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Document ID PR-1159
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transmitted in any form by any means (electronic, mechanical, reprographic recording or otherwise)
without prior written consent of the owner.
Revision: 2.0
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i Document Authorisation
Authorised For Issue November 2011
ii Revision History
The following is a brief summary of the 4 most recent revisions to this document. Details of all
revisions prior to these are held on file by the issuing department.
TABLE OF CONTENTS
1 Introduction ................................................................................................................... 9
1.1 Background................................................................................................................... 9
1.2 Purpose ........................................................................................................................ 9
1.3 Scope............................................................................................................................ 9
1.4 Distribution / Target Audience .................................................................................... 10
1.5 Changes to the Document .......................................................................................... 10
1.6 Step-out Approval ....................................................................................................... 10
1.7 ALARP ........................................................................................................................ 10
2 Definitions and Terminology ....................................................................................... 11
2.1 Field Engineering Definitions ...................................................................................... 11
2.2 Commissioning Process ............................................................................................. 11
2.3 Commissioning Process Definitions ........................................................................... 12
2.3.1 Mechanical Completion ........................................................................................ 13
2.3.2 Pre-Commissioning .............................................................................................. 13
2.3.3 Commissioning..................................................................................................... 13
2.3.4 Ready for Operations (RFO) ................................................................................ 14
2.3.5 Ready for Startup (RFSU) .................................................................................... 14
2.3.6 Verification Certificate of Readiness (VCR) ......................................................... 15
2.3.7 Transfer of Custodianship to Operations.............................................................. 16
2.3.8 Statement of Fitness ............................................................................................ 16
2.3.9 Initial Start-Up....................................................................................................... 17
2.3.10 Project to Asset Handover.................................................................................... 18
3 Commissioning and Startup Execution Map and Execution Model ............................ 23
3.1 Introduction ................................................................................................................. 23
3.2 Commissioning Strategy............................................................................................. 23
3.3 Verification .................................................................................................................. 23
3.4 Commissioning and Start-Up Plan ............................................................................. 24
3.4.1 CSU Interfaces ..................................................................................................... 26
3.4.2 Integrated CSU Schedule Development............................................................... 26
3.4.3 Activity Listing ....................................................................................................... 27
3.4.4 CSU Logic ............................................................................................................ 27
3.4.5 Integrated CSU Schedule..................................................................................... 28
3.5 Commissioning and Startup Delivery.......................................................................... 31
3.5.1 Identify and Assess Phase ................................................................................... 31
3.5.2 Select Phase ........................................................................................................ 31
3.5.3 Define Phase ........................................................................................................ 32
3.5.4 Execute Phase ..................................................................................................... 34
3.5.5 Operate Phase ..................................................................................................... 36
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1 Introduction
1.1 Background
Efficient and successful project delivery requires thorough preparation and accurate
execution during the contracting, design, procurement, construction, commissioning and
Startup phases. This document addresses the Commissioning and Startup element of
project delivery and presents the commissioning preparation execution strategy to be
adopted for all PDO projects1.
The commissioning phase is carried out over a relatively short period of time providing
that all the upstream processes including design, procurement, and construction and
pre-commissioning have been accurately performed and integrated. Critical to overall
project success is commissioning involvement in these upstream processes to eliminate
the need for later resolution of avoidable problems in the field.
1.2 Purpose
The purpose of this procedure is to provide Projects, Contractors and Operations
personnel with a standardised approach to the preparation, organisation and execution
of commissioning, completion, start-up and project-to-asset transfer activities on their
projects. This will help to achieve consistency in the definition, division of responsibilities
and execution across all projects.
Successful execution of CSU activities and achieving a flawless start up is dependent
upon:
having a fully detailed CSU scope
having a correct CSU contracting strategy, agreed by all parties
ensuring fully integrated planning
having experienced resources available
ensuring there is sufficient preparation time
delivering the project using effective processes.
Once start-up activities commence on site, there is little opportunity left within the project
schedule for rework or for recovery from flaws.
1.3 Scope
This document addresses the management, technical preparation and subsequent
execution of facility pre-commissioning and commissioning activities, up to the point
where the facility is ready for Startup. It also covers Startup and testing of the facility to
achieve steady-state operations and handover to the future asset owners organisation.
It addresses preparation and execution of commissioning and related activities for all
types of developments, i.e. oil, gas or power generation projects, Greenfield or
brownfield etc, along with execution considerations related to the execution strategies
adopted. This document should be used in conjunction with .the guideline for Project to
Asset Handover to ensure all requirements for project completion are met.
1This Procedure has superseded PR-1169 Commissioning Procedure Operations Input and
PR-1159 Initial Startup Procedure.
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1.7 ALARP
ALARP is the acronym for As Low As Reasonably Practicable which simplified means,
reducing the risk to a level at which the cost and effort (time and trouble) of further risk
reduction are grossly disproportionate to the risk reduction achieved. Full Compliance
to PDO Standards and Procedures is a key element in achieving ALARP.
For more details refer to ALARP Definition
2 Whilst the extent and type of facility / project may vary, e.g. Greenfield or brownfield, the
objectives remain the same.
3 De-commissioning activities should be undertaken without impact or disruption to adjacent
facilities and operations. De-commissioned equipment and systems must be left in a known,
verified and documented condition.
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2.3.2 Pre-Commissioning
Pre-commissioning6 activities undertaken after mechanical completion, but prior to
commissioning, are to prove and validate the functioning of equipment. Such activities
could involve the introduction of fluids into systems, but not hydrocarbons.
Typically, pre-commissioning activities will verify that documentation to support
mechanical completion is in place, and not repeat work carried out to achieve
mechanical completion. Such activities are carried out on a single discipline basis, by
system / subsystem, and require equipment or systems to be energised, but do not
require the introduction of process fluids. Activities include instrument loop checks,
panel function tests, energising electrical equipment and running motors without loads.
