JSTEPS

PHASE PHASE 1 OPPORTUNITY ANALYSIS

Identify potentially beneficial business opportunity and perform initial analysis, scoping and Order of Magnitude Estimate to determine whether opportunity is worth further investigation.

SM

Macro Phase Map - Chemical Process Industry (CPI)

PHASE 2 CONCEPTUAL DESIGN
Select best of identified project approaches, analyze concept(s) and prepare Study Cost Estimate, to confirm project viability.

PHASE 3 PROJECT DEFINITION

Finalize technology, project objectives, process and design scope definition, major equipment pricing and Project Execution Plan to support a Budget Cost Estimate and funding request.

PHASE 4 DETAILED DESIGN / PROCUREMENT

Manage, coordinate and perform design activities and equipment procurement necessary for procurement, construction, commissioning and startup.

PHASE 5 CONSTRUCTION
Mobilize and manage the construction forces and perform other activities including procurement necessary to construct the facility in accordance with the construction documents.

PHASE 6 START-UP
Perform commissioning and operating activities required to achieve design performance levels.

PHASE 7 CLOSEOUT
Perform regulatory, contractual, archival and Jacobs required activities to close the project in an orderly fashion.

OBJECTIVES

KEY ACTIVITIES

Ongoing activities: Progress Reports, Client Expectations, CSIPS, Client Surveys, Quality Audits and Measurements, Cost and Schedule Control, TIC Trending, Execution & Reporting of Jacobs VEPS/Innovation, Jacobs Value Plus, Lessons Learned 1. 2. 3. 4. 5. Identify business opportunity Assess market Identify and evaluate options Obtain key supplier input Analyze risk and impacts (sociological, technological, economic, political, environmental) 6. Initiate Project Execution Strategy 7. Identify Gate Keeper 1. Select team and align to project objectives 2. Confirm preferred concepts, Design Basis and scope with client 3. Complete alternative analyses and testing studies 4. Develop concept(s) into preliminary scope documents 5. Identify regulatory and permitting requirements 6. Initiate environmental impact assessment 7. Conduct constructability and safety reviews, and initiate modular studies 8. Initiate Project Execution Plan including work sharing and modular opportunities, PQP 9. Identify long lead/critical equipment 10. Initiate geotechnical studies 1. Align team to project objectives 2. Confirm project objectives: scope, cost, schedule, etc. 3. Translate project concept into preliminary engineering and design documents 4. Conduct design reviews for constructability, safety, maintainability and operability 5. Finalize purchase order and contract terms and conditions 6. Prepare to procure critical and long lead equipment/materials 7. Prepare applications for necessary permits/licenses 8. Finalize modular application plans 9. Gate Keeper freezes scope 1. Align team to project objectives 2. Initiate change management 3. Procure, expedite, and inspect equipment and materials 4. Manage vendor data 5. Develop and issue construction documents (IFC) 6. Coordinate internal and external interfaces 7. Conduct design reviews (constructability, safety, maintainability, operability, etc.) and incorporate into the design 8. Obtain regulatory authority approval (e.g. FDA, environmental) 1. Align team to project objectives 2. Procure construction equipment, materials and construction services 3. Develop detailed, integrated project schedule 4. Manage construction site safety and environmental programs 5. Review submittals 6. Coordinate site activities 7. Manage QA/QC program 8. Manage labor relations program 9. Construct facilities in accordance with contract requirements 10. Continue change management 11. Red line construction documents 12. Achieve construction turn over 13. Provide technical support 1. Select and align team to project objectives 2. Coordinate inspections by regulatory authorities 3. Plan sequential testing and start-up of completed facilities 4. Assist with operator training 5. Record changes to construction documents 6. Continue change management 7. Complete Pre-startup Safety Review 8. Provide technical support 1. Conduct Lessons Learned sessions and compile for total project 2. Close purchase order and contract accounts 3. Assemble and archive project files 4. Return all client assets 5. Resolve any claims or disputes 6. Resolve any warranty issues 7. Obtain final acceptance certificate and final payment 8. Prepare project benchmarking data and feed back into system 9. Prepare final cost accounting 10. Conduct Operability Assessment

PHASE OVERLAPS

Opportunity Analysis Conceptual Design Project Definition Detailed Design/Procurement Construction Start-up Closeout
Close-out may occur at the end of any phase

KEY DELIVERABLES

1. Project Objectives 2. Phase 1 Report: - Market Study - Definition & Evaluation of Options -Alternative Analysis & Test Study Plan for Developmental Projects - Regulatory and Permitting Requirements Evaluation - Order-of-Magnitude Cost Estimate
(+50% to -30%)

1. 2. 3. 4. 5. 6. 7.

- Economic Analysis - Risk Analysis - Project Execution Strategy - Milestone Schedule 3. Recommendations for Path Forward

8. 9. 10. 11. 12. 13. 14. 15.

Updated Project Objectives Project Execution Plan Project Procedures Process Description Process Design Guide & Criteria Design Safety & Environmental Plan Preliminary Site Plan & Plot Plan, PFDs, H&M Balance, Prelim. Building Sizes, Material Selection for Equipment and Pipe, Equipment List with Process Design Data, Long Lead / Critical Path Equipment Data Sheets, Preliminary Motor List Control Systems Philosophy Utility Summary & Infrastructure Requirements Level II EPC Schedule Study Estimate (+30% to -20%) Overall Economic Analysis Phase 2 Report Recommendations for Path Forward Catalyst & License Agreement

1. 2. 3. 4. 5. 6.

7. 8. 9. 10. 11. 12. 13. 14.

Copyright 2005 by Jacobs Engineering Group Inc. All rights reserved. The contents of this document are proprietary and produced for the exclusive benefit of Jacobs Engineering Group Inc. and its affiliated companies. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written approval of Jacobs Engineering Group Inc. The current applicable version of this publication resides on Jacobs' Intranet. All copies are considered to be uncontrolled.

Updated Project Objectives Updated Project Execution Plan Updated Project Procedures Updated Process Description Design Basis Site & Plot Plans, Equipment Location Plans, Preliminary Piping Layout Model (All lines on P&IDs), PFDs & H&M Balance (IFD), Material Selection Diagrams, Process & Utility P&IDs (IFD), Building Plans & Elevations, Equipment List & Data Sheets, Line Lists, Tie-in List, Fire Protection Rqmnts (for est.), Electrical Single Lines, Motor List, Area Classes, Control Systems Index & Specifications for Special Instrument or Control Rqmnts, Geotechnical Report. Requests for Quotes & Bid/Bid Tab (Maj. Eq.) Purchase Requisitions (Maj. Eq.) Appropriate Regulatory and Permitting Documents Resource Loaded EPC Schedule Budget/Control Estimate (+10% to - 5%) Updated Economic Analysis Phase 3 Report (If Req.) Recommendations for Path Forward

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Updated Project Objectives Updated Project Execution Plan Updated Project Procedures Request for Quotes & Bids/Bid Analysis Purchase Order Documentation Construction Documents (IFC) Control Systems Programs/ Software Appropriate Permit Applications Detailed, Resource Loaded Construction Schedule Project Data Books Change Control Documents Vendor Data Subcontract Technical Documents and Packages

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Procurement/Contract Documents Updated Project Execution Plan Updated Project Procedures Construction Permits Safety Program and Documentation Updated Construction Schedule Constructed Facility QA/QC and Check-out/Completion Documentation Red Line Documentation (AsBuilts) Change Control Documents Turnover of Spare/Change Parts Turnover Documentation

1. Commissioning/Start-up Plan and Procedure 2. Start-up Schedule 3. Operating, Maintenance and Training Manuals 4. Record Documentation (Completed As-Builts) 5. Pre-start-up Safety Review Report 6. Facility Operating at Specifications 7. Performance Plan and Test Documents

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Closeout Plan Project Closure Notice Final Project Report Project Completion Report Lessons Learned Warranty File Archive Log Final Acceptance Documents Final Invoice Benchmarking Data

Note: See Glossary following CPI CrossFunctional Maps for explanation of abbreviations and definitions.

