piping engineering leadership for process plant projects

Piping Engineering Leadership for Process Plant Projects by James O. Pennock • ISBN: 0884153479 • Pub. Date: May 2001 • Publisher: Elsevier Science & Technology Books Preface There are many books already on the market that address all the purely technical and mechanical aspects of the piping engineering and design pro- fession (piping). There is also a long list of codes and standards that form the "rules" that govern the piping industry. This book is not about these technical aspects of piping nor is it intended to compete with or contradict any of these fine works. In fact, I have a number of these books in my per- sonal library. I have found the need to refer to them on a regular basis dur- ing the course of my work. I also have used many of them as text or reference material when I teach the various entry levels and intermediate level design training classes. This book is also not about piping department management. There is no doubt that department management is complex, and the issues there are very important. Some department issues may even be similar to issues discussed in this book. However, I will leave any dis- cussion of the department management area to others. The focus of this book is the position of the lead, the person who is in charge of the piping effort on a process plant project. This position and the responsibilities of this position are not currently covered in any of these other technical books. This "lead in charge" is the person assigned to a project and held responsible for the successful execution of all the piping activities, both technical and nontechnical. This book is intended for the in- dividual who may be at (or near) the top of the technical ladder and who will soon become, by choice or circumstance, a supervisor or "lead in charge" as a project piping lead. It may also assist those who are currently in this position of project responsibility by validating what they are already X Piping Engineering Leadership for Process Plant Projects doing. Hopefully, it may also suggest new areas where they can bring value to that project. Let me start with a discussion that places you, the reader, in a symbolic scenario. You suddenly awaken and find yourself standing all alone in a strange place. You really don't know where you are or how you got there. You are in the center of a circle or cone of light. The light is shining down as from a narrowly focused spotlight. Everything you see inside the circle of light is recognizable and familiar to you. You have some level of com- fort here. But beyond the cone of light, there is total blackness. You cannot see anything outside the light cone. You have an overwhelming sense of uncertainty about what may be out there. You can hear sounds, and you can see occasional flashes of light. You do not understand what is going on out there in the darkness. You are then told that this mysterious black outer area is now included as part of your world. You are also told that you must safely and successfully navigate it. Does this scenario sound like some Hollywood screen plot? I assure you, it is not. This is how many people feel when they find themselves promoted to supervision and the lead position on a project. They may not have wanted to be promoted at all. They may have been the strong technical lead and sec- ond in command when the "boss" was not around. Then it happened. The "boss" quit, and they were the next in line. They were just in the wrong place at the wrong time. Possibly, they were due for a promotion, but they were never trained for it. There had been no money in the company or department budget for training. They may have been pushing for a promotion but never fully understood what they were wishing for. No matter how they got there, they are now the person in charge. This is a scary thing. Back to the scenario. Now suppose that someone begins to turn on the lights. The darkness and the mystery go away. The purpose of this book is to help turn on the lights the bright light of day to illuminate the piping engineering lead position and bring understanding to the four functional subgroups of piping. The light is then turned on for the next level, the en- gineering coordination position and the other peer-level engineering disci- plines. We then turn on the lights for the management, administrative, and control functions. Next, the lights are shown on the many types of plants through a discussion of the breadth and depth of both new construction and modification projects. Light is then used to bring a broader understanding to the procurement and contracts area of a project. Finally, we turn the lights on to bring more understanding to the actual execution activities of project scope development, estimating, scheduling, staffing, directing, controlling, and final closeout. When all of the lights are turned on, you are Preface Xi now better able to see what was in all of those dark surrounding areas. You can now begin to understand what is around you, what the hazards are, what is causing the strange noises and the strange flashes of light. Some of the things you see out there may be familiar, but others may not be. Now that you can see them, you can begin to form plans of action for dealing with each of these challenges. The concept of illumination used in this scenario also works in under- standing the position of leadership. Once the proper light is shed on all the fundamentals of the technical, administrative, and supervisory tasks, then the anxiety felt by the individual will be reduced. The person placed in charge as the leader will be able to function more comfortably in this new assignment. This book