They are documented on checksheets, which will also be generated and managed by
the Project Certifications and Commissioning Management System (CCMS) to ensure
that asset integrity can be verified and demonstrated.
At the start of pre-commissioning the Completions Management System (CMS) needs
to be ready, operational and maintained up to date and the commissioning Permit to
Work (PTW) System7 activated.
Normal dump flushing is typically a construction activity but specialist flushing and
cleaning, e.g. chemical and hydraulic cleaning, drying, oxygen freeing etc, falls within
the integrated Commissioning Teams responsibility.
2.3.3 Commissioning
These activities are those undertaken after pre-commissioning to dynamically verify
functionality of equipment and to ensure that systems, or facilities forming part of a
system, are in accordance with specified requirements to bring that system into
operation.
6Utility and life support systems could be pre-commissioned and commissioned prior to the pre
Startup audit.
7For Brownfield projects that are being carried out concurrent with operational systems the
Operations PTW system will be used.
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export of the product to another phase of the project, e.g. offshore oil via a subsea
pipeline to an onshore production Facility.
The VCR covers not only the final sign off and acceptance of hardware elements of the
project(s) completion activities but also the key project(s) and operational deliverables.
These include, but are not limited to, legislative and regulatory requirements, operational
HSE requirements, audit action status, related contractual requirements, interfaces and
dependencies and competency and training requirements. The VCR provides both the
delivering party and the receiving party with a clear list of items completed or in place in
readiness for initial start-up and operation. It is designed to address the dependencies
and interfaces of the equipment and processes.
NOTE: VCR sheets can be used in support of, but do not replace, the Statement of
Fitness.
If an item within a VCR cannot be signed off as complete, a formal qualification shall be
raised between the delivering and receiving parties. A qualification is NOT a Punch List
item; it carries much more weight and responsibility and requires acceptance and sign
off at the highest level in the project(s) and Operations organisation. A qualification will
require assessment of the item, a mitigation plan and timing for the satisfactory
completion and close out of the item and will include the details of the party(s)
responsible for ensuring the close-out takes place within the required time frame.
When the VCR is complete, and any necessary qualifications agreed and signed, the
responsible Operations Team(s) can commence the introduction of hydrocarbons and
commence the initial start-up and ramp-up.
All Process Safety Management (PSM) design and engineering standards are
met (DEM2 PSBRs and PS aspects of DEM1 as a minimum).
The development and implementation of the design and operational HSE Cases
is complete.
Provision of clear operating integrity envelopes and operating procedures.
Provision of as-built drawings, documentation and data pertinent to maintaining
Asset integrity and process safety.
Confirmation that all activities and studies have been completed by approved
and competent persons.
That a management system is in place for operating and maintaining the facility,
including a Management of Change (MOC) procedure using Technical Authority
framework.
The Statement of Fitness is a DCAF control element (ATA2 PE&C, RTA2 Surface
Production MC&I, HSSE) and the DCAF process has a defined escalation path if parties
do not agree on sign off.
NOTE; It is not the intent that the Statement of Fitness will be a substitute or
replacement for commissioning acceptance dossiers with copies of documentation,
derogations etc. It is simple way of verifying that the requirements and supporting
information to allow the safe introduction of hydrocarbons have been addressed,
documented and signed as agreed by the relevant responsible parties.
Before commencing Start-Up, all mandatory pre- Start-Up audit findings must be closed.
The following phases are normally recognised in a start-up plan:
Condition the plant for Start-Up (e.g. line walking, valve line-ups, emergency
response exercise, etc).
Complete dynamic commissioning of process systems with hydrocarbons.
Initiate Start-Up in accordance with Start-Up and Ramp-Up (SURU) plan.
Test ESD systems and critical AI-PSM systems
2.3.10.3 Assurance
System Handover and Acceptance assurance mainly consist of the following:
Quality Assurance Plan (part of Project Quality plan)
Definition of LIs and KPIs (Intermediate step targets and end targets)
Audit plan (Health-checks)
The procedure for System Handover and Acceptance assurance should be part of the
total Project Quality procedure. Meeting the agreed quality is one of the main success
factors on any project. All Contractor(s) (PMC, EPC and others) need to integrate
System Handover assurance into the total Quality Assurance plans.
Leading Indicators (LIs) are intermediate measurement targets during the life-cycle of a
Project. Key Performance Indicators (KPIs) are the end targets to be met at Start-up of
the plant.
Leading Indicators for System Handover and Acceptance work process are, for
example:
Systemisation fully implemented
Definition of key milestones clear
System Handover procedure agreed and issued
Dry run for System Handover successful
Audit schedule (health checks) issued
Handover of first System on target.
Key Performance Indicators for System Handover and Acceptance work process are,
for example:
Zero days delay in Commissioning activities for Systems handed over (Ready
for Commissioning)
Zero days delay in Start-up (due to ineffective System Handover)
No overload of resources during Commissioning activities
100% complete data and documentation available at System Handover (or Unit
Start-up)
100% complete spare parts and tools available at System handover (or Unit
Start-up).
An Audit plan, defining various health checks during the lifecycle of a project, is part of
the System Handover and Acceptance Quality plan. Health checks will be organised at
regular intervals to check if System Handover pre-conditions are in place and System
Handover preparations are on track. A report will be prepared with the findings,
recommendations, corrective actions and general action points.
3.1 Introduction
The commissioning and Startup model should provide a systematic approach to
commissioning, which identifies key success and influencing factors.