Rev. No. 2 Page: 1 of 2 Rev. Date: June 1, 2005 Approved by: B. Herrington

JSTEPS SM Jacobs Value Enhancing Practices - Intentional Innovation Process

JSTEPSSM Macro Phase Map - Chemical Process Industry (CPI)

SM

Phase 1
Opportunity Analysis

Phase 2
Conceptual Design

Phase 3
Project Definition

Phase 4
Detail Design / Procurement

Client Expectations (V-1), Client Surveys (V-2), Project Execution Planning (V-5), Interactive Planning (V-6), Lessons Learned (V-7), Team Alignment (V-8), Owner's Objectives (V-10), Value Plus (V-12)

Waste Minimization (V-20) Process Reliability Modeling (V-17) Process Simplification (V-18) Predictive Maintenance (V-16) Energy Optimization (V-15) Design to Capacity (V-4) Class of Plant (V-13) Customized Standards & Specifications (V-14) Operability & Maintainability Change Management (V-22)

Order of Magnitude Cost Estimate

PFD Development

Study Cost Estimate

P & ID / PFD Development through IFD

Definitive Cost Estimate

P & ID / Detailed Design Development through IFC

PDRI Assessment (V-9) Technology Selection (V-19)

Value Engineering (V-11) Formal Constructability Review

PDRI Assessment (V-9) or IPA Evaluation

Constructability Validated

Concept Set & Constructability Review

PDS Modeling (V-21) Constructability & Modular Studies (V-3)

Front End Loading

Copyright Jacobs Engineering Group Inc., 2005

Note: JVEPSSM V-1, V-2, V-5 through V-8, V-10 and V-12 continue through project closure, as applicable. Constructability (V-3), PDS Modeling (V-21) & Change Management (V-22) continue through Phase 5, Construction, as applicable.

Rev. No. 2 Page: 2 of 2 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 1 Opportunity Analysis

Business Opportunity Identified Objectives Defined 1-1

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Market Study Yes Authorization To Phase 2 Task 2-1

CLIENT

Opportunity Evaluation Initiated Business Objectives Client Expectations Established Team Alignment Lessons Learned Review Identify Gate Keeper 1-2 V19 Business Objectives Client Information Phase I - Plan - Budget - Schedule - Deliverables Options Identified Technology Selection Initiated List of Options Options Analyzed & Screened Selected Options Developed

Market Study Prepared 1-6

V5

PROJECT MANAGEMENT/ SERVICES

Purchase Order/ Contract V1 V7 V8 V10

Evaluation Completed & Execution Strategy Developed Sociological Technological Economic Political Environmental

P100 P131 P132 Phase 1 Report Completed

Proceed ? 1-9 No

Stop or Recycle Report Recommendations Phase 2 Cost Estimate (ProServices)

Selected Options

Drawings Documents

PROCESS ENGINEERING/ ENVIRONMENTAL

1-3

1-4

1-5

1-7

DESIGN DISCIPLINES

Market Study Definition & Evaluation of Options Alternative Analysis & Test Study Plan Regulatory & Permitting Evaluation Order of Magnitude Cost Estimate Economic Analysis Risk Analysis Project Execution Strategy Milestone Schedule

1-8

SUPPLY MANAGEMENT

CONSTRUCTION

V2

OTHERS (INTERNAL)

Pilot Plant Studies 1-10

M1 M2 M5

Ongoing Activities Client Survey Accounting

Quality Accounting P310 To Phase 2 Task 2-2

SUPPLIERS

OTHERS (EXTERNAL)

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 1 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 2 Conceptual Design

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

CLIENT

From Phase 1 Task 1-9 Phase Initiated Authorization P100 P131 P202 Alternative Analysis Completed Technology Licensing Market Study Pilot Plant Testing Economics

V19

Concepts Developed, Simulated, Screened & Selected Technology Selection Relative Economic Evaluation

PROJECT MANAGEMENT/ SERVICES

PROCESS ENGINEERING/ ENVIRONMENTAL

V1 V5 V6 V7 V8 V10 V13

Select Team Strategy/Kick Off Meetings Client Project Execution Plan Expectations - Project Objectives Updated Class of Plant Project Execution Phase 2: - Budget and Schedule Planning - Deliverables List Interactive - Project Procedures Planning Team Alignment Phase 1 Data and Plant Data Validation Lessons Learned DS&E Plans Developed 2-1 2-3 DS&E Plan P201 P350

V19

V7 V12 M3 M6 M13 M10 Process Design Alternatives

Ongoing: Cost Mgt. Cost Trending Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133

Selected Concepts - Process - Technology - Layouts Economic Evaluation Conceptual Design Prepared

Design Basis Developed 2-5

Preliminary Documents: Site Plan Plot Plan Preliminary Building Sizes PFDs Material Selection for Equipment and Pipe H&M Balance Equipment List Motor List Control System Philosophy Utility Summary Infrastructure Requirements Catalyst/Chemicals Summary

2-2

Process Design Guide & Criteria Class of Plant Capacity Product Site Design Criteria/Data

To Phase 2 Task 2-10

2-6

DESIGN DISCIPLINES

V3 V4 V15 V17 V18 V20

SUPPLY MANAGEMENT
Request for Proposals

CONSTRUCTION

Discipline Designs Design to Capacity Process Simplification Completed Initiate Process Reliability Modeling Modular Studies and Constructability Initiated Energy Optimization Waste Minimization Commissioning / Start-Up Plan Initiated 2-7

Long Lead / Critical Path Equipment Data Sheets

P203 P204

Long Lead / Critical Path Equipment Material Plan Developed 2-9

Request for Prices

V2

OTHERS (INTERNAL)

From Phase 1 Task 1-10

Safety

Safety

M1 M2 M5

Ongoing Activities Client Survey Accounting

Quality Accounting P310

Request for Geotechnical Studies

SUPPLIERS

Technology Licensor Proposal 2-4

Technology Licensor Proposal

Initiate Geotechnical Studies 2-8

To Phase 2 Task 2-11 To Phase 3 Task 3-8

OTHERS (EXTERNAL)

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 2 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 2 - Continued Conceptual Design

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Authorization

CLIENT
V20 Regulatory and Permitting Requirements Identified Environmental Impact Assessment Initiated V5 V6 V14 Project Execution Plan & Procedures Developed Project Schedule Developed - Interactive Planning Receipt of Client Specifications Customized Standards & Specifications Initiated Preliminary Project Site & Labor Studies Developed Study Estimate Basis Project Execution Plan Project Procedures Project Schedule Study Cost Estimate (+30% to -20%) Prepared - IPA FEL Assessment or - PDRI

Proceed ? 2-18

Yes

To Phase 3 Task 3-1

PROJECT MANAGEMENT/ SERVICES

M3 M6 M13 M10 V7 V12 Preliminary Documents From Phase 2 Task 2-7

No Cost Estimate Basis of Estimate Economic Analysis Phase 2 Report Completed

Ongoing: Cost Mgt. Cost Trending Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133

Report Path Forward

Stop or Recycle

PROCESS ENGINEERING/ ENVIRONMENTAL

V9 M4

P132

Project Execution Plan Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Management Plan Supply Management Plan Construction Mgmt Plan Startup Management Plan Environmental Plan Cost Management Plan Schedule Management Plan Project Quality Plan Safety Management Plan Information Management Plan Special Factors Management Plan Reference Only 2-17 Quality Accounting P310

2-12 Reviews Held for: Constructability Design For Safety Design Documents Operability Maintainability Commissioning/ Start-Up P201 P203 P350 Phase 2 Technical Documents

2-15

2-16

V3

DESIGN DISCIPLINES

P100 P131

Phase 2 Pass Gate Review and Approval

SUPPLY MANAGEMENT

CONSTRUCTION

Concept Permitting Information

OTHERS (INTERNAL)

Safety 2-10 Critical Path Equipment Sizing Requests for Prices

Safety 2-13

V2 Capital Costs Operating Data Concept Agreement M1 M2 M5

Ongoing Activities Client Survey Accounting

SUPPLIERS

From Phase 2 Task 2-9

Major Equipment Priced 2-11 Regulatory Authority

OTHERS (EXTERNAL)

Information Reviewed 2-14 See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures. Process Industries P202 Standard Operating Procedure Jacobs Value Enhancing PracticeSM

Copyright Jacobs Engineering Group Inc., 2005

KEY:

V3

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 3 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 3 Project Definition

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

License Data Environmental Permit Applications Completed 3-10 M3 M6 M10 M13 V7 V12 Preliminary Applications To Phase 3 Task 3-15