is about the piping profession, specifically the piping profes- sion as it applies to piping in the process plant industry. It has been written by a process plant piper. It was written about process plant pipers. It has been written primarily for the process plant piper who is, or will become, a piping engineering lead. What is the lead in charge of piping engineering on a project called? It would be presumptuous to assume that the "lead in charge" of piping in one company would be called by the same title in all other companies. This would just not be true. There are possibly ten or more different titles out there for this same position. With this in mind, this book will use a neutral, generic (made up for the purpose) title of "piping engineering lead" (PEL). The use of this PEL title is not intended to imply that it is the title that should be used by any company. On the contrary, each company should keep its current position title. It will be up to the reader to transpose his or her company title where appropriate. Discipline titles for the other group leads (structural engineering lead), or positions (project manager), when used, will also be as neutral and genetic as possible. One of the basic laws of physics is "For every action, there is an opposite and equal reaction." A similar "law" exists in the execution of an engineer- ing project. The "action" of leaving out a necessary function or service from one part of the project means that the action must be added somewhere else. An activity required to complete the project that is not done by one entity must be added to someone else's scope. In this book, I have tried to point out some of these situations where alternate methods of execution, the leaving out of "action," may be appropriate. I have also tried to suggest the compensating action required in another responsibility area. Alternate exe- cution options are necessary because the M. O. (modus operandi) of each company and each project is different. There is no such thing as a "duplicate" plant. No two regional offices of the same corporation will operate in totally Table of Contents Preface Pt. I Roles and Responsibilities 1 1 Piping 2 2 Engineering Management and Other Engineering Disciplines 17 3 Nonengineering Groups 28 Pt. II Project Descriptions 39 4 Project Types, Terms, and Execution Philosophy 40 5 Grassroots Projects 50 6 Revamp and Rebuild Projects 75 Pt. III Procurement, Pipe Fabrication, and Contracts 89 7 Procurement Responsibilities 90 8 Pipe Shop Fabrication 109 9 Contracts and Construction Work Packages (CWP) 123 Pt. IV Project Execution 135 10 Project Definition - Scope of Work 136 11 Estimating 146 12 Scheduling 179 13 Planning and Organizing 190 14 Staffing and Directing 201 15 Controlling Change 213 16 Reporting 222 17 Project Completion 226 Pt. V The Future 233 18 Where Do We Go from Here? 234 App. A Typical Piping Deliverables 248 App. B The Cradle-to-Grave Concept 252 App. C: Glossary 256 App. D Suggested Piping File Index 263 Index 269 About the Author 275 1 Piping This chapter will define the terms used for the lead in charge of the pip- ing effort. It addresses how people are selected for that position, defines the duties of that position, and defines the duties of the four piping subgroups. Piping engineering lead (PEL) as a title, a function, and a position has a very narrow, industry-specific application. This position is not widely known outside the process plant engineering and construction field. The position of orchestra conductor also has a narrow, industry-specific appli- cation, but it is one that has wide public recognition. The title welder is not so industry specific and is also commonly known to the general public. The same can be said about bookkeeper, accountant, cook, or lawyer. You can find each of these names, titles, or professions in any dictionary. Each is also commonly known to the general public. The position piping engi- neering lead is not commonly known to the general public. Over the years, people have asked me about my job. What is my title, and what are my job duties? I would then need to explain what it meant and what I do. If I were a plumber, I would not need to explain what I do for a living. So, how do we define this position? The piping engineering lead is the person who is placed in charge of all piping-related activities on a major process plant project. A PEL is a tech- nical expert/resource supervisor/production manager. He or she is respon- sible for the overall plant and equipment arrangement; for the technical definition of all the process system piping on the project; and for the supervision of a large group of people. The PEL is responsible for the deliverables from their effort and for the quality of that effort. The PEL Piping 3 also manages the budget and schedules aspects of the assigned segment of the project. The actual PEL responsibilities vary depending upon the engineering company, the client, the type of project, the project execution philosophy, and the construction philosophy. Some companies (U.S. or worldwide) have the piping function integrated with another engineering group or function. Some companies structure piping in some other fashion. The spe- cific structure is not as important as the overall function. To fulfill all the aspects of this functional definition, and depending on the company, the PEL may be involved in some or all of the following activities: 9 Participate as a part of the proposal team in pre-bid meetings with the client for proposal development 9 Define the physical scope of the piping effort for the project (see chap- ter 10) 9 Define the piping execution method and the required piping deliverables (see chapter 