IKIOSAM RESOURCES NIGERIA LIMITED

PROJECT CONTROL PLAN

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TABLE OF CONTENT

PROJECT PLANNING PROCEDURE-----------------------------------------------------------------4

GENERAL-----------------------------------------------------------------------------------------------------4
WORK BREAKDOWN STRUCTURE------------------------------------------------------------------5
PLANNING AND SCHEDULING-----------------------------------------------------------------------5-6
SEQUENCING OF ACTIVITIES------------------------------------------------------------------------6
MAN-HOUR ESTIMATE AND & ACTIVITY DURATION PROCEDURE---------------------6
SCHEDULE UPDATING PROCEDURE-------------------------------------------------------------6
FORECASTING & METHOD OF ANALYSIS--------------------------------------------------------7
PROGRESS MEASUREMENT PROCEDURE------------------------------------------------------7
GENERAL----------------------------------------------------------------------------------------------------7
PHYSICAL PROGRESS CALCULATION------------------------------------------------------------7
PROGRESS REPORTING-------------------------------------------------------------------------------8
MONTHLY STATUS REPORT--------------------------------------------------------------------------8
WEEKLY STATUS REPORT----------------------------------------------------------------------------8
DAILY STATUS REPORT--------------------------------------------------------------------------------8
COST CONTROL/COST PLANNING PROCEDURE---------------------------------------------8
INVOICING AND PAYMENT/DISBURSEMENT PROCEDURE ------------------------------9
INVOICE TRACKING AND MONITORING PROCEDURE--------------------------------------9-10
CO-ORDINATION SYSTEM-----------------------------------------------------------------------------10
INTERFACE CO-ORDINATION ------------------------------------------------------------------------10
INTERFACE MANAGEMENT PLAN-------------------------------------------------------------------11-12
PLAN TO MANAGE INTERFACES BETWEEN THE MAJOR WORK SITES---------------12
PROJECT INTERFACE MATRIX FOR ALL WORK SITES---------------------------------------13
INTERFACE COMMUNICATION------------------------------------------------------------------------13
PROCUREMENT AND VENDOR INTERFACE FOR LONG LEAD ITEMS-------------------13
MITIGATING ACTIONS-----------------------------------------------------------------------------------14
THE PROCESS OF MONITORING, MANAGING AND FOLLOW-UP
FOR TIMELY RESOLUTION OF INTERFACE ISSUES INCLUDES-------------------------14
SUBCONTRACTING -------------------------------------------------------------------------------------15
GENERAL----------------------------------------------------------------------------------------------------15
SUB-CONTRACTOR MANAGEMENT PROCEDURE--------------------------------------------15
PROJECT SCHEDULE-----------------------------------------------------------------------------------15
COMMISSIONING ORGANIZATION AND FUNCTIONS----------------------------------------16

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PERMIT TO WORK----------------------------------------------------------------------------------------16
LOGISTIC/TRANSPORTATION------------------------------------------------------------------------16
DOCUMENTATION----------------------------------------------------------------------------------------17
SUB-CONTRACTORS PARTICIPATION------------------------------------------------------------18
DOCUMENT MANAGEMENT PROCEDURE-------------------------------------------------------18
GENERAL----------------------------------------------------------------------------------------------------18
APPLICATION OF CODES, STANDARDS AND SPECIFICATION SYSTEM--------------19
DESIGN SPECIFICATION AND CONTROL---------------------------------------------------------19
DOCUMENT CONTROL PLAN--------------------------------------------------------------------------20