It should incorporate proven best practice, including implementation guidelines, which if
followed will deliver and flawless Startup and sustained operation; delivering the project
safely, on time and in accordance with strategic objectives. Reference should be made
to Figures 3.1 and 3.2 for a graphical summary.
3.3 Verification
Each stage of pre-commissioning and commissioning may involve the introduction of
high pressures, high temperatures, electrical energy, hydraulic energy, hazardous and
corrosive process fluids etc for the first time. As a consequence, it is essential that the
quality, integrity and functionality of systems are verified at each stage as
commissioning progresses from mechanical completion through to Startup and
operation. To achieve this, the necessary controls, procedures and discipline shall be in
place to formally record and hand over between those responsible for each stage of the
work, e.g.:
From those responsible for construction (mechanical completion) to those
responsible for pre-commissioning;
From those responsible for pre-commissioning / commissioning up to RFSU;
From those responsible for RFSU to those responsible for the introduction of
hydrocarbons and operations thereafter.
All mechanical (construction) completion, pre-commissioning, commissioning and
Startup activities must be auditable with records of the activities undertaken, their results
and performance. These should only be formally accepted when in compliance with
acceptance criteria and performance standards previously defined in checksheets or
procedures.
8 This may not be the same for Small Projects which may not have complex teams for
commissioning and startup. The introduction of hydrocarbons will still be under the control of
operations, but the involvement of staff commissioning engineers may be greater.
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Legend
DG Decision Gate
HO Hand Over
MC Mechanical Completion
PC Pre-commissioning
RFC Ready for Commissioning
RFO Ready for Operations
RFSU Ready for Start-Up
HOC Handover of
Custodianship
FHC Final Handover Certificate
Figure 3.2 Project Completion Flowchart Construction through Commissioning into Operations
4. Develop itemised cost estimates for all CSU activities associated with the
selected concept, integrated commissioning logic and plans, in support of the
overall project cost estimate and master schedule.
For each major hardware delivery area identify:
- High level CSU logic, durations and schedule.
- CSU execution resources and support requirement for each activity.
- Costs (line items) associated with each CSU execution activity.
- Resources, schedule and cost for preparing CSU deliverables.
- Resources, schedule and cost for supporting engineering, Factory
Acceptance Trials (FAT's) and temporaries.
- Roll up to consolidate estimates and phasing for both project and
contractor CSU activities.
Integrate major hardware delivery schedules into one integrated schedule to
support and validate the project delivery assumptions and master schedule.
Benchmark costs and schedule against most recent similar projects.
3. Finalise the CSU strategy and develop the detailed requirements to facilitate
implementation of the strategy.
Define detailed CSU implementation requirements, including KPI's, systems
definition, and minimum conditions for Startup, Testing and Handover, etc.
Identify integrated CSU organisation and resources including the agreement
to deploy operations personnel within the CSU teams.
Develop roles, responsibilities and mobilisation schedule, (relevant to
project locations).
Initiate pre-mobilisation of CSU team/ resources in accordance with the
mobilisation schedule.
Delineate between project, contractor and operations roles and
accountabilities, including project/ contractor to asset transfer.
Identify all CSU deliverables and prepare delivery schedule.
Validate budget control estimates for CSU costs.
Develop timeline and identify key CSU milestones
Confirm alignment and integration of key activities across all hardware
delivery groups.
Finalise the CSU strategy document to incorporate the detailed
implementation requirements and align with the project contracting strategy.
4. Specify within the EXECUTE phase ITT the controls, procedures and
management structures necessary to ensure compliance with CSU
requirements.
Based on the CSU strategy and detailed requirements, determine the CSU
requirements for inclusion in the project execution ITT.
Identify and clearly define the activities to be carried out by the EXECUTE
contractor(s) (e.g. FAT's, mechanical completion, pre-commissioning,
commissioning, etc).
Define the CSU deliverables to be provided by each EXECUTE contractor
(e.g. completions management system, pre-commissioning and
commissioning procedures, first-start procedures, construction/ CSU
integrated schedule, team and resources, etc).
Prior to issue, review the final EXECUTE ITT documents for each hardware
delivery group to ensure the final CSU requirements/ deliverables are fully
and clearly defined.
5. Verify that the final CSU requirements are fully defined for the project EXECUTE
phase, and that cost estimates and plans are refined to reflect this.
Evaluate CSU content within tender submissions in support of EXECUTE
contractor(s) selection.
Verify CSU requirements are included in EXECUTE deliverables of the
selected contractor(s).
Finalise the CSU plans, milestones and budgets based upon the EXECUTE
contractor(s) tender submission.
Validate CSU Startup and delivery plans (e.g. Startup volumes, costs,
schedule, etc) are in accordance with FID promise.
3.7 Implementation
9Also refer to Section 8.3 Management, Administration and Control Procedures and Section 9
Commissioning Tools.
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3.8.1 Introduction
Testing prior to and during the commissioning and start-up phases comprises FATs,
Systems Integration Tests (SITs) and Site Acceptance Tests (SATs).
The prime objective of the FAT is to ensure that any design and manufacturing errors
are identified and remedied under controlled conditions at the place of manufacture. The
SITs and SATs provide further field checks and ensures that the integrated process,
control and safety protective systems function correctly before hydrocarbons are
introduced into a new or modified facility. These three phases of testing should be
planned to ensure that there is the minimum duplication of testing but that control and
integrity prior to startup are assured.
Skid(s)/Module/Systems Reference
A catalogue of all offsite testing proposals should be submitted with the contractors
technical bid.
Commissioning;
Commissioning up to ready for start-up;
Handover of custodianship;
Final acceptance.
The Project Contracting Strategy will dictate responsibility for all activities up to RFSU,
the handover steps must be followed for the reasons explained earlier even if the same
parties are responsible.
