reallocation
Alan
Earthing circuit
calculation
Dave
critical
Steve
AC/DC calculation
note
GIS CT information
John
Battery spec
12
Write your post-its in synthetic & readable way
Obeya example : the Kanban

Kanban (label in Japanese) are especially suitable to follow production flow for
processes with no or little iteration, and can provide prioritization
They are powerful to show work-in progress and to pull the work from downstream,
as long as the maturity on process cycle time / lead time is good
Process step
Spec
RFQ
Eval
PO
FAT
Example : Card slot kanban
Priority,
or timeline
Batteries
1 card = 1 item
travelling
through the
process
Turbine
Next month
Day of the
month
planned
12-Pre-Distributor
Quotation
Prepare CS
Approve CS
PO
Transport
12/06
1/07
6/07
13/07
18/11
This month
13
Kanban can take various shapes

Queue/processing
Interim milestones dashboard

Priority
No
activity
Bottlenec
k
Color =
status vs.
baseline
Assemble your boards in a logical way to build your Obeya

Example of Obeya content
Illustrative
14
Example of Obeya content
Illustrative
Actions en cours
Donnes Gnrales
Vue 3D
Layout /
SLD
Event projet (mission, audits, ...)

Compteur
gnral
RCPI
Progress
curve
Organigramme
projet
Qualit des
tudes
Planning
Procurement
Plan Achats
Commande
Livraison
Planning udes
Planning tat
Revue de
conception
Liste des plans en

retard
Nb NCR
NCR ferms
Points bloquants en attente
Partenaires
Tracking des NCR moyens puis
traitements A3 ?
Actions
Reporting
Remonte des problmes au
transverse
Planning KOM
Partenaires
Actions
Qui fait quoi quand
Compteur
GC + MEP +
CCNB
Points bloquants
Risques et Knowledge Gaps

Points bloquants client
en attente
Interfaces partenaires
Liste
commande
W+3
BT, ...
Liste des retours clients

> 3 s.
Points
bloquants
internes
W+2
CPT
Install
Planning FAT
Planning DAP
Liste DAP
par mtier
W+1
Points traiter
Planning
Planning macro
du projet avec
tat chantiers
W0
CP
Organigramme client
+ Contacts
Humeur perue
client (int / ext)
Plan de
charge
mensuel
W-1
Code couleur :
Organigramme
partenaires
Ides damlioration
Avancement
Partenaires
Compteur BT
Use case of Small scale Obeya : the engineering

management action plan
Due next
week
Due
week+2/
3
To be
planned
Parking (for
discussion)
1 post-it per issue
Engineering KPI,
Design review
status, NCR
Colour-coded by the week

of creation
Red for overdue actions
Team encouraged to add
issues in Parking Lot
anytime during the week
3-week look ahead plan

Post-its removed during the meeting
Departments : HV,
LV, DCS, Close Out,
Tech Support
Used for Engineering Team management in ERT St Priest

Weekly meeting, 1h
Engineering Manager + Group heads + Ops manager
Benefits :
Management involvement & exemplarity in Lean culture
Reduction of emails (-66%) & reporting, increased reactivity
Joint commitment on action & planning
Action plans shared with the teams
Review current week

achievement
Replan next weeks
Allocate new actions /
parking lot
15
Plan your Obeya layout according to room configuration

Illustrative
Computer screen & webcam
(visio/CAD display)
Get rid of tables & chairs ; add moveable

panels if necessary
Arrange logical flow of information
according to meeting(s) requirements
Save wall space for Video projector /
videoconferencing if applicable
Specific means:
PC available for CAD model display /
e-documentation access
Cabinet for storage & immediate
access of project reference
documents (contract, specs,
standards)
Space for prototype installation
Projection
Financials,
Risks
KPI
Time
schedule
Voice of
customer
Team & Org
chart
Cabinet
Procurement
plan
Short
term
plan
Layout,
site
pictures
NCR board
Purchase sufficient stationery

Panels
Metallic for magnets
Whiteboards
Coloured (Electrical) tape
delimiting areas, designing tables
Post-it of various :
Sizes
colors
shapes
Stickers & post-it indexes
Markers (permanent/whiteboard)
Prefer wide writing for proper visibility
Black + other occasional colours (red, green)
A stopwatch for meeting timekeeper
16
Contents
What is OBEYA ?
Building your Obeya
Have your team own the Obeya
Obeya should be seen by all as a way to improve their work