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PROJECT PLANNING PROCEDURE

GENERAL

Ikiosam project planning procedure specifies vividly every scope of the job to be executed, the
methodology to carry it out, who to accomplish what, materials and equipment to be utilized to
ensure that beneficial result is achieved within the constraint of cost and time. To execute this
contract scopes, one of the first documents issued by the Project Management after award of
contract, is the Project Procedures Memorandum.
The memorandum is the “road map” that shows the way covering the procedure for the
Rehabilitation of FPSO Mystras Metering System in Okono Field OML 119 Project Planning,
Progress Measurement, Risk Management Plan, Communication, purchasing, accounting,
drawing/ project specification handling, and project reporting.
The memorandum shall contain amongst other things the following:
1. Project Description
2. Assigned Personnel
3. Mailing/Shipping Address
4. Mailing/Shipping Address
5. Correspondence Procedure
6. Purchasing and Subcontract Procedure
7. Inspection
8. Quality Assurance
9. Change Orders
10. Invoicing
11. Monthly Reports
12. Project Time and Expense Charges
13. Drawings, Specifications, and Other Engineering Approvals
14. Function Codes
15. Project Information Distribution Schedule
16. Project Filing System

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WORK BREAKDOWN STRUCTURE

The work program shall be presented in a network, based on CTR activity catalogue using the
Critical Path Method (CPM). The work program also includes any portion of the work intended
for subcontract, resources procurement cycles and optional works, if required. The schedule
considers also any environmental constraints such as weather or site condition. The level of
work details that shall be used in the project is as stated below:
Level I – Contract Summary and Milestone Schedule
This shall consist mainly of milestone or completion of major events and key dates designed to
see at a glance the overall picture and timetable of the project. Preparation and issuance is at
the effective date of commencement of the contract.
Level II – Master Project Schedule.
Based on level I, the schedule is broken down to permit an examination of the project structure,
to study in detail the inter-relationships that exist between various parts of the project and to
provide various discipline with time-table for executing the Work in accordance with the overall
project objective. Preparation and issuance is at the effective date of commencement of the
contract.
Level III – Detail Project Schedule
As a sub-detail of Level II, this is the live model of the project and the tool for schedule
analysis, identifying float, critical path(s) and resource bottleneck. Two items being considered
while working on Level III schedules: First is the Front- End Schedule that gives details on
provision of offices, mobilization of personnel and equipment, facilities, preparation submission
and approval of all required Project Management, Quality Assurance, Project Control and
Procurement Procedures, manual and documentation. The second item is more on the details
on Engineering design/verification, Procurement, Fabrication, onsite Construction, Pre-
commissioning and Commissioning schedules.
Level IV – Control Schedule
This is the working schedules or the definite breakdown of tasks with each discipline that
enable the Project Manager to allocate resource, monitor progress and control the project
within the parameters consistent with Level I to Level III network. The Level III schedule
developed for the purpose of tracking the Fabrication, Transportation, Installation, Hook Up and
Commissioning Services for Abiteye NAG Development Project is presented in the Project
Control Schedule

PLANNING AND SCHEDULING

In the early stage of the project, the kick-off meeting is held to discuss the general scope of
work, engineering design, procurement target dates, material storage, fabrication, load out,
transportation, installation, hook up and commissioning scope. A Project Management Team
(PMT) is formed to give direction to the works. After the plan is articulated, it is now provided
with relevant details and presented as Level IV schedule. The scheduling tool is Primavera
project planner (P6) Version 3.1 software. The CPM and bar chart schedules shall be
distributed to all Project Management Team (PMT) staff, contractors, suppliers and Client for
their review comments. The inputs coming from these various groups shall be incorporated in
the schedule to create manageable schedule. Once the schedule is agreeable to the group, it
is considered as a base schedule (target Schedule). The schedule can only be changed/
revised if there is a deviation in the scope of work. The target schedule is used as a reference
to determine the status of the project.

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SEQUENCING OF ACTIVITIES

The following major steps shall be considered for the project in sequencing the activities in
CPM

 List all major activities involved in the project

 Determine the priority based on milestone date set by NPDC
 Connect a series of activities in a logical sequence
 Assignment of defined logic such as Start to start (SS), Start to Finish (SF), Finish
to Start (FS) and Finish to Finish (FF) for each activity.