CLIENT

From Phase 2 Task 2-17

Process License Received 3-3

Permit Package P100 P134 P203 P204 P205 P207 V11 Value Engineering P&IDs Reviewed Plot Plans Reviewed Rev. B P&IDs & Plot Plans V3 V5 V21 Reviews Held For: - Safety - Process Hazard - Operability - Constructability - Maintainability -Reliability -Commissioning Preliminary 3D Model Internal Review for Major Equipment Layout/Piping Cursory Stress Analysis for Critical Equipment Completed P100 P201 P350

PROJECT MANAGEMENT/ SERVICES

Authorization

P100 P131 P202 P310 Major Equip. Defined Design Basis Updated Preliminary Process Design Completed Discipline Design Specification Defined Initiate CAE Activities Process Reliability Modeling Completed 3-4

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

V1 V5 V6 V7 V8 V10

SUPPLY MANAGEMENT

Phase Initiated Strategy/Kick Off Meetings Client Expectations Project Execution Planning Interactive Planning Team Alignment Phase 2 Data & Plant Data Lessons Learned Commissioning / Start-Up Planning

V4 V14 V15 V16 V17 V20 V21

P100 P134 P203 P204 P205 P207 Preliminary Process Design Rev. A P&IDs and Plot Plan

Project Definition Finalized Project Execution Plan Updated

Phase 3 Design Documents Site Plan Plot Plan Preliminary Piping Layouts of All Lines on P&IDs (One-Line 3D Modeled on Sketches) Building Plans & Elevations PFDs Material Selection Diagrams H&M Balance Process & Utility P&IDs, (Rev. C IFD) Equipment List Data Sheets & Specifications for Equipment Line List Tie-in List

Ongoing: Cost Mgt. Cost Trending Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133

To Phase 3 Task 3-11 Review Comments 3-9 Electrical Single Lines Motor List Area Classification Control System Index & Specifications for Special Instruments or Control Requirements Fire Protection Requirements for Estimate Geotechnical Report Hydraulic Study Process Control Scheme Updated Project Execution Plan

Project Execution Plan - Updated Project Objectives Phase 3: - Budget - Schedule - Estimate Plan - Deliverables List - Project Procedures

3-5

Major/Long Lead Equipment Specs/ Data Sheets

Major/Long Lead Equipment Bids and Alliance Quotes Requested 3-6

P401

CONSTRUCTION
Request for Bids

Technical Data Safety 3-8

V2 M1 M2 M5 M12

OTHERS (INTERNAL)

Safety

Process License

Ongoing Activities Client Survey Audits Accounting

Quality Accounting P310 P320

SUPPLIERS
3-1

Process License Granted Process License Application 3-2

Major/Long Lead Equipment Bids and Alliance Quotes Prepared 3-7

Major/Long Lead Equipment Bids

To Phase 4 Task 4-5 To Phase 3 Task 3-14

OTHERS (EXTERNAL)

From Phase 2 Task 2 - 8

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 4 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 3 - Continued Project Definition

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Funding Request Authorization Approved ? 3-19 Yes To Ph. 4, 5, 6 4 -1, 5-1, 6-1

CLIENT

Funding Requested 3-18 M3 M6 M13 M10 V7 V12 Report Recommendations Preliminary Engineering Phase Report Completed 3-16

PROJECT MANAGEMENT/ SERVICES

Ongoing: Cost Trending Cost Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133

No

Phase 3 Design Documents IFD Project Execution Plan Basis of Estimate and MTOs Completed

Stop or Recycle

PROCESS ENGINEERING/ ENVIRONMENTAL

Phase 3 Design Documents IFD Project Execution Plan

P205 P401 P402

V6 V9 V22

M4 Quantities

DESIGN DISCIPLINES

From Phase 3 Task 3-9 3-11 Critical Equipment/ Materials Bids and Alliance Quotes Requested 3-12

SUPPLY MANAGEMENT

Data Sheets Specifications Quantities

P401 P402

Definitive Cost Estimate (+10% to - 5%) Completed PDRI or IPA FEL Assessment Process Risk, Cost & Schedule Risk Analysis Completed Project Schedule Develope d - Interactive Planning Scope Frozen Change Management Initiated Commissioning / Start-Up Plan Updated

Project Execution Plan Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Management Plan Supply Management Plan Construction Mgmt Plan Startup Management Plan Environmental Plan Cost Management Plan Schedule Management Plan Project Quality Plan Safety Management Plan Information Management Plan Special Factors Management Plan

P131 P132 P134 P403 Budget Cost Estimate Updated Basis of Estimate Updated Economic Analysis Resource Loaded EPC Project Schedule

Phase III Pass Gate Review and Approval

Requests for Bids

CONSTRUCTION
3-17 Reference Only V2 Ongoing Activities Client Survey Audits Accounting Quality Accounting P310 P320

OTHERS (INTERNAL)
Major/Long Lead Equipment Bids/ Alliance Quotes

Safety Bids Prices 3-14

M1 M2 M5 M12

SUPPLIERS

From Phase 3 Task 3-7

Critical Equipment/ Materials Bids and Alliance Quotes Prepared 3-13

Preliminary Applications

OTHERS (EXTERNAL)

From Phase 3 Task 3 10

Preliminary Environmental Applications Evaluated 3-15 See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures. Process Industries P202 Standard Operating Procedure Jacobs Value Enhancing PracticeSM

To Phase 4 Task 4 - 14

Copyright Jacobs Engineering Group Inc., 2005

KEY:

V3

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 5 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 4 Detailed Design/Procurement

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Client Reviews Completed 4 - 12 4-12 Environmental and Building Permit Application Completed 4-14 M3 M6 M10 M13 V7 V12 V22 Permit Application Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd. P100 P131 P133 P134 P135

CLIENT

From Phase 3 Task 3-19

PROJECT MANAGEMENT/ SERVICES

Authorization

Project Execution Plan - Updated Project Objectives Turnover Systems List Phase 4: - Budget - Schedule - Deliverables List - Project Procedures

Reviews Completed: Discipline Design Design For Safety - HAZOP 3D Model Reviews Operations & Maintenance Commissioning / Start-Up

From Phase 3 Task 3-15 P201 P203 P350 HAZOP Report

Permit Package

PROCESS ENGINEERING/ ENVIRONMENTAL

Phase Initiated Strategy/Kick Off Meetings Client Expectations Project Execution Planning Interactive Planning Team Alignment Phase 3 Data Validation Lessons Learned

Detailed Design Input Finalized 4-2 4-9 IFD Technical Documents Equipment/Material Requisitions

P&IDs Finalized MOC Initiated 4-11

Rev. 0 IFC P&IDs

DESIGN DISCIPLINES

V1 V5 V6 V7 V8 V10

P100 P131 P202 P310

Discipline Detailed Design Completed Equipment / Materials Requisitions Prepared and Bids Requested 4-10 P204 P205 P401 P403 P401 Vendor Data V21 Equipment/ Materials Purchased 4-5 Vendor Data Expedited and Obtained 4-7

P134 P203 P207

Model Interdiscipline Design Squad Checks

To Phase 4 Task 4-19 Construction Documents Approved Vendor Data Control System Software

M8

SUPPLY MANAGEMENT

4-3

P202 P407

CONSTRUCTION

Request for Bid Major/Long Lead Equipment Bids V3 Purchase Orders

P500 Constructability Validated 4-8

Constructability Recommendations

Design Documents Quality Accounting P310 P320

V2

OTHERS (INTERNAL)

Safety

Vendor Data

M1 M2 M5 M12 Approved Vendor Data

Ongoing Activities Client Survey Audits Accounting

SUPPLIERS

From Phase 3 Task 3-7 Major/Long Lead Equipment Bids 4-1

Equipment/ Material Bids Prepared 4-4

Bids

Vendor Data Prepared 4-6

External Design Completed 4-13

To Phase 4 Task 4-16

OTHERS (EXTERNAL)

Environmental and Building Permit Applications Approved by Regulatory Authorities 4-15 See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures. Process Industries P202 Standard Operating Procedure Jacobs Value Enhancing PracticeSM

Permits

To Phase 5 Task 5-12

Copyright Jacobs Engineering Group Inc., 2005

KEY:

V3

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 6 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 4 - Continued Detailed Design/Procurement

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Project Data Books and Electronic Files Received 4-21

CLIENT

PROJECT MANAGEMENT/ SERVICES

M3 M6 M10 M13 V7 V12 V22

Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133 P135 P134

PROCESS ENGINEERING/ ENVIRONMENTAL

P500 Construction Documents Approved Vendor Data Control System Software From Phase 4 Task 4-10 Construction Readiness Reviews Subcontract Technical Documents Prepared & Packages Assembled

