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196 www.ifptraining.com Refining & Chemicals - 2013

197www.ifptraining.com

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Refining & Chemicals - 2013 Refining & Chemicals - 2013

Project Management - Maintenance Management

p. 199 to 215


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WHO SHOULD ATTEND?Anyone requiring a comprehensive understanding of project management practices for Refining and Chemicals large Projects.

WHY THIS PROGRAM?Management of large projects, from initial stage to project completion. Its purpose is to provide a thorough understanding of:•structure and management of the project

phases execution («what to do and when»)•project management techniques

& know-how («how to»).

OBJECTIVES FOR THE PARTICIPANTS•To manage the preliminary stages:

concept, feasibility, economics, risk assessment, FEED.

•To plan the EPC stage: schedule, costs, economics, risk assessment, execution plan.

•To keep control of HSE in project design and construction.

•To implement EPC contracts.•To manage and control EPC phase

activities: engineering, procurement, construction and commissioning.

PEDAGOGY•The course is illustrated by numerous

examples taken from actual Refining/Chemical projects.

•A project case study is used through the course (exercises performed by the participants) for each Project Management stage.


ENGLISH: PGP / OCP-EFRENCH: PGP / OCP

Project ManagementApplication to Oil & Gas Downstream Activities

COURSE CONTENT

INTRODUCTION AND PRELIMINARY STUDIES 0.5 dIntroduction: global project context (refinery, petrochemicals and chemicals projects types, project steps).Preliminary studies: project evaluation process, examples of gas treatment projects, conceptual studies, pre-FEED, project economics, technical deliverables, preliminary project planning (global project schedule, CAPEX estimate, risks management plan, project execution strategy).

FEED OR BASIC ENGINEERING 0.5 dTechnical package and project planning, project team organization, feed management, execution sequence, deliverables, process licensors packages, EPC phase schedule, CAPEX estimate, project execution strategy, project execution plan update. Feed or basic contracts types.

CONTRACTING 0.5 dContracting strategy (project breakdown into contracts), EPC phase contracts types and comparison, endorsement of company items, of Feed and other contracts, EPC tendering process, contractors EPC bids preparation, tenders evaluation.

EPC PROJECT ORGANIZATION AND EXECUTION 0.25 dOrganization charts, role of project manager, EPC phase objectives & project execution plan.

HSE - QUALITY AND RISK MANAGEMENT 1 dHSE management: tools & techniques for safety & environment design, project reviews, safety concept & safety dossier, HSE during construction phase, HSE reporting for projects. Quality management: quality management, quality control, quality surveillance.Risk management: types of risk, evaluation of cost and schedule risks, contingencies, risk management tools.

SCHEDULING AND PROGRESS CONTROL 0.5 dProject control process, planning elaboration, progress curves, critical path, planning software, progress control, recovery plan.

COST CONTROL, REPORTING, DOCUMENTATION CONTROL SYSTEMS 0.5 dCost control principles, initial budget elaboration, final cost estimation, invoicing, project reporting, documentation control systems.

DETAIL ENGINEERING AND PROCUREMENT 0.5 dDetail engineering management: management process, packages management, main deliverables, project reviews, engineering systems (doc. control, …).Modification management.Procurement management: procurement strategy, procurement of LLIs (Long Lead Items) & other “company items”, procurement management organization & execution (purchasing, expediting, inspection, shipping), material control systems, other procurement systems.

CONSTRUCTION 0.5 dConstruction/Fabrication challenges, contractors & resources, (sub) contracts types, construction & fabrication strategy. Construction at site: construction execution plan and management, HSE management, schedule, progress control, quality management. Construction methods (TCF, pre-fabrication, modularization, delivery/erection), interface with commissioning. Modularized projects. Fabrication at yards, load-out, transport & installation (offshore facilities and onshore modular plants).

COMMISSIONING AND START-UP 0.25 dCompletion activities definition, methodology, sequence and completion dossiers, commissioning systems, contractual aspects and organization, hand-over and acceptance of facilities.