MAN-HOUR ESTIMATE AND & ACTIVITY DURATION PROCEDURE

Total man-hour is calculated based on previous projects by establishing a unit rate through
quantifying the scope of work, e.g. 64 man-hours/ton for structural works, man-hours/cubic
meter for civil works, etc. The total man-hour derived against the number of men assigned to
work per day will roughly give the total duration for a given activity.

SCHEDULE UPDATING PROCEDURE

From the daily progress report, the actual quantity completed for each activity is converted to
percent complete and input to P6 system. The remaining duration is also calculated to
determine the completion date of each activity.

The base schedule (Target Schedule) is assigned to determine the status of the project as the
work is progressing. Comparison between base schedule and the current schedule can easily
be determined if the project is ahead or behind schedule. The graphical presentation for this is
by using the S-curve

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FORECASTING & METHOD OF ANALYSIS

Forecasting is used to determine the remaining works to do for the completion of the project.
Within the current data available, the required quantity of materials, manpower, money and
other resources can easily be estimated. With the use of Critical Path Method (CPM), the
shortest project completion date can be easily analyzed by determining the activities with zero
float.

PROGRESS MEASUREMENT PROCEDURE

GENERAL

Ikiosam shall use the basic tool (P6) to measure progress of the project for Project
Management reporting purposes; the overall project completion is established by putting the
percent complete to each activity. With a few calculations on the remaining days to complete
each activity, the percent progress is automatically calculated.

PHYSICAL PROGRESS CALCULATION

Through evaluation of the daily report submitted by supervisors, the following guidelines are
adopted to measure the physical progress at site.

 Establish a planning package that consist of ‘S’ Curve, progress tabulation and the
daily report format.
 From the daily report, the actual manpower, total quantity completed, materials
usage, completed activities and ongoing activities can be input as a reference for
physical progress calculation.
 Update the progress measurement table that includes the activity duration, total
quantity/unit, the actual percent complete, actual percent weight. From this, the
overall percent completion of the project is calculated.
 The total percent progress accomplishment from the table input to progress ‘S’
curve thus indicating the actual percent progress as against plan percent progress.

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PROGRESS REPORTING

Reporting is important in our project control process as it communicates project situation to

NPDC and IKIOSAM.

MONTHLY STATUS REPORT

The monthly status report shall be issued within ten (10) calendar days from the cut-off date on
the last Friday of each month. The report shall include the management executive summary,
the safety summary, the management foreword indicating the highlight for the period, milestone
achieved, main meeting held, outstanding problems and/or new problems arising at site, a
summary of all activities undertaken for the period. The summary report includes the updating
of manpower histogram, updating of Level III Master Schedule, Safety Health and
Environmental report, detailed work package progress and the overall percent completion of
the project

WEEKLY STATUS REPORT

The weekly progress report is issued as a summary of daily report. It includes the safety
report, highlight/area of concern for the week, completed activities, on going activities and
activity planned for the coming period. The report shall also include the summary of the
engineering activities, procurement activities, pre-commissioning and commissioning activities.

DAILY STATUS REPORT

The daily report includes the safety report, work in progress, daily labor and equipment report,
date and weather condition. Submission of this report shall be usually at earliest of each day
10am.

COST CONTROL/COST PLANNING PROCEDURE

Essentially Cost control is executed by IKIOSAM to ensure that actual cost of Project execution
stays below anticipated or budget. However, Cost planning is a strategic and tactical device
which evaluates the savings in time arising from performing critical activities faster (at some
added cost-crash cost) Be that as it may, the basic procedures employed to manage cost by
IKIOSAM during project execution are as follows:

 Setting a project budget to be reviewed and approved by Corporate Management

 Assigning a cost code to individual work package
 Monitoring and recording of all costs incurred for each work package
 Comparing actual cost incurred for individual activities to budget
 Communication of a prepared cost report to Corporate Management on monthly
basis.
 Computing variances to ensure expenses stay within budget