Each handover and acceptance must be supported with the relevant documentation as
required by the CCMS and be agreed by both parties. Figure 3.7 Handover Steps
illustrates handover points, scope, prerequisites, documentation and
handover/acceptance parties.
Mechanical Completion By System / Subsystem Discipline Joint Punch Construction Handover Cert. Construction Responsible
(WBS) Construction / Pre-Commissioning As-Built's Person
Pre-Commissioning Responsible
Person
By Discipline System Acceptance Cert. /
Verification of Completion
Checksheets
Pre-Commissioning Completion By System / Subsystem Discipline Punch Review Discipline Checksheet Report Pre-Commissioning Responsible
(RFC) (WBS) System Checksheet Report Person
Commissioning Responsible
Person
By Discipline
Commissioning Complete (in By System / Subsystem or Commissioning / Operations Joint Commissioning Dossier / System Commissioning Responsible
support of milestone phase or Milestone (WBS) Punch List Handover Cert. / As-Builts / Person
RFSU) Verification of Completion Operations Responsible Person
Checklist Completed
Ready for Startup (Interim for By System / Subsystem or Area Handovers / Pre-Startup Audit / Verification of Readiness for Commissioning Responsible
Operational Purposes) Milestone (WBS) Punch List Review / Startup Startup Checklist Person
Procedures / Performance Test Asset Operator
Procedures / Operations Readiness
Deliverables / Emergency Response
Preparedness
Handover of Custodianship By Asset / Full Facility Pre-Startup Audit carried out Project to
A Class Outstanding Punchlists Asset Manager
cleared
Final Handover / Acceptance Full Facility Achieve Nameplate Performance / Final Acceptance Certificate / Project to
Commence Normal Operation / Performance Reliability and Asset Manager
Guarantee Period Starts / Transfer of Capacity verification /
Outstanding Actions and Scopes Outstanding Scope Definition
and Budget
At this point it will be confirmed by the project / contractor and asset owner that:
All systems, facilities, processes, skills and procedures required to control,
safeguard and support the introduction of hydrocarbons / well fluids for live
process systems testing, and subsequent production operations, are available,
proven and commissioned (function checked and / or dynamically tested), and
The change of status of the site has been planned and that the controls are
adequate to manage the ongoing activities.
Refer to Appendix 1 for example checklists of requirements for introduction of first
hydrocarbons.
PLANT LINE-UP
The asset owner will, with the support of the contractor, validate and confirm that the
plant has been lined up in accordance with the line-up schedule in the commissioning
and startup procedure and that all prerequisites have been satisfied.
INITIAL START-UP
All operational activities will be under the control of the asset owner, supported by the
project / contractor as outlined in Section 4.3.
STARTUP, RAMP-UP, ENDURANCE, RELIABILITY AND INITIAL OPERATION
For a complex project where there may be several hardware delivery groups or sub-
projects, an integrated startup and ramp-up model should be developed, taking into
account all interfaces / interdependencies (e.g. feedstock management, flaring
minimisation etc). What if startup scenarios should be tested upfront? This model
should be easy to use, interactive and dynamic and, in some situations, may be used for
training and process simulation / tuning purposes.
During the startup, the model should be used to assess different startup conditions with
actual plant responses and to predict the anticipated plant performance.
The project / contractor will support the above steps with specific procedures, technical
back-up, materials, spares and labour through to provisional acceptance of the facility,
i.e. after all operational parameters have been satisfied and demonstrated to be in
compliance with the facility performance specifications during an initial (agreed)
operations period of the full integrated facility.
During the initial startup and ramp-up steps, the procedures will incorporate sufficient
shutdown and safeguarding actions to verify the operability of these systems under
dynamic flowing conditions, e.g. tripping of individual wells, unit shutdowns, surface
facility shutdown, including shutdown to a hot standby and / or to depressurised
condition, total process shutdown etc.
The conditions under which these tests will be run, information to be recorded,
performance interpretation and acceptance criteria will be agreed in advance, as part of
the project/contractors procedure development process. This should incorporate
regulatory checks as necessary.
During the initial startup and ramp-up period, the plant is still subject to commissioning
and performance validation, including the requirement to prove shutdown systems under
flowing conditions. These shutdown tests and their implementation programme should
be recognised within the first startup and ramp-up timeline and be used to estimate
planned flaring requirements. It is prudent at this time to include an allowance for
spurious or unplanned shutdowns (along with the impact on flaring) and to develop
what if scenarios and their impact, if problems are encountered.
During the initial startup period and for the first year of operation10, Key Performance
Indicators (KPIs) will be measured against the Final Investment Decision (FID) promise
to evaluate the effectiveness of startup and operation. Refer to Table 3.8 Post Startup
KPIs.
Lessons learned from the findings shall be captured in the Flaws and Lessons Learnt
Database.
1 1st Year Production Volumes (boe) since 1st Include Startup and ramp-up volumes
Hydrocarbons introduced regardless if Steady State has been
reached in 1st year or not.