Project Data Books and Electronic Files Prepared

Project Data Books

Project Data Books

To Phase 6 Task 6-2

DESIGN DISCIPLINES

4-20

SUPPLY MANAGEMENT

Material & Equipment Expedited & Inspected 4-17

P407 P408

To Phase 5 Task 5-2 4-19 Requisitions Subcontract Packages

Project Execution Plan Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Management Plan Supply Management Plan Construction Management Plan Startup Management Plan Environmental Plan Cost Management Plan Schedule Management Plan Project Quality Plan Safety Management Plan Information Management Plan Special Factors Management Plan

CONSTRUCTION
Construction Documents Vendor Data Control System Software

To Phase 5 Task 5-5, 9, 10

V2

OTHERS (INTERNAL)

M1 M2 M5 M12

Ongoing Activities Client Survey Audits Accounting

Quality Accounting P310 P320

Expediting & Inspection Data

Safety 4-18

SUPPLIERS

From Phase 4 Task 4 - 7

Approved Vendor Data

Equipment/ Materials Manufactured 4-16

Equipment, Materials To Phase 5 Task 5-12

OTHERS (EXTERNAL)

Reference Only

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 7 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 5 Construction
From Phase 3 Task 3-19

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

CLIENT

PROJECT MANAGEMENT/ SERVICES

Authorization

M3 M6 M8 M9 M10 M13 V7 V12 V22

Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd. QA/QC Safety Mgt. Rework

P100 P131 P133 P134 P135

Start-up Schedule From Phase 6 Task 6 - 1

PROCESS ENGINEERING/ ENVIRONMENTAL

DESIGN DISCIPLINES

V1 V5 V6 V7 V8 V10

SUPPLY MANAGEMENT

CONSTRUCTION

Phase Initiated Kick Off Meetings Client Expectations Project Execution Planning Construction Readiness Review Interactive Planning Team Alignment Phase 5 Input Data Validation Lessons Learned Permit Applications Completed Commissioning / Start-Up Plan Updated

P131 P500 P100 P131 P202 P500 From Phase 4 Task 4-18 Requisitions Contract Packages P403 P405 P405 P401 Construction Subcontracts and Bids Requested Construction Contracts Awarded From Phase 4 Task 4-10 5-2 Requests for Bids 5-4 Bids Construction Contracts To Phase 6 Task 6-2 Integrated Construction Schedule Prepared Start-up Sequence Finalized Vendor Schedule for Construction and Start-up Finalized Contractor Design Completed Field Materials & Equipment Procured Site Preparation Initiated Turn Over Packages Prepared P401 P407 P408 P409 P500

Contractor Submittals Reviewed 5-8

P202

Integrated Construction Schedule

To Phase 5 Task 5-12

Construction Documents Vendor Data Control System Programs Site Set Up & Mobilized Site Safety Plan Initiated

Turn Over Packages

To Phase 5 Task 5-12

OTHERS (INTERNAL)

Safety Project Execution Plan Safety Program QA/QC Plan Schedule Budget Project Procedures Mobilization Plan Staffing Plan Construction Equipment Plan Subcontract Plan Labor Relations Program Vendor Support Plan for Construction and Start-up

Safety

P350 P500

Safety 5-10

Materials & Equipment Contractor Drawings To Phase 5 Task 5 - 12

Contractor Schedules Resources Infrastructure 5-5 Construction Start Notified Permits Awarded Regulatory Authorities 5-7 Regulatory Authorities Permits 5-6 5-9

SUPPLIERS
5-1 Quality Accounting P310 P320

Construction Bids Prepared 5-3

To Phase 5 Task 5-12

V2

OTHERS (EXTERNAL)

M1 M2 M5 M12

Ongoing Activities Client Survey Audits Accounting

To Phase 5 Task 5-12

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 8 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 5 - Continued Construction

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Construction Turnover Certificate Mechanically Complete Facility

CLIENT
Project Execution Plan Corporate / Business Goals Project Objectives Scope of Work Risk Management Plan Organization Plan Milestone Schedule Contracting Plan JVEPSM Plan Constructability Plan Design Mgmt Plan Supply Mgmt Plan Construction Mgmt Plan Startup Mgmt Plan Environmental Plan Cost Mgmt Plan Schedule Mgmt Plan Project Quality Plan Safety Mgmt Plan Information Mgmt Plan Special Factors Mgmt Plan

CCC Approved ? 5-15

PROJECT MANAGEMENT/ SERVICES

From Phase 5 Task 5-6

V7 V12 V22 M3 M6 M8 M9 M10 M13

PROCESS ENGINEERING/ ENVIRONMENTAL

Integrated Construction Schedule

Ongoing: Cost Mgt. Change Mgt. Value Plus Schedule Mgt. Reports Lessons Lrnd. QA/QC Safety Mgt. Rework

P100 P131 P133 P134 P135

No

Yes

DESIGN DISCIPLINES

RFIs Answe r e d 5-11 Queries and Responses

Mechanical Completion Documentation Spare and Change Parts

Reference Only

SUPPLY MANAGEMENT

CONSTRUCTION

From Phase 5 Task 5-10

Turn Over Packages M8 M9 Constructed Facility M9 Quality Accounting P310 P320 Construction Check-out Completed by Package or System Demobilization Initiated

Test and Acceptance Reports Construction/ Client Punch List

Recycle Packages

To Phase 6 Task 6-5

V2

OTHERS (INTERNAL)
From Phase 5 Task 5-9 From Phase 4 Task 4-16 From Phase 5 Task 5-5

Material & Equipment Contractor Drawings Equipment, Materials Resources Infrastructure

Facility Constructed

P500 P501

M1 M2 M5 M12

Ongoing Activities Client Survey Audits Accounting

PSSR Punch List From Phase 6 Task 6-4

Facility or System Mechanically Completed Spare and Change Parts Assembled Facility or system care, custody and control presented to client

P500

SUPPLIERS

Red Line Documents 5-12

To Phase 6 Task 6-2 5-13

PSSR Request To Phase 6 Task 6-4 5-14

OTHERS (EXTERNAL)

From Ph. 4, 5 Task 4-15, 5-7

Permits

Regulatory Authorities

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 9 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 6 Start-up

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Trained Operators Feed-stock Supply Process Feed-stock Facility Operating On Feed-stock To Phase 6 Task 6-8

CLIENT

From Phase 3 Task 3-19

Operators Trained 6-3

Pre-Start-up PSSR Safety Review Completed 6-4 PSSR Request

PROJECT MANAGEMENT/ SERVICES

V7 V22 Authorization M3 M6 M10 Red Line Construction Documents Project Data Books

Ongoing: Cost Mgt. Change Mgt. Schedule Mgt. Reports Lessons Lrnd.

P100 P131 P133 P134

From Phase 5 Task 5-13

PSSR Punchlist To Phase 5 Task 5-14

PROCESS ENGINEERING/ ENVIRONMENTAL

P202 Commissioning/Start-up Plan Performance Plan Performance Test Docs Safety Action Plan Operating Plan Training, Operation and Maintenance Manuals Updated Construction Documents (As-Builts) Documents Prepared

From Phase 5 Task 5-12 Start-up Phase Initiated Kick Off Meetings Client Expectations Project Execution Planning Team Alignment Prior Phase Data Validation Lessons Learned Commissioning / Start-Up Planning From Phase 4 Task 4-19

Updated Construction Document Mark-ups To Phase 6 Task 6-7 Facility Precommissioning Completed Engineering Check-out Completed Construction Turnover Certificates Mechanically Complete Facility From Phase 5 Task 5-15 Precommissioned Facility Facility Commissioned Facility Start-up Completed

DESIGN DISCIPLINES

V1 V5 V7 V8 V10

P100 P131 P202

Staffing Plan Start-up Program Start-up Schedule Safety Program Budget Start-up Schedule To Phase 5 Task 5-6

SUPPLY MANAGEMENT

To Phase 7 Task 7-2

CONSTRUCTION

Construction Contracts From Phase 5 Task 5-4 V2 Quality Accounting P310

OTHERS (INTERNAL)

Safety

Safety

M1 M2 M5

Ongoing Activities Client Survey Accounting

Safety

Safety

SUPPLIERS
6-1 6-2 6-5 6-6 6-6

OTHERS (EXTERNAL)

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 10 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 6 - Continued Start-up

Facility Operating on Feed-stock

JSTEPS

SM

Cross-Functional Map - Chemical Process Industry (CPI)

M7 Performance Test Completed 6-8 M3 M6 M10 V7 P100 P131 P133 P134 Performance Test Certificate P100 Facility Accepted 6-9 M7 Accepted Facility Long Term Commercial Performance Commenced 6-10 To Phase 7 Task 7-3 & 7-4 To Phase 7 Task 7-4

CLIENT

From Phase 6 Task 6-6

PROJECT MANAGEMENT/ SERVICES

Ongoing: Cost Mgt. Change Mgt. Schedule Mgt. Reports Lessons Lrnd.