Let the team decide upon information required
Leverage past experience, good practices & standards,
However content & format should be customised by those using it
Have team members own part of the Obeya to design & maintain
Panels maintained by the function/discipline in charge (civil works,
secondary engineering, procurement, transport, site works)
Sub-teams may own some space in the room for their needs
Involve teammates in the animation
Rolling role of meeting animator, depending on project steps or primary
content
Bring management onboard
Get continuous feedback from all participants on improving Obeya
17
Avoid information overload

Keep your Obeya lean
if information is not used or useful, kill it !
If 2 are redundant, choose one or aggregate
Dynamic information should be privileged against static ones
Keep only key static information, which are to be kept
in sight for permanent reminder (the big picture)
Project goals and customer voice, strategy, master plan
To be considered in the room layout : centered vs. peripheral view
The core animation will focus on team interaction & critical issues/tasks, e.g.:
Status of critical path activities
Expected decisions
Rendez-vous milestones (integration points, common decisions)
Blocking issues
Main risks
Urgent problem solving
Trust team members to manage their own detailed schedules & priorities, focus to
communicate on interfaces & deviations against plan.
Focus on dynamic information and emphasise deviation

to standard & associated early warnings
Deviation to standard examples:
Comparison to schedule baseline
Trend vs. last month/week
Overdue replies to customer comments, with categories
Document criticality
Time overdue (e.g. 1-2 weeks, 2-6weeks, >6weeks)
Critical deliverables or equipment
Supplier lead time longer than initially expected
Shorten control cycles on black boxes

If an activity takes a long lead time, try to come up with interim steps to measure
progress vs. expectation towards final delivery date
Bear in mind the 3 meters * 3 seconds rule

from a 3 meters distance and within 3 seconds, I should have a clear idea of
what is on track, and what is deviating from standard (=where to look)
18
Define your team charter

All team members have free access to the Obeya
except during dedicated meeting times

Within confidentiality rules
Wisely select participants for each meeting
All should directly contribute to the meeting outcome and receive value from the meeting
Beyond standard participants, other people can be pulled/invited as required
Send supporting materials in advance
Use A3 or similar synthetic format (progress report, proposals for decision)

All should have read it before meeting
Have preliminary 1-to-1 discussions to prepare decision on sensitive points if any
Accountability & ownership : each member shall own his/her commitment to the team and fulfil it
No top-down instruction from PM
Everyone is allowed to speak, respect each other opinion

Stick to the timing, park long one-to-one discussions
Be transparent, raise your problems / roadblocks
Problems are treasures = opportunities to learn and improve
No blaming seek solutions how can I help?

Some examples of rules

All project meetings and decisions take place in the Obeya
Only necessary information for monitoring/piloting is shown (e.g. deviation,
problems)
Obeya is Dynamic and adapted to the context and stage of the project
One post-it per issue
Objective is not to add post-its, but eliminate them
The board I am in charge of is always updated and readable
Except in my animation area I do not move or add post-its except in
designated areas (parking lot, issue board, capitalisation)
For any deviation, I propose a corrective action plan
The project team members can access the Obeya at any time
19
Some confidentiality rules, if appropriate
Only the project team can freely access the Obeya

Nobody can see from outside the content of the room
Room is locked at night and weekends
Team members only are allowed to take photos
Suppliers are not allowed in the Obeya
Customer can only access the Obeya when accompanied with PM
Define your animation rituals
Before the meeting

Regular meeting program (day/time)
During the meeting

All stand up close to the Obeya panels
Keep meeting short ; stick to the timing

Develop a standard agenda & timing
Start on time, be punctual
Adjust according to project stage
Timekeeper ; use stopwatch if necessary,
Remind to participants meeting purpose
or visual clock/countdown
& expected outcome
No interruption ; mobile phones off
Update meetings should answer 3 questions, all

participants should have this prepared:
What did I do last period ?
What am I going to do next period ?
Whats in my way ? (resources,
problems, decisions, roadblocks)
Owners of Obeya areas are the only allowed to
modify the content
dedicated area (parking lot) to post
messages for consideration in meeting
No side conversations
Go straight to the point ; focus on important/urgent
topics
Park long 1:1 discussions ; Add issues to the issues
board, but do not solve them now
call specific meeting with people involved
in discussion/decision/ resolution
Keep free timeslots in Obeya after
meetings
20
Define roles to keep meeting efficient