COURSE COORDINATOR(S)Alain Boyard

5 DAYS

LANGUAGE DATES LOCATION FEES REGISTRATION CONTACT

EN Jun 10 - 14 Rueil 2,580 € RRU [email protected]

EN Nov 18 - 22 Rueil 2,580 € RRU [email protected]


WHO SHOULD ATTEND?Managers, engineers, plant supervisory staff (plant projects, maintenance, operations) and contractor staff (engineering contractors and subcontractors) in charge of implementing small projects within existing facilities.

WHY THIS PROGRAM?Broad understanding of the specific features of implementation of small projects in operating facilities.

OBJECTIVES FOR THE PARTICIPANTS•To apply proven project management

practices to plant projects.•To optimize project organization and

execution plan, fit to the plant situation.•To manage critical interfaces with

operational and maintenance staff, at each stage of the project.

•To manage safety, health and environmental issues during design, execution and start-up.




•A small game allows each participant to acquire better understanding of the key features.


ENGLISH: PGP / GPP-EFRENCH: PGP / GPP

Management of Small ProjectsWithin existing facilities Application to Oil & Gas Downstream Activities

COURSE CONTENT

SPECIFIC FEATURES OF SMALL PROJECTS WITHIN EXISTING FACILITIES 1 dPlant projects overview: specific constraints of plant projects (availability of resources, organization, project definition, estimation, schedule, management of multiple projects, implementation in operating facilities and/or during shutdown); specific risks associated with revamp projects.Stage-gate process

Various stages from conceptual design to start-up. Roles and responsibilities of the Project Manager.Integrated team, roles of each team member. Project Execution Plan: organization chart, objectives, priorities, milestones, constraints.Management of interfaces with the site operational staff.

ENGINEERING 1.5 dEngineering studies: conceptual design, basic engineering, detailed engineering. List of deliverables, document control. Technical pitfalls.Scheduling, schedule optimization, progress control

Relationship between planning and scheduling. Available scheduling techniques and tools, jobcards, advantages and limitations.Scheduling of subcontracted works. Interface with Owner, schedule optimization, management of constraints.Measurement of progress, progress control at each stage. Recovery plans.Specific considerations related to revamped areas. Shutdown works schedule.

Cost estimates, cost optimization and controlVarious cost estimate techniques, accuracy and degree of confidence of estimates.Value Engineering: involvement of Owner and team members.Contingencies, design allowance. Management of cost trends.Cost control objectives, methods, tools, forecasting, reporting requirements.

PROCUREMENT 0.5 dContracting strategy

Various contract types for Engineering, Procurement and Construction: lump sum, reimbursable (hourly rates, cost plus fixed fee), unit rate, other.Advantages and drawbacks. Most common practice. Umbrella contracts.

Procurement: procurement of equipment: specifications, purchasing, expediting, inspection, transportation. Quality Control Plan.

CONSTRUCTION/STARTUP 1 dConstruction execution: construction strategy (use of maintenance or other construction contractors). Construction management and methods. Subcontractor field supervision and control. Safety, Health and Environment Management. Change Management. Quality control.Commissioning and start-up

Precommissioning. Mechanical acceptance, management of punch-list items.Commissioning and start-up responsibilities, involvement of the project team. Methodology.Post-startup activities, technical and financial closure, Final acceptance, guarantees.

HSE RISK MANAGEMENT 0.5 dIdentification of risks related to design, equipment and material, construction and operation. Risk Management worksheets.The Process Hazard Review (HAZOP, HAZID, What-if, Check-list). Permitting issues.Change Management risk evaluation.

CRITICAL SUCCESS FACTORS 0.5 dClear objectives, importance of front end engineering design.Communication, organization, team spirit, procedures.

COURSE COORDINATOR(S)Alain Boyard In-house course

Contact: [email protected]

5 DAYS


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WHO SHOULD ATTEND?Managers, engineers, company main offices and plant supervisory staff and contractor staff (engineering and EPC contractors and their subcontractors) in charge of medium size and revamping projects, in existing oil refining and chemicals plants.

WHY THIS PROGRAM?Broad understanding of the specific features of medium size and revamping projects implemented in operating facilities.

OBJECTIVES FOR THE PARTICIPANTS•To manage the preliminary stages:

concept, feasibility, economics, risk assessment, FEED.

•To plan the EPC stage: schedule, costs, economics, risk assessment, execution plan.