2 Integrated Production System effectiveness from Expressed in terms of Operability
wellbore to sales / export point Index (from Independent Project
Analysis)
3 Schedule Dates for::
PSUA
RFSU
1st Hydrocarbon
1st Injection into hydrocarbon formation
1st Sales/Export
Steady State Flow
Steady State Operations
Final Acceptance Audit/Review
4 Startup Period Duration between RFSU and
Steady State
5 Startup Efficiency (%), i.e. Planned vs. Theoretical Volumes
Assuming 100% Flawless +
immediate Ramp-up (from Produce
the Limit) during Startup Period
6 Start-up Performance (%), i.e. Actual vs. Planned Volumes
during Startup Period
7 Startup Value (boe / US$) i.e. 1st Year Production Volumes vs.
Total Capital Spent (CAPEX)
9 HSE
10 To be agreed in Contract
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4 Organisation
4.1 Resources
4.1.1 Project
The CSU team shall be engaged within the project team to provide expert advice during
project framing, concept selection, strategy definition and development of scopes of
work and contractual documentation, and to oversee the contractor in fulfilment of his
duties under the contract. The number, skills required and roles and responsibilities of
personnel will vary dependent upon the project phase, but normally personnel will be
required for the following:
Facility concept selection and FEED including the development of execution
strategies;
Definition of scope of work, contract bidding and contractor selection for
execution phases, i.e. for detailed engineering, equipment supply, construction
and commissioning;
Commissioning preparation phase activities;
Implementation phase, up to RFSU;
Start-up, initial operation and ramp-up to verify performance and reliability up to
Operations full acceptance.
Project commissioning resources must be sufficient and in position in time to:
Fulfil the project inputs in support of the above;
Provide surveillance, witnessing and acceptance of activities that verify
contractor and equipment / systems performance.
Where the project is accountable for execution of pre-commissioning and / or
commissioning, CSU team mobilisation will need to be planned during the Define phase
and built up from the start of Detailed Design.
4.1.2 Contractor
In execution of their contract duties the contractor will be required to develop a pre-
commissioning and commissioning strategy that incorporates its pre-commissioning and
commissioning organisation. Depending on their role, the core team of this organisation
could / should include the following:
Commissioning/Startup Manager;
Lead Commissioning Engineers;
Non-hydrocarbon Systems Startup Co-ordinator;
Discipline Commissioning Engineers;
Senior Discipline Commissioning Technicians;
Discipline Commissioning Technicians;
Commissioning Planner;
Vendor Co-ordinator;
HSE / Permit to Work Manager / Administrators;
Completions / Certification Engineer;
Document Controller.
The contractors commissioning team should be drawn from designers, experienced
operators and vendors as well as seasoned and experienced commissioning
supervisors, commissioning discipline engineers and technicians. The CVs of
contractor staff should be submitted to the project and their capabilities verified. Where
the contractor has limited operational experience, consideration should be given to
having a project commissioning representative on the contractor Commissioning Team.
The project / contractors organisation must be resourced and staffed in sufficient time
to develop all inputs, deliverables, plans and procedures necessary for the safe
execution of pre-commissioning, dynamic commissioning and hydrocarbon start-up in
accordance with the OR&A phase requirements.
The project / contractors CSU organisation must be capable of:
Completion(s) and handover management;
Process integrity testing;
Integrated (Process Control Systems / Emergency Shut Down / Fire & Gas)
systems testing;
Verification testing;
System dynamic testing and commissioning;
Safety management during commissioning including PTW administration.
Project
Manager
Technical / Integrated
HES Contract
Engineering Commissioning
Support Support
Support Team Manager
Logistic / Vendor
Call Off etc,
Discipline Commissioning Technicians
Operations Technicians
Operations Operations
Operations
Superintendent Superintendent Training
Superintendent
Startup Coord. Startup Coord.
Throughout the FEED and detailed design, reviews will be conducted of key design
documents, technical procedures, commissioning and operational documents. The
reviews will also address information developed as part of the contractor deliverables,
e.g. FAT procedures, commissioning spares recommendations, commissioning and
start-up procedures etc.
During implementation, the project CSU Team shall witness, agree, note and sign that
all performances, records and handovers are conducted to meet the project
specifications or, depending on contractual strategies, take full accountability for
execution as an integrated or stand-alone team, as detailed in 4.3.2.
Depending on the contract, the contractor may have little responsibilities post start-up,
e.g. warranty issues. It may be necessary for the future asset owner to take ownership /
leadership of follow-on activities with technical assistance taken from in-house
engineering contractor or the project engineering contractor under the direction of the
integrated startup team.
4.4 Training
The contractor shall normally be responsible for providing technical training to the asset
owner at all appropriate levels, in accordance with specific requirements of the contract.
Commissioning (both the project and the contractor) shall facilitate the practical hands-
on exposure of the asset owners operators, which shall be an integral element of their
overall training plans. This training shall be agreed for each individual, be monitored and
assessed by the contractors representative responsible for such training and be
overseen by the projects Operational Training Manager / representative. Operations /
Maintenance Team members integrated into the CSU Team will fulfil a commissioning
role, as compared to those retained by the future asset owner witnessing and accepting
handover etc.
The project and contractor will be required to integrate asset owners staff into the
respective CSU Teams. This will give early exposure to the facility through involvement
in FAT and preparation and review of procedures and hands-on involvement in
commissioning tasks. These tasks should relate to systems for which the operator /
technician is to be responsible. The opportunity should also be taken to cycle staff
through the CSU Teams.
The integration of such resources into the contractor organisation must be without
detriment or reduction in the contractors obligations under the contract. The contractor
shall agree the number and timing / profile of operators that can be effectively integrated
into his CSU Team.
Competence assessment remains the responsibility of the training organisation and is
not a commissioning function.
5.1 Objective
The OPMG highlights that the thoroughness of the planning phase of Opportunity
Management has a significant impact on the subsequent progress and ultimate project
cost.
It has been repeatedly show that many of the problems identified in Value Assurance
Review (VAR) 5 can be traced back to indifferent and poorly managed planning in ORP
Phases 2 and 3. There is often a compelling requirement to fast-track projects, but in
this situation it is of utmost importance to dedicate sufficient time and resources to get
the design and execution elements right first time.
An overriding focus on schedule by those responsible only for the early processes tends
to promote a misconception that problems or incomplete work can be sorted out at a
later stage. This never happens. Even worse, the gaps rarely resurface until the final
commissioning phase when functionality checks reveal design or construction
deficiencies. Care must be taken when working the plan to avoid this trap.