Animator
Leads the meeting by letting team members speak up
Ensures that all information is clarified
Sticks to the agenda
Secretary
Takes care of the Action List and Parking Lot
Ensures problems and unresolved points are recorded
Records all decisions
Time Keeper
Ensures that team members are punctual
Controls meeting timing, topic duration and speaking time of the
participants
Facilitator
Provides the methods and tools to solve a problem or reach the goals
Prioritise the topics to define the meeting agenda

Importance
Urgency
II
Problems
Preparing for the

future
To be done in priority by
oneself
Can be postponed or
delegated
III
IV
Deviations /
Interruptions
Distractions
To be delegated and
completed quickly
Reduce, Delegate or
Cancel
21
Obeya planning - examples

Weekly occupation plan (e.g. Months 1-6)
Monday
Tuesday
Primary design
Sourcing / Eng
LV design
LV / GIS / AUT
platform
EM/CW/GIS
platform
DCS design
Wednesday
Thursday
Friday
Free time slots for ad-hoc

meetings ; slot booking
with Post-its
Project
Meeting
Meeting frequency plan

Principle phase
Functional
design phase
Execution design
phase
Construction
phase
Project
weekly
weekly
weekly
Weekly
Primary
weekly
weekly
Bi-weekly
monthly
Secondary
weekly
weekly
Bi-weekly
Monthly
Sourcing
weekly
Bi-weekly
Weekly
Bi-weekly
CW
Weekly
Bi-Weekly
Monthly
Weekly
Obeya is a living system
Obeya content will evolve according to project status and follow-up requirements
Site works information & NCR management will be virtually empty /
useless at project start, central at E&C stage
In a crisis situation, increased frequency (daily) can be necessary, with
Sprint action board
Attendees and location may change according to project centre of gravity
(e.g. on site during Erection works)
Obeya will grow better and more efficient over time
Better go for 60% live today, rather than 100% never

The first system is always wrong, it takes time to get it right
Start with what you have now, test it, enrich or correct as you walk
Better start small and proceed with add-ons than start too complex
Use continuous team feedback to improve
22
Obeya is a management practice
Make Obeya your compass to navigate the troubled

waters of project execution
Vision & high level goals clear to all
Define & monitor short term goals, issues &
unplanned events
Then start looking ahead for key milestones
Break-down your tunnel activities into shorter
pieces consistent with Obeya frequency
Build team confidence and trust

Respect each other
Ensure all have active role
Manage by example, encourage sharing of
problems
www.alstom.com
GRID
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Engineering & Project Excellence

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Engineering Management Handbook

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Level of requirements for project execution

Tender Technical Validation Meeting

Tender Technical Validation Checklist

Interface sheets guideline

Substation Engineering Process Map

Primary Design Process Map + DSM Template (electronic format only)

Secondary Design Process Map

Secondary Design Process Map + DSM Template (electronic format only)

Design Subcontracting Process

Design Subcontracting decision support

Design Subcontracting decision support template

Design Reviews Guideline

Drawing Revision Identification

GIS Substation Primary engineering Platform

GIS Substation LV convergence workshops

GIS Substation LV convergence workshops Frames

Skills & Human Resource Management

Skills assessment and development plan

Skills Assessment tool - Substations

Skills Assessment tool - EBOP

Skills Assessment tool - Industry Control Systems

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Introduction to Lean Engineering

Lean engineering self assessment

Visual Project Management - Obeya

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Engineering Management Handbook

Purpose of this document ..............................................................................................................4

What is Project Engineering ? ........................................................................................................4

General Standards .........................................................................................................................5

Alstom Grid Instructions ................................................................................................................5

Project Management Handbook ....................................................................................................5

Purchasing and Procurement Handbook ........................................................................................5

Civil Works Guide ..........................................................................................................................6

EHS Guidelines ..............................................................................................................................6

EMH STRUCTURE AND CONTENT .............................................................................. 6

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Purpose of this document

Engineering & Project Excellence