•To keep control of HSE in project Design and Construction.

•To implement EPC contracts.•To manage and control EPC phase

activities: engineering, procurement, construction and commissioning.

•To manage critical interfaces with the operational staff, at each stage of the project.





ENGLISH: PGP / MRSMPROJ

Management of Medium Size and Revamping ProjectsApplication to Oil & Gas Downstream Activities

COURSE CONTENT

INTRODUCTION AND PRELIMINARY STUDIES 0.5 dIntroduction: global project context (overview of plants and projects types, of plant management organization), why a project, project phases and gates, specific aspects of projects within existing facilities (impacts, risks, schedule, work during operation and shut-downs), availability of resources for project execution (company and contractors).Preliminary studies: technical studies (comparison of alternatives, concept selection, value engineering and cold eye reviews), project team organization for the phase, concept study technical deliverables, preliminary project planning (global project schedule, CAPEX estimate, project economics, risks management plan, project execution plan).

FEED (or basic engineering) 0.5 dWhen to perform Basic Engineering? Project team organization company & contractor, feed management, execution sequence, deliverables, process licensors packages, EPC phase schedule, CAPEX estimate, project execution strategy, project execution plan update. Feed or basic contracts types.

CONTRACTING 0.5 dContracting strategy (project breakdown into contracts), EPC phase contracts types and comparison, endorsement of company items, of Feed and other contracts, EPC tendering process, contractors EPC bids preparation, tenders evaluation.

EPC PROJECT ORGANIZATION & EXECUTION, ENGINEERING AND PROCUREMENT

0.5 d

Organization & execution management: organization of company & of EPC contractor, project management skills, EPC phase objectives & project execution plan update.Detail engineering management: management process, packages management, main deliverables, project reviews, company control of detail engineering, interfaces management, engineering systems.Procurement management: procurement strategy, specific aspects for projects in existing facilities, procurement of LLIs (Long Lead Items) & other «company items», procurement management organization & execution (purchasing, expediting, inspection, shipping), company control of procurement, material control systems, other procurement systems.

HSE - QUALITY AND RISK MANAGEMENT 1 dHSE management: tools & techniques for safety & environment design, project reviews, safety concept & safety dossier, HSE during construction phase, HSE reporting for projects.Quality management: quality management, quality control, quality surveillance.Risk Management: HSE risk mitigation, cost and schedule risk, available software tools, risk management plan approval.

PROJECT CONTROL (cost/schedule, cost and progress control) 1 dProject control process. Schedule elaboration, progress curves, critical path, softwares. Progress control. Recovery plan.Specific aspects of Revamping projects (shutdown considerations, scheduling of shutdown works, job cars schedule).Cost estimate and control principles, initial budget elaboration, preliminary and final cost estimation techniques, invoicing, project reporting, documentation control systems. Contingency plans.

CONSTRUCTION - COMMISSIONING AND START-UP 1 dConstruction/fabrication challenges, contractors & resources, (sub) contracts types, construction & fabrication strategy. Construction at site: construction execution plan and management, HSE management, schedule, progress control, quality management. Construction methods: TCF, pre-fabrication, modularization, delivery/erection), interface with commissioning. Modularized projects. Fabrication at yards, load-out, transport & installation (offshore facilities and onshore modular plants). Specifics for revamping projects: construction challenges, construction work safety control (SIMOPS, PTW, method statements, site HSE plan, job cards), shut-downs time minimization, pre-shutdown and shut-down works preparation & control.Completion activities definition, methodology, sequence and completion dossiers. Commissioning systems, contractual organization, hand-over and acceptance of facilities, specifics for revamping projects.


5 DAYS

In-house course Contact: [email protected]


WHO SHOULD ATTEND?Engineers responsible for creating or updating process flow-plans, at the early stages of projects.

WHY THIS PROGRAM?Provide knowledge on the various methods to draw process schemes.

OBJECTIVES FOR THE PARTICIPANTS•To prepare a PID legend (list and

types of symbols used).•To apply good engineering

practices for preparing clear and understandable PFD and PID.



•Individual experience of participants in their own Company can be shared, highlighting the potential differences.