To realise production from a project at the earliest possible dates, it will be beneficial to
define project phases and to set targets which focus the implementation, commissioning
and startup in a structured and logical sequence.
To meet the production demands of a phased project delivery or sequence, wells,
flowlines, manifolds, transport and export lines must be integrated into the appropriate
project phase and boundary interfaces managed.
To sustain production from one phase while completing and commissioning subsequent
phases, the project / contractor should be satisfied that there are adequate isolations
and boundaries to incrementally connect new facilities into the operating facility with a
minimum of downtime to its operation.
For complex multi-contractor projects a requirement should be to develop an integrated
commissioning and startup schedule on system level taking into account the phased
handover concept.
Specific attention should be given to the planning of interfaces (e.g. timing of interface
point availability for joint commissioning activities such as flushing, drying etc) and
systems integrated performance tests, followed by the planning of interfaces for
facilitating the complete / integrated startup.
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
COMMISSIONING SUBMISSION
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
Schedule Fully meets schedule Marginally exceeds / Does not meet
underestimates expectations
10 9 8 7 6 5 4 3 2 1
Commissioning Man- Within 10% of counter Within 15% of counter Over / Under
hours to execute estimate estimate estimated
10 9 8 7 6 5 4 3 2 1
Execution Method Plan fully explained and Plan & Methods Little or no
Statements / credible outlined explanation
Temporaries
10 9 8 7 6 5 4 3 2 1
Resource Histogram Complies with resources by Overall outline Uncertain /
discipline Mismatched
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
COMMISSIONING DELIVERABLES
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
COMPANY EXPERIENCE
Similar Size / type of Excellent track record Has managed similar Little experience
Projects of similar
10 9 8 7 6 5 4 3 2 1
Similar Location Long term experience of Limited experience of Little or no
region or similar similar experience
10 9 8 7 6 5 4 3 2 1
In Country Support Established base Will provide base Will do minimum
to satisfy
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
VENDOR MANAGEMENT
Involvement Commissioning involvement Some involvement in No involvement
in FATs FATs in FATs
10 9 8 7 6 5 4 3 2 1
Site Support Exceeds expectations / Satisfies requirement Inadequate site
minimum requirement support
10 9 8 7 6 5 4 3 2 1
Vendor Procedures / Exceeds expectations / Satisfies requirement Inadequate does
Documents minimum requirement not comply
10 9 8 7 6 5 4 3 2 1
Training Modules Training plan / deliverable Satisfies requirement Inadequate
submitted commitment
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 Main Contractor Assessment for Commissioning and Startup (Continued)
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
SAFETY IN COMMISSIONING
Overall Commitment Full and comprehensive Largely compliant Below required
submission commitment
10 9 8 7 6 5 4 3 2 1
Permit to Work Working system System meets Inadequate
minimum requirement system
10 9 8 7 6 5 4 3 2 1
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
Risk Assessment Good process applied to all Process and No process or
methodology procedures application adequate commitment
10 9 8 7 6 5 4 3 2 1
Safety management Good process, tried and Satisfies minimum Inadequate
System / Plan tested requirement
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
ENVIRONMENT IN COMMISSIONING
Overall Commitment Full and comprehensive Largely compliant Below required
submission commitment
10 9 8 7 6 5 4 3 2 1
Environmental Risk Good process, tried and Satisfies minimum No process or
Assessment tested requirement commitment
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
Figure 6.1 Main Contractor Assessment for Commissioning and Startup (Continued)
COMMISSIONING HIGH RATING MEDIUM RATING LOW RATING SCORE AVG. WEIGHTING WEIGHTED EVIDENCE OF SCORE
ATRRIBUTES SCORE SCORE GIVEN
STARTUP AND INITIAL OPERATION
RFSU criteria Outlined Minimum conditions for RFSU Concept understood Little or no
understood comprehension
10 9 8 7 6 5 4 3 2 1
Handover Process Fully complies and Concept understood Little
responsibilities noted comprehension
10 9 8 7 6 5 4 3 2 1
Verification Process Assurance Process in place Concept understood Little
comprehension
10 9 8 7 6 5 4 3 2 1
1st Startup Procedure Format / Contents Compliant Adequate outline Inadequate
provided outline provided
10 9 8 7 6 5 4 3 2 1
Startup Timeline Fully mapped meets Adequate outline Inadequate
expectations provided outline provided
10 9 8 7 6 5 4 3 2 1
TOTAL SCORE
MAXIMUM POSSIBLE SCORE
Figure 6.1 Main Contractor Assessment for Commissioning and Startup (Continued)
8 Commissioning Tools
8.4 Checksheets
Checksheets for mechanical completion and pre-commissioning are normally project
specific, related to project equipment, standards, functionality and integrity
specifications, and are discipline based. Input and guidance for the development of
project checksheets can be taken from engineering standards, equipment specifications
and codes of practice (local/national and international), good engineering practice and
Company standards. Normally generic and / or checksheets used on other projects will
serve as the starting point.
Checksheets proposed for use by the contractor should be subject to review by the
project to ensure that all critical steps have been included; ensuring the level of detail is
fit for purpose, and is appropriate to the equipment being specified for the project. Input
will be necessary from the engineering disciplines (contractor and project) and the future
asset owner who may wish to nominate Witness and Hold points. Where the contractor
does not have their own suite of checksheets, the project may issue these generic
sheets for the contractor to make them project specific. These must be reviewed by the
project.