Acceptance Documentation

Record Documents

PROCESS ENGINEERING/ ENVIRONMENTAL

Updated Construction Document Markups (As-Builts)

DESIGN DISCIPLINES

From Phase 6 Task 6-6

Record Documents Created 6-7

P202

SUPPLY MANAGEMENT

CONSTRUCTION

V2

OTHERS (INTERNAL)

M1 M2 M5

Ongoing Activities Client Survey Accounting

Quality Accounting P310

SUPPLIERS

OTHERS (EXTERNAL)

Regulatory Authority Approving Occupancy / Acceptance

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 11 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

PHASE 7 Closeout

JSTEPS
Lessons Learned Final Client Survey

SM

Cross-Functional Map - Chemical Process Industry (CPI)

Final Project Report Record Documents Warranty File Client Assets Final Acceptance Request Final Acceptance Certificate Retention Release Final Payment

CLIENT

Documentation Received 7-5

Receipt

Final Acceptance Made 7-8

PROJECT MANAGEMENT/ SERVICES

From Phase 6 Task 6-5 Precommissioning Documents

Project Closeout Planned 7-2

P100 Closeout Plan

Data Assembly & Compilation Completed 7-4 Record Documents From Phase 6 Task 6-7

Data/Document Files Archive Log Project Completion Report P100 P202

Files Archived 7-6

P100 P202

Warranty Issues Resolved 7-7

M1 M5 P100 P401 P404 P405

Financial & Contractual Close Out Completed 7-9

Benchmarking Data Final Accounting Project Closure Notice Finish P100

PROCESS ENGINEERING/ ENVIRONMENTAL

M2 V2 V7

From Phase 6 Task 6-9 Acceptance Documentation P100 P310 Procurement & Contract Records

DESIGN DISCIPLINES
Prior Phase Completions

SUPPLY MANAGEMENT

Lessons Learned

Final EPC Survey Obtained Lessons Learned Conducted Lessons Learned Compiled From All Phases

Purchase Orders & Contracts Closed 7-3

Outstanding Warranty Issues P401 P404 P405

CONSTRUCTION

OTHERS (INTERNAL)

Safety

Accounting

IS

Operability Assessment Survey Conducted (Future)

SUPPLIERS
7-1

OTHERS (EXTERNAL)

Copyright Jacobs Engineering Group Inc., 2005

KEY:

See Glossary for explanation of terms; and definitions of Standard Operating Procedures, Value Enhancing PracticesSM, and Measures.

Process Industries P202 Standard Operating Procedure

V3

Jacobs Value Enhancing PracticeSM

M2

Measurement

Task(s)

Decision

Involvement

Process Connector or Terminator

Rev. No. 2 Page: 12 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

Clarifications, Abbreviations, Definitions and Conventions

CLARIFICATIONS
EPC Representation: The map is constructed to represent a single EPC (engineer, procure, construct) project handled by Jacobs in its entirety. However, each phase closely represents the work process used when only that phase is handled by Jacobs. Sales Excluded: For simplicity, the sales function, including proposals, presentations and negotiations, is excluded. Support Groups Excluded: For clarity, the support groups, such as accounting, human resources, legal and information systems, are generally not shown. Owner/Management Involvement: Ongoing involvement by the owner and project management and others to perform their management and supervisory roles is not shown, but is implied in all steps. Activity Assignment: Activities have been assigned to the phases in which they most logically belong. For example, start-up document preparation is a phase 6, Start-up, activity even though its preparation may commence during phase 4, Engineering. Phases: Phases have been defined as portions of a project (a) generally considered by clients to be discrete scopes of work, (b) generally ending with a decision point and (c) often awarded to different firms (e.g. detailed design and construction to different companies). Phases frequently overlap, e.g. construction commences before detailed design is complete. Therefore, a phase 5, Construction, activity can start before phase 4, Engineering, activities are all complete.

JSTEPS
ABBREVIATIONS
CCC cGMP CII CPI CSIP DS&E E EU FEL H&M HAZOP IFC IFD IPA Care, Custody and Control Current Good Manufacturing Practices Construction Industry Institute Chemical Process Industries Client Satisfaction Improvement Plan Design Safety and Environmental Environmental European Union Front End Loading Heat and Material Hazard and Operability Issue for Construction Issue for Design Independent Project Analysis IS MOC MTO P&ID PDRI PFD PI-SOP PSSR PQP QA/QC RFI S VIP VEP
SM

SM

Glossary Chemical Process Industry (CPI)

PROCESS INDUSTRIES STANDARD OPERATING PROCEDURES
Information Systems Management of Change Material take-off Piping and Instrumentation Diagram Project Definition Rating Index Process Flow Diagram Process industries Standard Operating Procedure Pre-Start-Up Safety Review Project Quality Plan Quality Assurance/Quality Control Request for Information Safety Value Improving Practice Value Enhancing Practice
SM

PI-SOP PI-SOP-100 PI-SOP-110 PI-SOP-111 PI-SOP-120 PI-SOP-130 PI-SOP-131 PI-SOP-132 PI-SOP-133 PI-SOP-134 PI-SOP-135 PI-SOP-201 PI-SOP-202 PI-SOP-203 PI-SOP-204 PI-SOP-205 PI-SOP-206 PI-SOP-207 PI-SOP-208 PI-SOP-300 PI-SOP-310 PI-SOP-311 PI-SOP-320 PI-SOP-350 PI-SOP-401

NAME Project Management and Execution Business Risk Identification and Management Project Risk Identification and Management Multi-Office Project Execution & Planning Project Control Plan and Work Breakdown Structure Planning and Scheduling Estimating Cost Management Change Management Performance Measurement Design for Safety Document Management & Control Deliverable Verification Preparation of Specifications Engineering Requisitions cGMP Review/Consultation Computer Aided Design Control of Engineering Software Region/LOB Quality System Requirements Client Surveys Management Review of Quality System Project Audits HS&E Program Project Supply Management Procedure Inquiry Requisitions and Inquiry Documents Bid Opening, Evaluation and Award Administration and Closeout of Agreement for Equipment and Materials Administration and Closeout of Agreement for Services Field Materials Management Expediting Supplier Surveillance and Inspection Transportation Field Services Field Inspection and Testing

JACOBS VALUE ENHANCING PRACTICES

V-1 V-2 V-3* V-4* V-5 V-6 V-7 V-8 V-9 V-10 V-11* Client Expectations Client Surveys Constructability Design to Capacity Execution Planning Interactive Planning Lessons Learned Team Alignment PDRI (Project Definition Rating Index) Owners Project Objectives Value Engineering

(JVEPs )
Value Plus Class of Plant Quality Customized Standards/Specs Energy Optimization Predictive Maintenance Process Reliability Modeling Process Simplification Technology Selection Waste Minimization 3D CAD Change Management

V-12 V-13* V-14* V-15* V-16* V-17* V-18* V-19* V-20* V-21* V-22

FUNCTIONS
CLIENT PROJECT MANAGEMENT/ SERVICES PROCESS ENGINEERING/ ENVIRONMENTAL DESIGN DISCIPLINES All client functions including management, engineering, operations, maintenance, etc. Project management, project engineering, estimating, scheduling, and cost engineering The process and environmental group(s) All detailed design functions including architectural production, civil, structural, mechanical, HVAC/FP, piping, electrical, and control systems Purchasing, subcontracts, expediting, and inspection Construction forces including constructibility, construction management and field staff; and craft personnel and labor on direct hire projects Internal Jacobs functions not mentioned above such as sales, safety, environmental, regulatory compliance, validation, information systems, accounting, human resources, quality and legal All suppliers including equipment vendors, subcontractors, and consultants Organizations outside Jacobs, other than suppliers, such as regulatory bodies, generally differentiated by not being paid for their services