•Participants review existing documents, but also elaborate a few ones themselves and work on practical cases.


ENGLISH: PGP / PROCREP

Processes RepresentationBlock diagrams, Process Flow Diagrams, P&IDs Application to Oil & Gas Downstream Activities

COURSE CONTENT

BLOCK DIAGRAM 0.5 dPurpose. Splitting a process in blocks. Elaborating a block diagram.

PROCESS FLOW DIAGRAM (PFD) 0.5 dPurpose of a PFD, added value compared to the Block Diagram. Type and level of detail of information.Detailed PFD description. Symbols used for each element. Specific differences in each company.Importance of Utility flow diagrams. Differences with Process diagrams.

PIPING AND INSTRUMENTATION DIAGRAM (P&ID) 1 dPurpose of P&IDs, various users withing Owner and Engineering Contractor, during Project Execution and later.Process and utilities P&IDs. Key elements necessary to prepare a complete and adequate P&ID.Logical elaboration sequence, rules, organization of a P&ID, level of detail depending on stage.Typical symbols (ISA-5-1984), legend, notes, holds, comments.Contents of a P&ID: equipment, piping, instrumentation, links between them. Incorporation of packages and skids.Process description document associated to the P&ID. Sample piping classes.

P&ID REVIEWS 1 dP&ID reviews for HSE and Operability purposes. Various methods including HAZOP review.Organization of the reviews, involvement of Owner and Engineering Contractor personnel.Types of check-lists used. Determination of action plan. Validation. Reporting and follow-up process.


In-house course

3 DAYS


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WHO SHOULD ATTEND?Anyone wishing to gain a clear understanding of engineering activities and how to control their execution by a contractor.This includes Project Engineers and Engineering Managers.

WHY THIS PROGRAM?Provide an overview of how engineering of Oil & Gas downstream facilities, is carried out.How do we move from conceptual design to detailed drawings?

OBJECTIVES FOR THE PARTICIPANTS•To become familiar with all

engineering activities, deliverables, work sequence and interfaces.

•To understand the main risks: schedule, vendors, interfaces, quality and how to mitigate them.

•To control engineering execution: what’s critical and what controls/KPI to put in place.

•To know the best practices, including management of changes, progress control etc.

PEDAGOGYHalf of the training time is devoted to hand-on exercises:•hands-on exercises of

Engineering discipline tasks•hands-on exercises of Engineering

management tasksQuiz at the end of each section to test knowledge acquisition.An active pedagogy: questions are asked to make trainees think and find out by themselves.A 200 page guide will be provided to each Trainee to serve as future reference material.


ENGLISH: PGP / ENGMAN

Engineering ManagementApplication to Oil & Gas Downstream Activities

COURSE CONTENT

GAINING A DEEP UNDERSTANDING OF ENGINEERING 0.5 dThe organization and role of engineering in a project: the parties involved, engineering, subcontracting.

ENGINEERING DISCIPLINE OVERVIEW 1.5 dThe design basis & criteria.The engineering activities and deliverables: input, output, content and constraints, sequence.In the various disciplines: process; equipment/mechanical; plant layout; Health, Safety & Environment (HSE); civil engineering; material & corrosion; piping; plant model; instrumentation and control; electrical; field engineering.

KEYS TO A SUCCESSFUL ENGINEERING EXECUTION 1 dUnderstanding the schedule requirements: typical critical path of an Oil & Gas Project, consequences for engineering, matching the procurement and construction schedule.The internal constraints of the Engineering schedule: interfaces between disciplines, Vendor input, best practices.Interface management: challenge and best practice.Implementation of changes: challenge and best practice.How to meet the main challenge of delivering on schedule.The EPC execution model & the resulting key Milestones for engineering + benchmarks.What to put in place to control a contractor: how to effectively monitor progress, factors that could impact progress, meaningful KPI, requirements for progress reports.


3 DAYS


EN May 13 - 15 Rueil 1,700 € RRU [email protected]


WHO SHOULD ATTEND?Engineers and technicians (owner, engineering contractor, drafting office) having to elaborate, comment or review layouts.

WHY THIS PROGRAM?Elaboration and review of general and detailed equipment layout.