8.4.2 B Checksheets
B checksheets list, by tag, single discipline pre-commissioning checks to be carried out
and recorded on a discipline by discipline basis. Pre-commissioning represents the first
time that energy is applied to a component or tag, or is an activity considered critical for
normal operation, e.g. vessel inspection immediately prior to final closure. When all the
lists are complete, it generally means that the system is ready for multidiscipline
dynamic commissioning. Checksheets should be specific to the equipment being
incorporated into the facility and will normally record results and values.
11 The future asset owner should be encouraged to conduct early walk-downs ahead of
formal punch listing exercises in order that any major issues are addressed in advance.
Any issue raised should be documented and reported.
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Punch list items are normally divided into two categories; Category A and Category B.
Items which would represent a safety hazard if not closed out are designated Category
A and the associated system or tag cannot be energised and brought into service until
the required action is completed. Non-safety critical items are designated Category B
and the system may be commissioned without detriment to performance with the action
still outstanding.
A system or subsystem cannot be accepted for pre-commissioning / commissioning
without mitigating steps being taken to effectively downgrade an A item to a Category
B.
Custody of the punch list and its administration, utilising the CMS database, shall lie with
the Certification Engineer. However, responsibility for item closure will lie with the
Construction Team / CSU Team as agreed during punch out.
Access to clear an item, post mechanical completion, must be given by the system /
subsystem custodian (Commissioning or Operations) and be planned to suit ongoing
activity.
Where custody of a system is transferred from one delivery group to another, e.g.
construction to commissioning, and where responsibility for certain ongoing activities
such as preservation is also transferred, these records must also be transferred and be
subject to punch listing along with any other items of information required including
vendor reports, as-builts etc.
The level and types of spares ordered should be agreed upon, recognising the logistics
and delivery lead times necessary to get equipment on site. Clear roles and
responsibilities should be defined to identify who will order commissioning and initial
spares to ensure that they are available on time. Vendors will be expected to specify
their recommended commissioning and initial spares electronically in Electronic Spares
Part Interchangeability Record (ESPIR)12 format. Commissioning spares should be
itemised and not referred to simply as a lot.
Relief valves and other equipment subject to certification shall be re-certified for service
no longer than 3 months prior to going into operation, or in accordance with local
statutory requirements, such that the time in service to next re-certification is
maximised. Depending on local capability, testing may be carried out either onsite by
specialists, trained future operatives or require the equipment to be removed offsite for
testing.
Figure 8.1 Commissioning Technical Documentation Map for Execution and Handover
9.3 Recording
Once executed, a procedure should contain all results, performances and records to
demonstrate that the subsystem, system or facility performance is in compliance with
the BfD. Compliance with the BfD should be by reference to and comparison with
acceptance criteria.
The witnessing of checks, test and results must be recorded to verify that the project
CSU / asset owners personnel agree with and confirm the results.
Where offsite module integration and pre-commissioning is to take place, the activity
execution should be subject to the same level of detail, formats and contents. The
procedures produced for the offsite activity should also cover preparations for shipment
and intervening preservation requirements. It may be necessary to make provision for
monitoring conditions which, if breached during transportation, may compromise
integrity e.g. pressure monitoring of nitrogen blankets, monitoring for shock loading of
sensitive equipment.
The onsite procedures should commence from this point and deal with any travel well
testing to confirm that no degradation or damage has occurred during the transportation
period. Without justification, there should be no repeat of tests carried out offsite.
11.1.7 Communication
The commissioning period poses special demands on the need for effective
communication systems between members of the Commissioning Team. The normal
plant-wide system may be insufficient for this purpose and may need to be
supplemented, e.g. by two-way radio or extra telephone links. The necessary reliability
of such communications must be considered as part of the provision of adequate
hazard controls and recovery measures.
15 Lack of understanding of CSU Provide training to all staff. Use HSE meetings, bulletin
hazards/awareness of the frequently changing boards and Tool box talks to update affected workforce of
site conditions changing site conditions.
16 Use of sub-standard temporary equipment Make sure that all temporary equipment is subject to
(e.g. hoses, heaters, burners). engineering discipline review to confirm technical integrity
and that CSU personnel are trained in their use. Removal
of temporary equipment such as temporary cables and
hydrotest gaskets shall also be considered.
17 Use of hazardous chemicals. Use MSDS and HEMP to identify necessary controls.
OR
On a brownfield project where work is outside of existing facility perimeter and
no hydrocarbons are present but utility systems are supplied by PDO, then the
PTW system adopted will be that of PDO.
OR
On a brownfield project where work is inside the existing facility perimeter then
the PTW system adopted will be that of PDO.
Any activities to tie in existing hydrocarbon producing / processing facilities and for the
introduction of hydrocarbons and subsequent activities, including ongoing construction
and commissioning on nearby facilities, shall be administered by the operations utilising
the PDO PTW System.
Note: A Manual of Permitted Operations (MOPO) must be produced to bring awareness
to the management of any potentially conflicting activities.
The contractor may elect to adopt the PDO PTW System from the onset, subject to
training of contractor personnel in its operation, assessment of personnel to fulfil their
duties under the system and appointment of authorities.
12.1 Overview
Flawless Project Delivery13 (FPD) is defined as a focused and systematic approach to
influence successful commissioning, start-up and first cycle operation. Its objective is to
achieve trouble-free startup and sustained operational performance for the total project
including first cycle operation. It is the adoption of processes and actions by which risks
to this objective will be identified, assessed and addressed during engineering,
procurement and site implementation, in a proactive manner. The approach used
implements proven best practices, applies contractors own and asset owners lessons
learnt, encourages co-operation in the application of flaw mitigation and risk
management, and utilises the resulting improvement of normal work processes.
Commissioning is not in isolation responsible for FPD within a project, but will contribute
towards its implementation and be the main vehicle through which its objectives will be
realised.