*IPA VIP Best Practices

MEASURES
M-1 M-2 M-3 M-4 M-5 M-6 M-7 Accounts Receivable Client Survey Cost PDRI Project Gross Margin Productivity Project Performance Total of amounts due and payable by an owner that have not been paid See Client Survey in Definitions Measures of budgeted, actual and forecast cost for engineering, construction and total installed cost, as appropriate See PDRI in Definitions The difference between the direct costs of the project and the revenues deriving from it to Jacobs The ratio of earned work hours to spent work hours for either home office or field activities The projects ability to meet established project objectives for items such as product quality, capacity, time to full production, efficiency, etc. Home office or field work that has to be re-performed (redone) due to client change, designer change, vendor change, constructor change, designer error, vendor error, or constructor error. The number of E1, OSHA recordable and other incidents in the home office and field versus the number of hours worked Measures of performance against an agreed project schedule including forecast days early or late, percent complete versus scheduled, etc. The number of agreed, scheduled milestones met versus the number of milestones scheduled to have been met Measure of a projects compliance with its applicable SOPs as defined in its quality plan See Value Plus in Definitions

PI-SOP-402 PI-SOP-403 PI-SOP-404 PI-SOP-405 PI-SOP-406 PI-SOP-407 PI-SOP-408 PI-SOP-409 PI-SOP-500 PI-SOP-501

SUPPLY MANAGEMENT CONSTRUCTION

OTHERS (INTERNAL)

SUPPLIERS OTHERS (EXTERNAL)

M-8

Rework

M-9 M-10

Safety Schedule

M-11 M-12 M-13

Schedule Milestones Met SOP Audit Value Plus

Copyright Jacobs Engineering Group Inc., 2005

Rev. No. 2 Page: 13 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

Clarifications, Abbreviations, Definitions and Conventions

DEFINITIONS
3D CAD (V-21) Extensive use of 3D Computer Aided Design (CAD) during FEL and detailed engineering. The objective is to model the project in the computer to reduce the frequency of dimensional errors and spatial conflicts that cause design changes during construction. The use of 3D CAD also improves visualization for operations input and training. Drawing identifying the level of hazard in different areas of the plant for purposes of electrical design in accordance with the appropriate electrical code. Summary of the key methods and inputs upon which an estimate is based, including such items as level of engineering completed, source of equipment and material pricing, construction philosophy and significant assumptions and exclusions. Data used in a systematic process of measuring ones performance against results from recognized leaders for purpose of determining best practices that lead to superior performance when adopted and utilized. Owner takes over some or all of the constructed facility for its own benefit and assumes the responsibility for its operations. The facility may not necessarily be completed but may be used for its intended purpose. The warranty period begins. Offer by a supplier to sell. In the maps, used interchangeably with quotes and proposals. Sometimes bids mean only pricing data. The underlying drivers behind identification of project opportunities.
Commissioning

JSTEPS

SM

Glossary Chemical Process Industry (CPI)

Process of putting a facility into operation after mechanical completion has been demonstrated. Includes such activities as starting equipment under operating conditions, pressurizing and heating up systems, introducing raw materials and reagents/catalyst, producing intermediate and final products, preparing product for shipment. Plan for the safe and controlled putting of a plant into operation after mechanical completion has been demonstrated. Technological and physical solutions that will satisfy the requirements specified in the Design Basis. Optimum use of construction knowledge and experience in planning, design, procurement, and field operation to achieve overall project objectives. Jacobs database of value adding ideas created through the constructability process. The ideas can be accessed by search criteria such as discipline, project type, client. Process to ensure that facility has been constructed and installed in accordance with construction documents. Includes such checks as those for completeness, structural bolting torque, drive alignment, hydrostatic testing of pipelines and systems, electrical insulation and continuity, and motor rotational direction. Drawings, specifications and other documents produced by the engineer to define the facility so that it can be built by a suitably qualified construction organization to meet the owners requirements and the design intent. List of incomplete construction items that are the responsibility of the construction entity to complete under the construction contract. Certificate signed by the owner signifying that the latter is accepting care, custody and control of the facility. Sometimes signed prior to certificate of mechanical completion. Varies by contract. Set of documents defining the scope of work to be performed under a contract, usually including, as a minimum, a scope of work, specifications and drawings. Overall strategy adopted to control the process being designed. Includes selection of control system (DCS, PLC, etc,), degree of centralization, redundancy, etc. Process of inputting data and logic into distributed control systems (DCS), programmable logic controllers (PLCs) and other control components to enable them to perform their required system functions. Process used during project development, prior to completion of a firm scope and control estimate, to track the impact of scope adjustments on the preliminary estimate by adding to or subtracting from it the order of magnitude cost of each. Equipment that, in the judgment of the project team, has the greatest potential for cost impact to the project. An evaluation of the actual needs of the specific facility to be designed. Engineering standards and specifications can affect manufacturing efficiency, product quality, operating cost, and employee safety. However, sometimes the cost of a facility is increased by the application of codes, standards, and specifications that exceed the facilitys needs (IPA VIP). Document under seal (or equivalent) whereby the supplier agrees not to claim any lien on the project property and to waive any claims related to the project. Estimate produced during Phase 3, Preliminary Engineering, based on substantial documentation, typically having an accuracy of +10% to -5%. Formal statement of the foundation upon which subsequent design is to be based, including nature and quality of product(s), capacity to produce product(s), site location, existing facilities and utilities, allowance for expansion, standards, to be applied, etc. Further development of the schematic design concepts to provide the basis for development of the construction documents.
European Union Execution Planning (V-5) Design Review Evaluation of design documents for specific purposes (e.g. safety, maintainability, reliability, constructability) to ensure that these have been properly considered. Planning document to identify the organization related to safety; the safety and environmental objectives and acceptance criteria; statutory and engineering safety requirements; possible hazards and environmental problems; methods, reviews and audits (See PI-SOP-201, Design For Safety.) The process of ensuring that the proposed design satisfies the statutory, contractual, and procedural safety requirements applicable to the project. An evaluation of the maximum capacity of each major piece of equipment. Often equipment is designed with a "safety factor" to allow for additional catch up capacity of some production increases (IPA VIP). Analysis of the financial benefit of the project to the owner using such tools as return on investment, net present value, and economic value added. The process of ensuring that project scope definition in the Project Deliberation, Select Option, and Detail Option stages is complete enough to accurately predict cost and schedule for the remaining project phases. Tools used to measure the implementation of this process are the Front End Loading Index (IPA) and PDRI (Project Definition Rating index). A simulation methodology for optimizing the life cycle costs by examining power and heating requirements for a particular process. The objective is to maximize the total return based on selecting the most economical methods of heat and power recovery (IPA VIP). Final checking and testing of systems by engineering personnel prior to start-up by operations personnel. Includes checking of controls loops and systems. Identification of effect of project on air, water, flora and fauna, traffic, etc. Usually in a format defined by responsible regulatory body such as EPA, AQMD. Drawings of portions of an operating unit that is of sufficient scale to allow coordinate locations and elevations to be given for all equipment, structures and buildings within a unit. It will normally take multiple Equipment Location Plans to cover an operating unit. Countries compromising the European Union. Identified on the maps because of the need to identify specific European Union regulatory requirements. A process to obtain the input of all stakeholders and key participants to create the Project Execution Plan, including project approach and schedule, with the intent of obtaining ownership and commitment by all participants. The process follows a structured checklist to ensure the team has considered all pertinent aspects of the execution, and results in alignment of the execution plan with the business and project objectives. Plant has commenced full operation on final raw materials and is producing planned product, although not necessarily at full output rate. Generic term used to denote entire physical project or a part of it including infrastructure, buildings, and process plant. Raw materials such as crude oil, mined ore or chemical intermediates constituting the primary input to a process plant. Formal concurrence by the plant that all project requirements have been completed. Last project report to the owner, covering total project performance and including such elements as total cost, final schedule, lessons learned, team, scope. All financial and contractual requirements to close the project have been completed including, as necessary, final payments made, final certificates signed, bonds, released or cancelled, claims settled.