OBJECTIVES FOR THE PARTICIPANTSTo elaborate, optimize and review project general and equipment layout, taking into account, depending on the project stage, all the constraints coming from:•various disciplines•equipment suppliers•site infrastructure and environment•applicable regulations and

owner standards



•Individual experience of participants in their own Company can be shared, highlighting the potential differences.

•Participants review existing documents, but also elaborate a few ones themselves and work on practical cases.


ENGLISH: PGP / GENELAY

General LayoutOil & Gas Downstream Installations

COURSE CONTENT

PRELIMINARY LAYOUT 1 dRegulatory aspects (September, 1967 decree, ATEX regulations, September, 2005 decree, noise regulations, API standards, environmental regulations, local safety practices).Elaboration of the first layout from the PFDs and P&IDs.General layout of the unit and among units: process units, storage facilities (retention basins, tanks, LPG spheres), utilities (cooling towers, waste water treatment, flare network, shipment facilities), control room, technical buildings (electrical substations, instrument rack-rooms, analyzer shelters, laboratories, maintenance buildings and workshops, changing rooms), administrative buildings (offices, medical buildings, cafeteria).Site access (road, rail, sea). Area classification.

LAYOUT CRITERIA AND CONSTRAINTS 1 dHealth, Safety and Environmental constraints

Danger studies (constraints related to radiation, overpressure, toxicity, dispersion, safety distances, fire fighting area).Access and evacuation (structures at height, congested areas, access of emergency teams).Fire fighting equipment layout.Health constraints (cooling towers and legionella, workstation ergonomics). Noise concerns at the fence.

Position of hot spots: flares, furnaces and boilers.Maintainability constraints: lifting and storage area, equipment access.Site circulation: management of vehicle rates (cars, trucks, railcars), areas forbidden to vehicle circulation.Planning and scheduling: data availability at each project stage, management of Holds and Change Requests.

PLOT PLAN REVIEWS - DEFINITIVE LAYOUT 0.5 dConceptual reviews, constructability, operability, maintainability (methods, planning and scheduling).Definitive layout (incorporation of the validated action plans from the reviews, of equipment supplier data).Utilization of 3D models.

LAYOUT OPTIMIZATION 0.5 dInter-unit optimization: above-ground piping and pipe-racks, cable paths, underground networks (drains, sewers).Storage areas optimization: atmospheric tanks, LPG/LNG storage, bulk plants.Management of paved areas: water collection and segregation, waste water treatment.Packages, integrated modules and skids.


In-house course

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WHO SHOULD ATTEND?Project engineers and managers, engineering contractor personnel, needing a synthetic knowledge of the key features of Civil Engineering, in order to apply appropriate controls on civil subcontractors.

WHY THIS PROGRAM?Broad understanding of Civil Engineering (structures and foundations).

OBJECTIVES FOR THE PARTICIPANTS•To understand how civil work

specifications are elaborated.•To understand the highlights

of European regulations.•To perform basic calculations on

steel and concrete structures, understand limitations.

•To analyze civil subcontractor bids and select the most reliable and effective bidder.

•To define field work quality control plan on civil works.

PEDAGOGY•Numerous small exercises done by the

students allow a better understanding of technology and design.

•Up-to-date European regulations are applied, as well as highlights of US regulations and differences.


ENGLISH: PGP / CIVILENG

Civil EngineeringApplication to Oil & Gas Downstream Activities

COURSE CONTENT

BASIC TECHNOLOGY INFORMATION AND REGULATIONS 1 dDefinition of terms and key characteristics of civil works. Design parameters.Scope and contents of European regulations (EUROCODES). Main differences with US regulations.Characteristics of materials used (steel, concrete). Concrete specifications and manufacture.

STEEL STRUCTURE DESIGN 1 dMain elements of a steel structure (beams, poles, reinforcements). Types of structures.Parameters impacting structure stability. Assembly types.Principles of determination of structure resistance to weight, equipment and weather conditions.Transmission of loads to the foundations.Typical guide specification sent to a civil work subcontractor. Evaluation of bid response quality.

CONCRETE STRUCTURE DESIGN 1 dPrinciple of resistance of concrete structures. Limiting state concept.Evaluation of concrete resistance to the various types of efforts: compression, bending, shearing.Determination of steel structures internal to concrete, various types of reinforcements.Importance of steel adherence and covering.Typical guide specification sent to a civil work subcontractor. Evaluation of bid response quality.

FOUNDATION DESIGN 1 dSurface foundations technology. Sizing. Anchoring. Foundation stability.Verification of required surface and applied pressure. Soil stability and resistance.Deep foundations, piles (type and depth). Connection between piles and above-ground foundations.

FIELD WORK CONTROLS 1 dKey control parameters for steel structures and concrete structures.Concrete manufacturing controls.


5 DAYS

In-house course


WHO SHOULD ATTEND?Anyone requiring a comprehensive understanding of large Oil & Gas upstream project control techniques.Project control specialists to be trained for the position of project control manager or positions in project control entities.Project managers or project engineers willing to get a broad understanding of the increasingly complicated project control challenges.

WHY THIS PROGRAM?To present the constraints, challenges and methods to be put in place in large oil & gas projects.

OBJECTIVES FOR THE PARTICIPANTS•To understand Project Control

tools and issues when running a large Oil & Gas Project.

•To acquire a sound knowledge of all non-technical matters responsible of project success: each of these is reviewed thoroughly by specialists.

PEDAGOGYThe course is illustrated by numerous examples taken from actual Refining/Chemicals projects.


ENGLISH: PGP / PROCONT

Project ControlApplication to Oil & Gas Downstream Activities

COURSE CONTENT

GENERAL PROJECT ORGANIZATION AND CONTROL 2 dOverall framework, background, stakeholders and objectives.Industry players: engineering, construction, main suppliers.Project organization.Human resources: mobilization, job descriptions, outsourcing.Intercultural issues and communication.Delegation of authorities, ethical issues.Local content and permitting.Reporting.

CONTRACTS AND PROCUREMENT 3 dContracting strategy.EPC contract content and core articles, exhibits.Call for tender procedures.Contract administration.Management of change orders, of claims.Procurement, expediting, stock management, transportation, customs.Legal issues.Insurance issues.

PLANNING AND SCHEDULING 1.5 dMethods and tools.Baseline project planning.Progress measurement and reviews.Recovery plan.

COST ESTIMATING AND CONTROL 1.5 dCost estimating, initial budget.Market intelligence.Budget (WBS, commitments, forecasts, AFE, currency hedging, etc.).Accounting (invoicing, cash calls, SAP/Salsa, etc.).

RISK MANAGEMENT 0.5 dMethod and tools.Risk management plan, study cases.

QUALITY ASSURANCE, QUALITY CONTROL 0.5 dQA, project quality plan.Audits and reviews.Quality control.

INFORMATION MANAGEMENT 1 dDocument control, circulation and comments of engineering documents.Specifications, derogations, queries.Interface management.Management of change.IT issues.

OBSERVATIONOpen request, trainees not willing to follow the whole course may attend some modules only.



EN Apr 08 - 19 Rueil 5,100 € RRU [email protected]

EN Oct 14 - 25 Rueil 5,100 € RRU [email protected]

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WHO SHOULD ATTEND?Any person who is involved in the management of industrial projects and in particular Oil & Gas projects.

WHY THIS PROGRAM?Explain project management of and by quality, to continuously improve project practices.

OBJECTIVES FOR THE PARTICIPANTS•To become familiar with the management

of and by quality in projects, the stakes involved, and the benefits of feedback.

•To apply quality assurance, quality control, quality tools, human and materials quality resources, in the development of projects.

•To continuously improve the project development methods, and thus create value for their company.



•Practical exercises performed by the participants (project objectives, surveillance plan, experience feedback, risk analysis).

•Professional book distributed at the end of the course.


ENGLISH: PGP / QAQC-EFRENCH: PGP / QAQC

Quality & Risk Management in ProjectsApplication to Oil & Gas Downstream Activities

COURSE CONTENT

QUALITY MANAGEMENT SYSTEM 0.5 dManagement of and by quality. Quality improvement cycle. ISO-9001 standard. Application too projects.Integrated management systems (quality, safety and health, environmental, security, social, societal).The project reference standard. Internal and external customer satisfaction. Management commitment.Project objectives, key performance indicators, role of the project team.