10) 9 Prepare a labor hour estimate for the piping effort (see chapter 11) 9 Prepare a material cost estimate for all piping items (see chapter 11) 9 Prepare a detailed piping discipline work execution schedule that is co- ordinated and compatible with the other engineering disciplines (see chapter 12) 9 Plan all aspects of piping activities (see chapter 13) 9 Organize electronic or hard-copy data files or data needs (see chapter 13) 9 Oversee proper resource (people) requisitioning and utilization (see chapter 14) 9 Recognize and report all scope changes or trends that may cause a cost impact to the project (see chapter 15) 9 Be aware of labor budget expenditure, production, and productivity (see chapter 16) 9 Prepare prompt and accurate status reports (see chapter 16) 9 Manage project completion and closeout (see chapter 17) If you are already knowledgeable about the engineering and construc- tion business, this list of activities will speak volumes. If you are new to the business, it may tend to scare or confuse you. Rest assured that is not the purpose. The purpose is to provide a guide for the person who is new to supervision, the person who is just getting started as a lead. It is also in- tended to help the person who is already a supervisor and wants to 4 Piping Engineering Leadership for Process Plant Projects improve. The goal is to show who we are and what we do as piping engi- neering leads. How does one become a PEL? People come to this position by a num- ber of paths. A PEL may be a graduate engineer with a BSME (or other de- gree) who has been in the piping material engineering group or the pipe stress engineering group. The PEL may be a transfer from another disci- pline, such as a mechanical equipment engineer. In today's world, how- ever, these would still be considered rare cases. Most PELs will be from the plant layout and piping design arena. They usually are the ones who have been in the business much longer than anyone who reports to them or much longer than any of their counterparts in the other disciplines. Most of these PELs are there because of the vast experience and the "gray hair" technical knowledge they possess. That depth of experience and the knowl- edge they bring to the project are invaluable. Many of the PELs that I have been privileged to work with or have met through contacts over the years seem to have gotten their start the same way. They took drafting in high school or a vocational technical school, or they worked in a central drafting department in their first job. The ones that showed an affinity for piping stuck with it and grew. They moved up the ladder, becoming more and more knowledgeable as piping designers. If they were lucky, they worked for a company that developed and conducted piping-specific technical training classes. Some were fortunate to live in an area where a number of local companies would join together and sponsor programs like the Engineers Club in the Philadelphia, Pennsylvania. Over the years, they worked on bigger and more complex projects. As they moved up the ladder, getting on-the-job training and experience, they be- came better piping designers. Some of these individuals also gained or showed leadership traits. For most people in the PEL position, the bottom line, education wise, was that tried and true: OJT. On-the-job training (OJT) was the only way to learn. Some PELs may have had the benefit of some type of supple- mental college-level classes. Some may possibly have attained a degree in some related field. Many, however, will have only a high school education with some college or junior college-level courses in subjects that relate to the piping field. The lack of a higher level education in the piping-specific engineering and design field was not by choice. The fact is that until re- cently (see chapter 18) there has not been a formal program in academia to addresses this specific field. This lack of a formal education, however, has not been a significant issue. Piping 5 Although the skills that a PEL must have in order to succeed are many, the traits the PEL should have are few and simple. Every PEL will have a different background of life experience, project type experience, and per- sonal habits. Two PELs who may work together for years for the same em- ployer will not be, or think, alike. However, the basic traits that identify them as the person in charge are the same. I refer to these traits as techni- cal (T), administrative (A), and leadership (L). These three major traits cre- ate a triangle with one other trait, personality (P), in the center. Each PEL can be looked at and evaluated on the basis of this (T-A-L-P) triangle. A manager who is thinking of promoting someone to the position of PEL would do well to consider the T-A-L-P traits of the individual first. The manager should ask these questions: Is this person being promoted solely because they have been here for a long time, and they are now at the top of their scale? Are they being promoted because of their technical skills? Does this person know about and accept the administrative aspects of the job? What type of leader might this person be? Does this person have the personality to be a good representative for the company? Will they be com- patible with other discipline leads, project managers, and clients? The re- sponsible manager knows that people should not be promoted for the wrong reasons. Any individual who is currently at the top of the technical ladder and thus on the threshold of becoming a PEL should think about how they fit the T-A-L-P triangle. A person who is impatient or impetuous and is driven to become a PEL just for ego should also think about the T-A-L-P triangle. What