Design Safety and Environmental Plan (DS&E)

Area Classification

Commissioning / Startup Plan Concept(s)

Design Safety Review

Basis of Estimate

Benchmarking Data

Constructability (V-3) Constructability Database Construction Checkout

Design to Capacity (V-4)

Economic Analysis Effective Front-end Loading

Beneficial Occupancy

Bid

Business Objectives CII

Construction Documents

Energy Optimization (V-15)

Construction Industry Institute. An organization of owners, contractors and academia whose mission is to improve the safety, quality, schedule, and cost effectiveness of the capital investment process through research and implementation support. Agreement or contract that grants to a licensee the right to use a catalyst and/or technology under specific terms and conditions including compensation.

Construction Punch List Construction Turn Over Certificate

Engineering Check-out

Catalyst and License Agreements Certificate of Occupancy

Environmental Impact Assessment Equipment Location Plan

Contract Package

Document from a building regulatory agency that certifies a facility has been inspected, has no violations and meets the regulatory requirements and codes for occupancy for its intended purpose. Process of controlling the scope of a project against a defined baseline by only allowing a change after it has been formally approved, taking into account its benefit to the project outcome, and its impact on cost and schedule. IPA VIP that established what quality facility is needed to meet business objectives. It adjusts reliability, expandability, automation, life of facility, etc. to recognize goals.

Control System Philosophy Control System Programs

Change Management (V-22) Class of Plant (V-13)

Cost Trending

Client Expectations A proactive approach to identify, collect, and address client expectations, concerns, (V-1) past issues and soft issues that can adversely or positively affect a clients perception to our performance and attitude toward Jacobs Engineering. Client Survey (V-2) Close-Out Plan PI-SOP-310 process to obtain both a numerical rating and a narrative evaluation of a clients satisfaction with our performance against standard headings. Plan to perform all of those activities necessary to properly complete a project in accordance with the contract, SOPs, law, and other considerations. Analysis, conducted by knowledgeable professionals, to ensure that a facility design meets the regulatory requirements applicable to its structure type, occupancy type, building siting, building size, set backs, etc.

Critical Equipment

Facility Started-up

Customized Standards/ Specifications (V-14)

Facility(ies) Feedstock

Code Analysis

Deed of Release and Waiver Definitive Cost Estimate Design Basis

Final Acceptance Final Project Report Financial/Contractual Close Out

Design Development

Copyright Jacobs Engineering Group Inc., 2005

Rev. No. 2 Page: 14 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

Clarifications, Abbreviations, Definitions and Conventions

DEFINITIONS (Continued)
Fit-up (also known as fitout) Phase of construction which provides the major interior construction (e.g. partitions, ceiling, HVAC, main process headers, electrical distribution, etc.) once the building shell or enclosure has been completed. It provides the working environment for the intended use of the facility. Design review to ensure compliance with cGMP requirements. Hazard and Operability (HAZOP) study is a comprehensive, systematic and structured examination of the proposed design. A HAZOP study is a forum in which the cause and hazardous consequences of potential deviation from normal plant status are considered and where operability problems are identified and ultimately resolved. Issue for Construction. All engineering documents issued to construct the project. Drawing revisions prior to IFC are letter revisions with the IFC initial issue being Rev 0 (zero). All revisions after IFC will be numbered revisions. Issue for Design. All engineering documents issued formally as a basis for design by others (intra- or inter- discipline). Independent Project Analysis. A for-profit organization that maintains a confidential database of project performance data against which it benchmarks the performance of owners projects. IPA's developed index that ranks a project's completeness for definition and FEL. The index is scored from 3 12 with scores of 4 5 being described as "Best in Class" and higher scores indicating a greater degree of incompleteness. Meeting of all stakeholders and key participants to create a vision of the overall project schedule and approach, using a wall board presentation tool, with the intent of obtaining ownership and commitment by all participants. JSTEPS . A system that incorporates work process maps into Jacobs management system as a tool for ensuring project success. JVEPs . Key practices that, when used consistently and collectively, significantly increase the value of Jacobs' services to its clients. Program for evaluating labor availability, capability and cost; establishing relationships with local and national labor bodies for using labor resources, harmony and ongoing communications. Review of knowledge gained from past projects for the same client or for similar purposes or in the same location that could benefit the performance of the current project or knowledge gained from the current project that could be beneficially applied to future projects. An industry, or group of industries with similar characteristics, which Jacobs serves, e.g. Mining and Minerals, Chemical Process, Facilities. Equipment for which the time from order through delivery is so long as to be a determining factor in the overall project schedule and which may require to be purchased earlier than indicated by the normal process flow. Output quantity and quality achieved once all necessary adjustments have been made and all operational learnings have been achieved. May be many years for some processes. Material Take-Off. A calculation of construction material quantities needed based on design drawings. An operational safety and operability review involving changes to an existing facility. Analysis of the likely consumers of the product of the project including the likely level of consumption at various prices over a period of years. Overall plan for the future development of a project or facility site including site conditions, overall building layouts, traffic flow and future site improvements. Establishes the basis to which all project or site work conforms.
SM SM

JSTEPS

SM

Glossary Chemical Process Industry (CPI)

Mechanical Completion Completion of construction in accordance with the contract documents as verified by the construction checkout documentation. Does not include starting equipment other than to verify direction of rotation. High level schedule that identifies the points in time when major activities will be completed. Operations and maintenance manuals and other documents required for the operation of the facility, largely provided by equipment vendors but supplemented by engineering documentation. Time in the construction of the facility at which the owner or occupier moves into and begins using the facility for its intended purpose. Apparent chance for client to improve his business. Technological and physical solutions that will satisfy the requirements specified in the design basis. Estimate produced during Phase 1, Feasibility, based on little documentation, typically having an accuracy of +50% to 35%. Generally used to mean the entity for which the work is being done, but occasionally refers to the strict legal owner of the project as determined by the context. Used herein interchangeably with client. Project Definition Rating Index. A tool created by CII to objectively measure the quality of the definition of the scope of a project at a particular point in time. Identification of activities needed to achieve progress and plan to perform them.
Process Simulation Process Industries Standard Operating Procedures (PI-SOPs) Process Reliability Modeling (V-17) Process Simplification (V-18) Project Objectives (V-10) Preliminary Engineering Phase Report Pre-Start-Up Safety Review Report produced at the end of Phase 3, Preliminary Engineering.

GMP Review HAZOP

Milestone Schedule

O&M Documentation

Formal review led by the client to confirm that the constructed facility is ready to startup safely and to confirm that: 1) the unit has been designed and constructed in accordance with design specifications, 2) proper safety, maintenance and emergency procedures have been instituted, 3) appropriate training of personnel has been completed and 4) appropriate documentation has been updated. US law (OSHA 1910) requires that the review be held before the start-up of certain classes of new or modified facility. Also called Pre-Start-Up Change Management Review. PI-SOPs are standard operating procedures issued jointly by the Northern, Southern, and Western Regions to implement the GSOPs. A simulation technique to examine operability targets for a facility. The objective is to determine the most economical sizing, spacing, and storage conditions that meet operability goals while minimizing cost. Typically, specialized computer software and/or a consultant are necessary (IPA VIP). Disciplined analytical method for reducing investment of operating costs by combining or making unnecessary one or more chemical or physical processing steps (IPA VIP). Clear statement of the project goals, drivers, and constraints that will enable the project management team to maintain its focus and make responsible decisions; including capital cost permitted, completion milestones required, cash-flow constraints, new technology application and purpose, environmental goals and operational considerations. Simulation studies to optimize a design based on chosen optimization parameters using a computer based model of the process. Compilation of information prepared for the plant at the end of a project. Contents vary with owner, industry and contract but can include calculations, drawings and specifications, test data, vendor drawings and manuals. They can be electronic (CD). Overall plan for performing a defined scope of work including all necessary elements such as goals and objectives, scope of work, organization, schedule, and plans for risk management, contracting, design, material management, construction, start-up, quality, safety, etc. Request for Information. A request from the construction entity for additional information, clarification or direction to enable construction to proceed. Return on Investment. A financial method to compare the monetary outcome of the project against the owners expectations and against investing the required capital in a different opportunity. Construction documents updated to reflect changes made or errors found during construction and start-up. Construction documents marked up during construction to reflect the manner in which the project was actually constructed. Changes can result from errors, measurements being field determined, or as-found conditions being other than expected. Any and all legal and regulatory restrictions and constraints that may impact the project including those related to air and water emissions and quality, land usage, building code compliance, resource conservation, existing pollution including those of EPA, OSHA, FDA, Building Codes.