The FPD tool has four key enabling elements, all of which require to be followed if the
full potential of the tool is to be realised. These four elements are:
Flaws and Lessons Learnt Database;
FPD Implementation Roadmap;
Q specification definitions;
Use of Key Performance Indicators (KPIs) in the FPD Initiative.
For further details refer to
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/ORAKLE/more_1-
02_fpd.html
13 Refer to
http://sww.shell.com/ep/projects/operations_readiness_and_assurance/ORAKLE/dm_1-
02_fpd.html for more detail
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Helipad availability
Operating manual
Maintenance manual
Gas-in/gas-out procedure
Standing Instructions
3 Commissioning:
N2 purging completed
Walk-the-line exercise completed and confirm that all breaks and blinds are in
place as per the PEFS
Site Manager
Commissioning Manager
Start-up Superintendent
Proposed By
Proposed By
Agreed By
Agreed By
4 Non-adherence to start-up plan. Set up start-up plan with help from start-up
operators who have experience. Provide training to
all staff about start-up plan.
6 No clear demarcation between Barricade the live blocks with striped plastic tape
construction and live blocks. and hang the warning board to control access.
7 Live lines running through construction Follow spade blind management procedure.
areas.
8 Change from one Permit to Work Provide training to all staff about PTW.
system to another.
10 (Running) equipment failure. Set up emergency plan for equipment failure and
train staff.
The junction boxes will be part of the multi-cores sub-system. Multi-core cables, where
all cores are connected to a single subsystem, will belong together with the junction box
to that subsystem.
4. Mechanical Equipment
Items of mechanical equipment will fall within the limits of the parent process or utility
system. In some cases it may be justified to designate complete vendor packages as
subsystems for optimal utilisation of manufacturing resource with pre-commissioning
activities. Additionally, spared equipment may be designated as complete subsystems
for the purpose of later streamlining completions activities to achieve earliest oil and or
gas production. In this case, positive isolation of piping, control, crossover and any
associated fire and gas protection/detection must again be addressed during design.
Typical examples are:
Gas compression Train 1
Instrument air compressor/drier A
6.6kV transformer B
Flare drum recovery pump A
5. Telecommunications
5.1 Radio System
When line-of-sight multi-channel techniques are utilised, the multiplexer will be included
in the radio system. The multiplexer device will interface between telephones,
computers and telefax devices. The limits of this subsystem will be the input terminals
on the multiplexer.
In cases where a telephone patch interface is used to patch a public address system
and/or radio into a telephone system, the telephone patches will be included in the
telephone or the radio system depending upon the design.
5.2 Telephones
The telephone subsystem will include PABX, operator console, facsimile, telex; main
distribution frame and cabling out to the multiplexer and/or single unit radio transceiver,
together with cabling to the public address control panels.
5.3 Public Address
The public address system will include alarm racks, amplifier, control panel, override
station, loudspeakers and interconnecting cabling. The limit of the subsystem will be the
input/output terminals on the control panel and the input loop terminals on the alarm
rack from the F&G detection system.
6. Other Special Cases
In the event that the above delineation rules do not cover a particular case, then the
EPC contractor will develop a proposal and submit for Company approval.
Utilising the CMS within the Commissioning and Startup Execution Process
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Startup Procedure
1. Objective
1.1 General Statement Introduction
1.2 Statement of Intent
1.3 Start-up Planning
2. Hydrocarbon Start-Up Overview
2.1 Hydrocarbon Start-up Overview
2.2 Performance Standards
3. HS&E
3.1 General Safety
3.2 Toolbox Talks
3.3 Environment
4. Vendors AND Systems Testing Prerequisites
4.1 Vendor List for Startup
4.2 Systems List and Pre-commissioning/Commissioning Status for Start
5. Inventories and First Fills for First Startup
6. Start-up Scope and Procedure
6.1 Overview and Remarks on Detailed Procedure
6.2 Different Modes of Operation
6.3 Start-up Flowchart
6.4 Pre-conditions and Plant Requirements
6.4.1 Verification Readiness to Startup
6.4.2 Handover and Acceptance Documentation for Pre-commissioning and
Commissioning of Systems up to RFSU
6.4.3 Punch List Agreed and Signed Off
8. Reference Drawings
10. Appendices
Holds List
Appendix 7 - Abbreviation
The following list of abbreviations is applicable to this document and the subject matter
contained within.
BfD Basis for Design
boe Barrel of Oil Equivalent
C&E Cause and Effects
CMS Completions Management System
CCMS Project Certifications and Commissioning Management Systems
CMMS Computerised Maintenance Management System
CSU Commissioning and Startup
DCS Distributed Control System
DEP Design and Engineering Practice
ECC Emergency Control Coordinator
EP Exploration & Production
EPC Engineer , Procure and Construct
ERT Emergency Response Team
ESDV Emergency Shutdown Valve
ESPIR Electronic Spares Part Interchangeability Record
FAT Factory Acceptance Test / Testing
FEED Front End Engineering & Design
FPD Flawless Project Delivery
GS Global Solutions
HAZID Hazard Identification
HAZOP Hazard & Operability Study
HC Hydrocarbon(s)
HSES Health, Safety, Environment & Security
HSE-MS Health, Safety and Environment Management Study
ICCS Integrated Control and Communications System
IPF Instrumented Protection System
ISN Instrument Safeguarding Narrative
ITT Invitation to Tender
KPI Key Performance Indicator
MoC Management of Change
MOPO Manual of Permitted Operations
MTBF Mean Time Between Failure
MTTR Mean Time to Repair
OMS Operations Management System
OPMG Opportunity and Project Management Guide
DEP 31.76.10.11 Installation, Testing and Balancing and Commissioning of HVAC Systems
UOP4
Custodian of Document Date: