Transcript
7. INTERFACES MANAGEMENT 7.1. Definitions ã Interface An interface is a point or a physical connection, associated with a location, where the Scope of Work of one EPC Contractor meets or touches the Scope of Work of another EPC Contractor or of another organization (e.g. Authorities). Each Interface Point shall be identified by an Index showing the engineering discipline and four digit showing the progressive number (see Volume 2 Section 3). ã Project Interface Management Plan A Plan describing methods and strategy for managing all Project Interfaces. The Interface Management Plan shall be prepared by the Interconnecting Contractor on the basis of the Split of Work between Contractors, the Master Interface Plan and of the requirements listed in Volume 2 Section 3 “Interface Philosophy and Management”. ã EPC Package Interface Management Procedure Procedure prepared by each Interface Contractor to show his organizational structure and how he intends to implement the Project Interface Management Plan. ã Project Interface Data Base A data base for registration of all Interface Points including both those identified during the Basic Design Phase and those possibly occurred during the EPC phase of the Project. ã Discipline Technical Contact A single individual, within an organization, appointed for coordinating the Interface activities relevant to his specific discipline. ã Interface Agreement Any agreement between two interfacing Contractors or organizations related to an Interface Point, which confirms coordinates and Scope of Work and, when applicable, execution schedule. During the engineering phase, an e-mail, a Minute of Meeting or a specific indication on a formal drawing will generally be sufficient to confirm an Interface Agreement, which shall then be recorded by the parties in the respective Interface Logs and transferred by the Interconnecting Contractor in the Project Interface Data Base. Volume 2 – Section 3 – Para 7 Sh. 1/4 During the Construction phase, any Interface Agreement shall be recorded in a Construction interface Agreement form, where reference drawings and I/P execution schedule shall also be recorded. Said Construction interface Agreement form shall be signed by the two interfacing parties. 7.2. Preparation of the Interface Management Plan and Procedures ã Interconnecting CONTRACTOR shall prepare and submit, for COMPANY review, a detailed Project Interface Management Plan no later than thirty (30) days after the Effective Date of the relevant EPC Contract. Said Plan shall cover all the phases of the Project, from the FEED review up to Precommissioning/Commissioning phase. The plan shall take into account all the duties and responsibilities of the Interconnecting CONTRACTOR for Interface aspects (see Para 4.1 here below). ã Each Interface CONTRACTOR shall prepare and submit, for COMPANY review, a detailed Interface Management Procedure no later than forty five (45) days after the Effective Date of the relevant EPC Contract. The procedure shall take into account all the duties and the responsibly of the CONTRACTOR for Interface aspects (see para 4.2 here below). In particular, the procedure shall: - identify an Interface Coordinator - describe in detail the organization of the interface function at both Home Office and Site - - provide a detailed proposal for the updating and implementation of the Master Interface Plan; - - provide a proposed schedule for the issue of the Interface documents and drawings. 7.3. Duties of the Contractor 7.3.1. Interconnecting Contractor The Interconnecting Contractor is responsible for overseeing and coordinating the interface management process and ensuring that interface issues are coordinated, documented and resolved according to the agreed procedure. The duties of the Interconnecting Contractor include: ã Appoint a Project Interface Manager having experience and authority suitable to manage the Interface activities of a Project of the importance, size and characteristics of JER Project. ã Include in its scope of work and in its organization chart, an Interface Coordinator who shall operate with the same duties and responsibilities as all other Interface Coordinators of the other EPC Packages. The sketch of attached Fig. 1 represents the above approach. Volume 2 – Section 3 – Para 7 Sh. 2/4 ã Prepare, implement and manage the Project Interface Management Plan. ã Develop and implement a Project Interface Data Base. ã Facilitate online access to the Project Interface Data Base and other interface information, as appropriate. ã Facilitate communication between interfacing Contractors. ã Direct and indirect support and involvement in the identification and resolution of interface issues, as required. ã Elevate non-performing interface issues to the appropriate level within the Interfaces organization. ã Prepare and manage the development of interface progress and status reports. ã Chair or organize the kick-off meeting for interfaces and the scheduled interface meetings as necessary. The interface kick-off meeting shall be held within one month from the effective date of Contract. ã Coordinate, review, and update Project Schedule to reflect performance of internal and external interface issues. ã Monitor performance and effectiveness of Interface Management. ã Coordinate with Interface Contractors to ensure that Interface Coordinators are appointed and Technical contacts are assigned to interface issues. ã Audit compliance and settlement of Interfaces. 7.3.2. Interface Contractor Each Interface Contractor is responsible for overseeing the interface process with all other involved parties and confirming that interface issues are identified, documented and resolved as agreed. Interface Contractor shall appoint an Interface Coordinator having the necessary authority from its organization to agree upon resolution to any possible issue. The duties of the Interface Contractor include: ã Insuring that interfaces are identified, registered and reported. ã Appoint an Interface Coordinator. ã Assign technical Contacts for each discipline. ã Provide an interface execution plan with duties, responsibilities and flow of documentation. ã Actively maintain and develop the details required in the Project Master Interface Plan to successfully execute the completion of the interfaces and avoid any possible conflict. ã Participate to the interface kick-off meeting and to the scheduled interface meetings. The interface kick-off meeting shall be held within one month from the effective date of Contract. ã Report the status of selected interface issues and activities on a timely basis. ã Keep an Interface log suitable to supply inputs to the Project Interface Data Base. ã Prepare interface Progress Report for his Scope of Work. Volume 2 – Section 3 – Para 7 Sh. 3/4 ã Create a set of interface drawings that fully define the interface work and responsibilities. ã Actively co-operate to develop the schedule details required to enable the construction of the interfaces without delays to any parties. ã Be proactive in identifying and co-ordinating interfaces. 7.4. Interface Issues Resolution Interconnecting Contractor is in charge to coordinate and define new I/P’s as well as to solve any dispute related to new or already identified Interfaces. In case, notwithstanding Interconnecting Contractor efforts, no agreement is reached, Interconnecting Contractor shall address COMPANY’s Project Interface Manager, providing all supporting data suitable to allow COMPANY to issue a resolution and provide a direction to the involved Parties, as appropriate. Fig.1 – Interface Identification and resolution sequence – clarifies the procedure to be followed. 7.5. Interface Schedule Dates Schedule dates for submitting of Interface deliverables and milestone dates for executing key Interface activities (e.g.: excavations to be utilised by another Interface Contractor) shall be incorporated in each EPC Contractor Home Office Project Schedule. Schedule dates resulting from Interface Agreements signed at Site shall be incorporated as milestones in each EPC Contractor Site Project Schedule. 7.6. Special Interface Requirements It should be clear that each EPC Packages included in the Jubail Export Refinery Project is part of a major strategic Project and that synergies and strict cooperation among all EPC Contractors is a condition to reach the Safety, Quality, Schedule and Cost target of the Project. In this view, each CONTRACTOR shall actively promote actions which may simplify the overall execution of the Project or, on the other hand, promptly express concern, or alarm, about Interface aspects which may jeopardize the Project activities (e.g.: significant deviations of expected utilities consumption figures with respect to those estimated during the FEED phase etc.). Volume 2 – Section 3 – Para 7 Sh. 4/4