Occupancy

IFC

Opportunity Option

IFD

IPA

Order of Magnitude Estimate Owner

IPA FEL Index

Interactive Planning (V-6)

PDRI (V-9) Path Forward Performance Improvement Notice Performance Plan

Jacobs System to Ensure SM Project Success Jacobs Value Enhancing SM Practices Labor Relations Program

A document used to initiate and monitor effective resolution of observations, suggestions, or nonconformances arising from the performance evaluation process. Plan to demonstrate the performance of the project in accordance with its design objectives. Includes organization, contractor/supplier participation, duration of demonstration tests, production rates and specifications, verification methods. Operation of the facility for a predetermined period of time under specified conditions to demonstrate that it can achieve its design objective product quantity and quality. Frequently the basis for final acceptance of equipment and final payments to vendors. Documentation to be completed prior to, during and subsequent to performance tests as part of the performance plan to provide a formal record of the plant performance during the tests. Permits issued by authorities having jurisdiction over various aspects of the project construction which are required before some or all of the construction may commence. Examples include certain environmental permits, provisional use permits, and building (structural, electrical, plumbing, etc.) permits A scaled drawing showing an overall unit within a facility with all major equipment, structures and building. Activities performed after mechanical completion in preparation for introducing feedstock into the plant and putting it into full operation. Precommissioning includes activities such as putting electrical, compressed air and plant water systems into operation, filling reactors with catalyst, running systems with no load or simulating operations with water, drying out refractory vessel linings, etc. An approach to maintaining a facility whereby equipment is monitored and repairs are made before failure. Typically, such an approach requires adding various measurement devices to evaluate operating characteristics.

Project Data Books

Performance Test

Project Execution Plan (V-5)

Lessons Learned (V-7)

Performance Test Documents

RFI

Line of Business

ROI

Permits

Long Lead Equipment

Record Documents Red Line Documents

Long Term Commercial Performance

Plot Plan

Precommissioning

MTO

Management of Change (MOC) Market Study

Regulatory and Permitting Requirements

Predictive Maintenance V-16

Master Plan

Copyright Jacobs Engineering Group Inc., 2005

Rev. No. 2 Page: 15 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington

Clarifications, Abbreviations, Definitions and Conventions

DEFINITIONS (Continued)
Regulatory Authorities Any agency or authority having jurisdiction over any aspect of the project, e.g. EPA, AQMD, OSHA, FDA, Building Officials. Disciplined approach in analyzing plant operations to improve mechanical reliability of equipment through improved design. For key critical equipment, equipment is monitored and repairs are made before failure. Typically, such an approach requires adding various measurement devices to evaluate operating characteristics (IPA VIP). Identification of those significant factors that could prevent the project from meeting its business objectives, such as labor unrest, weather, changing market conditions, new technology, poorly defined work scope, poor planning, etc.; together with an assessment of the probability of each; and means and cost of mitigation. Definition of required environmental conditions such as cleanliness, relative humidity, temperature, lighting level, and special electrical, plumbing and HVAC requirements. Listing of finishes (e.g. floors, walls, ceilings) and specialties (e.g. doors, windows, hardware) for each space in the building.

JSTEPS

SM

Glossary Chemical Process Industry (CPI)

MAP DRAFTING CONVENTIONS
Supplemental Investigations Any additional work needed to be performed by the owner to progress the project such as laboratory or pilot plant testwork, geological or geotechnical investigation, technology demonstration, environmental studies, etc. Generic term for any entity providing a supply or service to the project, including equipment and material vendors, construction contractors, and consultants of all types. Process to ensure that all key team membersClient, Jacobs, and suppliers have the same clear understanding of the project goals and objectives and the means for achieving them. This process includes elements of team building, facilitation, and planning, and incorporates methods to improve interpersonal skills, resulting in an aligned, focused, and motivated work team. A formal systematic process by which a company searches for production technology outside of the company (or, in some instances, in other divisions within the company) that may be superior to that currently in its manufacturing plants (IPA VIP). Documentation completed during the process of construction check-out and signed by the owner to signify his acceptance of tests as having been satisfactorily completed. See vendor data. Training and operations plans and procedures are also prepared by the plant and engineer.

Reliability Planning/Predictive Maintenance (V-16)

Supplier

Functional groups involved in project execution.

Non-primary involvement by client in task 3-2.

Risk Analysis

Team Alignment (V-8)

Preliminary Engineering Task 3-6 completed by Process Engineering and Design Disciplines with involvement by Client and Materials Management.

CLIENT
Work process task(s) or activities identified by noun and past tense verb combination.

Room Requirements

Technology Selection (V-19)

Output from task 3-2 and input to task 3-6. Fac Schematic Drawings Schematic Design Estimate Completed 3-3 Estimate

SOPs applicable to task 3-6.

Room Schedule

Test and Acceptance Report

Safety File

Safety Program Scale-up Criteria

File containing all of the relevant health and safety characteristics of the project, updated throughout the project, which becomes the owners formal record on project completion. Also known as the Health and Safety File. Training, Operations and Maintenance Program employed to define the organization, procedures and methods that will be Manuals employed to ensure the safe execution of work. Turnover Package Chemical, unit operations and equipment variables, how they scale-up, and boundaries. Drawing that schematically depicts the major elements of an electrical power distribution system including typically transformers, feeders, switchgear, motor control centers, motors and other significant loads. A scaled drawing showing the overall facility. This will normally include all operating units, administrative buildings and locations of all access into the plant. Safety program tailored for a specific site Major categories to be considered when evaluating the feasibility of a project opportunity for an owner. Includes review of regulatory agency issues; public acceptance issues; capital, operating, and other cost issues (including ROI, IRR, sensitivity and other cost analyses); trans-national, federal, national and local governmental issues; as well as environmental impact of proposed development. Spare and interchangeable parts for project equipment that are provided under the contract. Estimate produced during Phase 2, Conceptual Design, based on early documentation, typically having an accuracy of +30% to 20%.

PROJECT MANAGEMENT

P203 P204 P403

Package containing the documentation, such as inspection, test, reports that needs to be completed prior to turning over all or an element of the project to the owner.

PROCESS ENGINEERING/ ARCHITECT

Single Line (Diagram)

Turn-over Systems List List of the systems to be separately handed over to the owner. Updated Construction Documents VEP VIP Construction documents revised to incorporate changes made or required during construction. See Jacobs Value Enhancing Practices
SM

Major Equip. Defined Design Basis Updated Preliminary Process Design Completed Schematic Design Completed 3-2

P204 P205 P100 V4

Preliminary Engineering Completed

Fac

Site Plan

DESIGN DISCIPLINES

Preliminary Process Design Major/Long Lead Equipment Specs/ Data Sheets Major/Long Lead Equipment Bids Requested 3-4 P401

Design Development Completed 3-6

PhB Fac

Site Safety Program Sociological, Technological, Economic, Political, Environmental

Value Improving Practices. A term coined by IPA for a practice which has been statistically demonstrated to improve project performance and outcome. VEPs . Best practices identified by CII and IPA that, when used consistently and collectively, significantly increase the value of the project. A disciplined method of functional analysis used during design, often employing an internal or external consultant, aimed at eliminating or modifying items that do not contribute to meeting business needs. An organized system to recognize and report value added provided by the Project Team. It promotes a cultural change to increase value awareness by recording all value adding concepts and uses a wall chart to advertise progress towards goal. Total Value Added includes operational savings, capital avoidance, EPC savings, and other savings. Also known as EPCM Initiative Savings. Drawings, documents, manuals and other information provided by suppliers of equipment and materials under purchase orders including design drawings, installation instructions, maintenance manuals and operating instructions. File containing documentation of and relating to warranties provided by suppliers. A disciplined approach used during design to minimize the production of waste products. Such an approach might add additional equipment or examine alternate process technologies that have lower waste side-streams (IPA VIP)
SM

Value Enhancing SM Practices Value Engineering (V-11)

SUPPLY MANAGEMENT

Primary flow line.

Spare and Change Parts Study Estimate

Secondary flow line.

Value Plus (V-12)

Line of Business exception for Pharma-Bio and Facilities which call this task Design Development.

Vendor Data

Task number consists of phase number followed by sequential number.

Value Enhancing Practice applicable to task 3-6.

Warranty File Waste Minimization (V-20)

Dashed lines on a task box indicate that functional group does not participate.

Copyright Jacobs Engineering Group Inc., 2005

Rev. No. 2 Page: 16 of 16 Rev. Date: June 1, 2005 Approved by: B. Herrington