INVOICING AND PAYMENT/DISBURSEMENT PROCEDURE

The contract milestone payment shall be the basis for invoicing. Generally, the procedure that
will be adopted shall be as stated below with “OPTIONS” subject to NPDC approval:

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1. Invoices for rate basis (Optional if required)

All labor and equipment on daily rate basis as approved by Work Order shall be
recorded in time sheet. The time sheet will be approved by the PM and Client.
Once the time sheets are received by Finance department, an invoice will be
raised based on the rate and quantity approved by Work Order. The invoice will
be forwarded to the client supported by a copy of the time sheet and Work
Order.

2. Invoicing for Cost plus basis (Optional if required)

Invoicing will be prepared for cost plus basis items based on approved Work
Order received from client. Invoices will state net cost of materials or equipment
usage plus the percentage markup of the delivered price. Invoices will be
submitted to the client with a copy of the Work Order.

3. Invoicing on Lump Sum basis:

Based on NPDC requirement for Lump Sum price, the invoices will be raised on
milestones specified in the contract. Where no Milestone is defined, invoice will
be prepared once the job is completed and Final Acceptance Certificate is
issued. Invoice will be submitted with a copy of the milestone details and the
Final Acceptance Certificate.

Prices in all invoices shall be specified net of taxes and applicable taxes will be
separately identified e.g. VAT, sales tax etc.

INVOICE TRACKING AND MONITORING PROCEDURE

In this contract the procedures for tracking, monitoring and controlling cost will be implemented
by ensuring that the following parameters are computed and reported periodically to the Project
Control Manager and Corporate Management.

 Budgeted Cost of Work Performed (BCWP): This is the amount of planned

cost which will be incurred based on progress towards task completion
 Budgeted Cost of Work scheduled (BCWS) – The sum of the budgets for all
work packages scheduled to be accomplished within a given time period.
 Actual Cost of Work Performed (ACWP) – The actual costs incurred in
accomplishing the work performed within a given time period.
 Performance Measurement Baseline (PMB): This is the sum of all budgeted
cost of work scheduled (BCWS) for each time period, calculated for the total
project duration. PMB forms a time-phased budget plan against which
management measures project performance.
 Budget at Completion (BAC). This is the sum of all of the budgets allocated
to the entire project. The BAC consists of the PMB plus all management
reserves.
 Schedule Variance (SV). This is the difference between the Budgeted Cost
of Work Scheduled (BCWS) and Budgeted Cost of Work Performed (BCWP)

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CO-ORDINATION SYSTEM
INTERFACE CO-ORDINATION
Ikiosam Global Resources Limited considers that an effective management of interfaces is vital
to the successful completion of the project. The Project Management Team includes an
Interface Coordinator who will identify all the major internal and external interfaces early on the
project. The Interface Coordinator will develop the Interface and Coordination management
plan, develop the Interface Agreement (as required), and will develop the procedures for
managing interfaces. He will be responsible for monitoring, managing and follow-up to ensure
timely resolution of interface issues. The Interfaces at major WORK sites will be managed by
the Project Engineers who will liaise closely with the Interface Coordinator.

The interfaces internal to execution of the project include the Interfaces within IKIOSAM
organization and its subcontractors/suppliers, the External Interfaces are with NPDC and other
contractors/ subcontractors operating in the project during the period of execution. The
interfaces also include interfacing with other contractors.

The interfaces will be identified by means of matrix detailing the Activity, responsible
organization, interface deliverables and the timing for the provision of deliverables. Each party
involved in the interface shall appoint a focal point (authorized personnel) who will participate in
the execution and resolving interface issues.

The execution of interfaces will be managed through written communication (letter, Fax or e-
mails) and through meetings with all involved parties.

INTERFACE MANAGEMENT PLAN

External Interfaces:

Interfaces with the COMPANY

Description of Interfaces:
 Interface with NPDC Representatives and Inspectors
 Interface with NPDC site representative for pre-mobilization inspection and
approval of fabrication and construction equipment.
 Interface with NPDC Project Team for review and approval of project
deliverables
 Interface with Subcontractors and other NPDC main vendors
 Interface with Government officials and representatives.
 Any other interface issues requiring NPDC action or disposition on matters that
may have potential impact to project’s safety, quality, cost or schedule
Interfaces with other NPDC contractors

Description of Interfaces:
 As defined in the Scope of Work

Interfaces with other NPDC Projects

Description of Interfaces:

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 Any execution interface and interface issues that may arise in accordance with
the work scope of other contractors that may affect the execution of the Project.

Interfaces with Government agencies

Description of Interfaces:
 Interface with government agencies for securing permits and licenses required
for the execution of the Project

Internal Interfaces:
IKIOSAM-PMT/Engineering Interface
Description of Interfaces:
 Any proposed changes to Detailed Design Engineering that should be submitted
to NPDC for approval.
 Any design interface issues affecting engineering schedule.

IKIOSAM-PMT/ Procurement Facilitation Site Interface

Description of interfaces:
 Procurement schedule and Material Status Report
 Use of vendor/supplier requiring NPDC prior approval.
 Deviation request or query for material substitution requiring NPDC prior
approval
 Any procurement interface issues affecting delivery schedule

PLAN TO MANAGE INTERFACES BETWEEN THE MAJOR WORK SITES

The Project Manager through the discipline Managers will oversee the engineering,
procurement, fabrication and site installation activities, while Procurement Coordinator will be
assigned to the Overseas Facilitation offices. They will serve as the link between Project
Management Office and Project office and shall liaise with NPDC representative. The
Procurement Coordinator will report to the Project Procurement Manager.

The Discipline Managers at each WORK Site will be the focal point in managing the interfaces
at each work site. He will be liaising closely with the Interface Coordinator regarding the
activities for monitoring and controlling interfaces. The procurement coordinators will provide to
Interface Coordinator the copies of letters, faxes, e-mails and minutes of meetings that have
been generated in relations to the management and controlling of interfaces. The Interface
Coordinator will monitor the status of interfaces at all WORK sites, provide Interface status
report to Project manager and when necessary, seek the project manager’s disposition in
resolving interface issues.

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PROJECT INTERFACE MATRIX FOR ALL WORK SITES

Interface Communication

Communication would be in form of email, fax, memo, minutes of meetings, etc. Interface
coordinator shall:

a) Identify the responsibility for receiving and

provision of deliverables.
b) Specify the deliverables to be provided from
all the parties involved.
c) Appoint the focal point for the deliverables.
d) Set up the time frame for the provision of the
deliverables.

In order to mitigate the interface risks with other NPDC projects, IKIOSAM Limited will
provide to NPDC a written notice at least 14 days prior to intended start-up of a new activity
regime. This step will enable NPDC to arrange the schedule with all other
contractors/subcontractors working in the area to avoid interference with each contractor’s
operations.

The specific interface issues with other NPDC contractors will be identified upon contract
award.

PROCUREMENT AND VENDOR INTERFACE FOR LONG LEAD ITEMS

The delivery of these items may affect the installation schedule for the execution of the project
fabrication and site construction works.

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Mitigating Actions:
Give priority in developing the detailed design for specialised valves including fabrication
design for facilities, make early selection/ sourcing of qualified vendor/ supplier and prompt
approval of Purchase agreement
Perform Site Surveillance inspection during fabrication/ manufacturing stage.
Immediate resolution of any interface issues and monitoring of work progress.
Expedite the execution of all inspections and testing that are required and the preparation,
review and approval of vendor documentation

THE PROCESS OF MONITORING, MANAGING AND FOLLOW-UP FOR TIMELY

RESOLUTION OF INTERFACE ISSUES INCLUDES:

a. Monitoring:

IKIOSAM shall develop interface registers that shall summarize the definition,
responsibilities, timing and status of each internal and external Interface.

Other reference documents for monitoring interfaces include: Interface matrix, work
breakdown structure (WBS) and milestones activity execution schedule, and schedule for
provision of deliverables.

b. Managing the Interface

In managing the interfaces, IKIOSAM shall:

 Set up an Interface Control, define the responsibilities of each party involved,
agree on the schedule for timely execution of the activity or the provision of
required deliverables and designate the focal point on each party who will be
directly involved in completion or resolution of the interface.
 Establish document control function for interface information
 Develop procedures for identifying, documenting and tracking interface data
exchanges
 Schedule and participate in Interface Coordination meetings
 Regularly advice IKIOSAM Project Management Team and NPDC on the status
of resolution of interface
 Elevate the non-performing interface and interface issues with NPDC for
resolution.

SUBCONTRACTING

GENERAL

IKIOSAM Sub-contractor and others at different levels of contract execution shall be engaged
to perform work related to the project, subject to approval by NPDC. Other subcontractors shall
be required to adhere to the schedule developed by IKIOSAM.
Their progress will be monitored on a daily basis and necessary action will be taken if adverse
trends are identified. IKIOSAM shall institute day to day control and co-ordination of the

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subcontractor’s work progress meeting will be conducted as required to resolved problems, co-
ordinate work with other contractors and diverse relevant matters.

Subcontractors will remain under control of IKIOSAM for the duration of the contract and will be
required to comply with NPDC and IKIOSAM safety rules and regulations.

SUB-CONTRACTOR MANAGEMENT PROCEDURE

The operation procedures for managing and controlling the sub-contractor shall be established
bearing in mind the following aspects:
 Type of contractor/vendor involved (previous experience, size of company, ability to
carry out the operations assigned, degree of autonomy, etc.)
 Type of work and extent of the operations to be carried out
 Complexity of the work assigned
 NPDC requirements

The procedures involve the following steps:

 Checking and approving the technical documents provided by the sub-contractor, in
order to verify their compliance with the instructions.
 Tests and inspection activity
 Expediting

PROJECT SCHEDULE

IKIOSAM Limited will execute the project activities in accordance with the activities contained
in the proposed project schedule for the project’s early start.

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COMMISSIONING ORGANIZATION AND FUNCTIONS

In accordance with the field office organization chart, the following key personnel shall be
assigned as a part of commissioning team by IKIOSAM at the job site.;
 Commissioning/ Completion Manager
 Lead Commissioning
 Site Construction team, which includes;
 The mechanical/piping Construction Superintendent
 The Civil/Structural Superintendent
 The Cathodic Protection supervisor
 The civil/structural supervisor
 The Commissioning/ Completion Manager shall be assisted in his tasks by sub-contractor
panel operators that are responsible for electrical installation and by members of the
construction supervision team maintained in the field during construction.

 With facility start up program which shall be prepared at advance stage of the project in
close cooperation with NPDC site Rep; IKIOSAM commissioning team shall be in charge of
providing complete technical input towards the commissioning process.
Hereafter are summarized the main tasks of the Commissioning/ Completion Manager,
 He elaborates the facility preparation and commissioning execution plan.
 He monitors at job site the commissioning operations accordance with
the execution plan;
 He coordinates operations and works in liaison with construction site
manager for all the aspects of the construction/ commissioning interface.
 He reports to project manager and client organization in accordance with
the established procedures.