is T-A-L-P? The T stands for "technical." No two PELs will have the same knowl- edge base, and there is no single definition of exactly what the PEL needs to know from a technical standpoint. The best way to state this is that the PEL should know as much as possible. The PEL should have in-depth knowledge of what it takes to execute the piping portion of a project. The PEL needs to spend time in the plant layout and piping design group. The biggest share of the piping work effort and budget is concentrated in the design group. It would be good for the person to spend time in each of the piping subgroups. Another way to gain the required knowledge is to attend company training programs and seminars focused on these areas. Active day-to-day contact during the normal execution of a project is also a key element to the learning process. A person who is interested in mov- ing up in this profession must have their eyes and ears open, show interest, and be inquisitive about the right things. There are ways to broaden one's [...]... department format and the project task force format The size of the company does not have any bearing on the chosen mode for project execution Most large engineering firms in the engineering, procurement, and construction (EPC) and engineering, procurement, and construction 16 Piping Engineering Leadership for Process Plant Projects management (EPCM) design-build business choose to execute projects in... follows" 9 Piping materials engineering ~Piping and piping- related materials of construction definition 9 Piping design ~Plant layout, piping layout development, and piping design documentation 9 Piping material control~Material take-off, bills of materials, piping material RFQ, and purchase order generation 9 Pipe stress engineering~ Pipe stress analysis and specialty pipe support design 11 Piping Piping Engineering. .. name The list of piping deliverables PDG will produce may include the following: 9 Piping specifications (The term specification is used here and in other places in this book to define a document that will be a deliverable for use ]4 9 9 9 9 9 9 9 9 9 9 9 Piping Engineering Leadership for Process Plant Projects by a vendor or a subcontractor The information may also be formatted in a less formal manner... responsible for the overall plant layout There may be some types of plants where another engineering entity may take the lead for the plant layout Readers will need to recognize this and make Piping 13 the required transition in their thought processes Most major process plant projects in the refinery, petroleum, chemical, petrochemical, power, fiber, and many other businesses will have the fundamental plant. .. of which will be covered later For now, we should concentrate on the majors Our genetic engineering organization includes the following primary disciplines: 9 9 9 9 9 9 9 9 Process engineering Civil engineering Structural engineering Mechanical equipment engineering Vessel and tank engineering Piping engineering Electrical engineering Instrumentation or control systems engineering Depending on the needs... define the process and, therefore, the ultimate success of the client's plant They need to be recognized as the process engineer's deliverable The process group is responsible for the format, content, quality, and production Process engineers will also produce a variety of downstream support documents for use by other groups For the mechanical equipment group, Engineering Management and Other Engineering. .. build the paper For this format, vessel engineering is responsible for all the engineering, design, and detail drawings for all tanks, drums, and trayed and nontrayed towers The vessel engineering group will be under the leadership of the vessel engineering lead (VEL) The VEL will receive a data sheet from the process group defining the basic design and operating criteria for each vessel On projects where... evolution Early execution of piping- dependent activities allows other disciplines to meet their schedule obligations Vessel orientation is one of the most important piping- dependent activities 24 Piping Engineering Leadership for Process Plant Projects After the piping design group develops the tank, drum, or trayed tower layouts, these layouts are forwarded to the vessel group for an initial review At... structural engineering, plant operations, plant maintenance, and construction The civil engineering lead (CEL) reports to the project engineering manager Under the leadership of the CEL, civil engineers and designers are responsible for the detailed engineering and detail drawings for all of the soil and paving issues, along with all surface and subsurface drainage for the Engineering Management and Other Engineering. .. will exist as an autonomous group This works fine if the primary product line of the company is 26 Piping Engineering Leadership for Process Plant Projects residential, commercial, or light industrial construction It is not as appropriate for the process plant project I believe that the complex process plants discussed in this book need a vastly different approach Fire and other hazards, along with . will be a deliverable for use ] 4 Piping Engineering Leadership for Process Plant Projects by a vendor or a subcontractor. The information may also be formatted in a less formal manner and called. sup- port design Piping 11 Piping Engineering Lead Piping Material Engineering Piping Design Piping Material Control Piping Stress Engineering Figure 1-1 The piping materials. been written by a process plant piper. It was written about process plant pipers. It has been written primarily for the process plant piper who is, or will become, a piping engineering lead.