Permit to Work
IKIOSAM shall fully comply with permit to work system and all related CASHES requirement for
the execution of the Project in accordance with developed procedure which ensure obtaining
necessary authorisation.
Logistic/Transportation
The Project Manager, logistics and materials controller will be responsible for the overall
logistics plan for the transportation of the personnel, permanent materials, construction
equipment, pre-fabricated items, spare parts, supplies from the supply source (NPDC and
subcontractor) to the sites on time and in accordance with the construction schedule.
Documentation
Ikiosam Global Resources Limited shall keep an accurate record of all Engineering work
execution and shall create a data-base with reference number allocated to each phase of the
engineering and construction works in a computer system for quick references, and copies of
which shall be made available to NPDC in a suitable storage device in the following format;

 As-built/constructed drawings

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 As installed documents
 Weld identification drawings
 Photographs of identified welds
 Project information
 Weld inspection and acceptance reports
 Test reports of all disciplines
 Registration cards of hydrostatic/radiographic tests
 Production and maintenance instruction for subcontractor supplied
materials and equipment.
 Certificate for sub-contractor supplied materials
 Reconciliation of materials and equipment
 Inventory for materials and equipment provided by NPDC, IKIOSAM, and
sub-contractors.

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SUB-CONTRACTORS PARTICIPATION

Work Element Sub-Contractor Type of Contract

S/No
1 Procurement Overseas Agents Long lead items, consumables
etc.
2 Labour Supply Host Community Supply of artisans, helpers,
Cleaners and general field
support hands.
3 Survey Services Source upon Site survey and facility location
contract award works, etc.
4 NDT Services Blueveld Provide Equipment and
Inspections Inspection
Services
5 Catering Services Source upon Supply
contract award
6 Specialized CLIENT Nominated Supply
Equipment/Materi
al supplies

DOCUMENT MANAGEMENT PROCEDURE

GENERAL

IKIOSAM has a robust Document Control Indexing (DCI) that ensures that the following files
are created and controlled to guarantee data integrity within the organization
 Personnel; a movement register
 Quarterly Progress documents
 Certificates relating to the work
 Measurement records.
 Files on corrective actions.
 QA/QC Procedures
 Construction Procedures
 Design Deliverables
 Procurement
 Materials Utilisation
 Environmental conditions.

APPLICATION OF CODES, STANDARDS AND SPECIFICATION SYSTEM

The Project and QA/QC engineers shall ensure that the technical document supplied by the
NPDC and other associated contractual provisions are appropriately reviewed in order to
identify and consolidate:

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 Applicable standards and regulation as well as legal requirements and particular

constraints.
 NPDC requirements regarding the characteristics and actual performance of the
overall construction program.
 NPDC management and quality requirements
 Missing information.

This information shall be sent to team leads functionally responsible for specific
Engineering disciplines to ensure that procedures, codes, specification and standards
are being properly followed.

DESIGN SPECIFICATION AND CONTROL

This section outlines the system for the review, approval, distribution and retrieval of all design
drawings and specifications, equipment list, material list and isometrics. NPDC shall be
responsible for the approval of all design specifications and drawings.

As part of the overall quality measures to be taken during the design and construction works,
IKIOSAM shall complete all design and construction data report to ensure that the design and
construction is executed in accordance with the applicable safety and quality standards as
expressed by the relevant API and ASME/ASTM Codes

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DOCUMENT CONTROL PLAN

IKIOSAM quality control manager shall be responsible for the review and control of all design
documents. His duties with respect to this project shall include:
 To review design specifications and drawings to ensure these contain sufficient
information for the project design and construction works in accordance with Code
and contract requirements. Details normally required on drawings/design
specifications include:
 Material description including; material specification, grade, dimensions,
schedule, type, and rating.
 Design pressure and temperature of system
 Non-destructive examination and extent (as required by NPDC)
 Construction details, supports, etc.
 Welding Procedure information (W.PS. Numbers/electrode classification)
 Additional requirements
 To obtain written approval from the NPDC prior to making any proposal changes.
 To review and approve any fabrication drawings prepared by IKIOSAM.
 To initiate a job file and ensure that all design specifications, material lists, P.O’s
etc are kept in this file, each identified with the job number

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