QUALITY PROCESS AND ORGANIZATION 0.5 dThe ISO-10006 standard: common points and differences vs ISO-9001. Constituents.Links between management and project process - Identification and cartography of the project processes.Project organization and quality responsibilities - Involvement of the management and quality independence v/s organization efficiency.Key documents: execution plan, quality plan, procurement plan, EHS plan.The project Quality Plan – The associated list of project management procedures.Related processes: interfaces management, documentation management, modifications management, risk management.

QUALITY CONTROL DURING EXECUTION 0.5 dExternal and internal quality audits.Surveillance plan: key principles, definition of the surveillance levels and tasks, document control, meetings, management of non-conformances, records management.Surveillance during procurement and construction: organization, methods, tools and resources needed for quality control at supplier’s premises (presentation by a professional external surveillance company).

QUALITY FEEDBACK - CONTINUOUS IMPROVEMENT 0.5 dContinuous improvement of processes.Key performance indicators. Periodical surveillance meetings and actions follow-up.Feedback: gathering, use for improvement, benchmarking.Principle of supplier documents review – Documents approvals and updates.Use of project non-conformances for improvement purposes.Quality records. Project as-built documentation.

RISK MANAGEMENT SYSTEM 1 dDefinition of risk, gravity, probability, criticality.Risk identification methods, qualification, prioritization.Risk Register: organization, owners, meetings and stakeholders.Tools to monitor and update the risk register.Tools to put in place a risk mitigation system.Methods to follow-up progress and results.


3 DAYS




WHO SHOULD ATTEND?Anyone requiring a comprehensive understanding of the various elements necessary for a Downstream Oil & Gas project cost estimate: project engineers and managers, petroleum architects, engineers in charge of modification/extension of existing facilities, R&D engineers, …

WHY THIS PROGRAM?To provide a structured and comprehensive approach towards project cost estimation and control.

OBJECTIVES FOR THE PARTICIPANTS•To know how to technically define a

project for a comprehensive cost estimate.•To understand the project cost

estimates and tools.•To become familiar with the main

Cost Control techniques used throughout Project Execution.

PEDAGOGY•Each type of estimating method will be

illustrated by application exercises.•Netbooks with pre-installed spreadsheets

will be used throughout the case studies to perform the overall project estimates from basic design parameters.


ENGLISH: PGP / EMCOU-EFRENCH: PGP / EMCOU

Estimation and Cost ControlApplication to Oil & Gas Downstream Activities

COURSE CONTENT

INTRODUCTION TO DOWNSTREAM ESTIMATION CONTEXT 0.5 dIntroduction to Refining & Chemicals projects

Definitions.Preliminary study, conceptual study, pre-project.Project types; Scope of requirements (SOR).

Introduction to Development Projects: project phases, organization, contracts.

PROJECT COST EVALUATION 2 dDefinitions: costs, cost dimensions, cost classifications, cost types.CAPEX estimating methods

Definition of cost estimate, and basic steps of estimating, terminology.Type of estimate: classifications, basis of estimate, direct and indirect cost in estimating, estimate structure, recasting.

Software available on the market.Estimating during the project evaluation phases

Order of magnitude estimate (Chilton factors).Factored estimate (Lang factors).

Estimating during the FEED & contracting phases: semi detailed estimate, detailed estimate.From historical data to actual project cost evaluation

Cost escalation, cost indexes, inflation.Location factor.

Additional cost elementsRisks and uncertainties.Allowances and development, contingencies, changes.Expenditure schedule.

COST ESTIMATING CASE STUDIES 1.5 dCost Estimating Templates.Onshore Upstream Project: cost estimate of well clusters, CPF, flowlines, trunk lines and infrastructures using diverse documents (historical data, curves, etc.); integration of all obtained results into a composite overall estimate of the whole project.Refining & Chemicals Projects

Cost estimate of Hydrotreatment grassroots unit, including process unit, infrastructure, storage and shipment facilities, facility siting and temporary elements.Simplified cost estimate of an energy production unit (Cogeneration) including connection to process units.

COST CONTROL 1 dOverall view: definition, concepts and principles.Cost reporting

Cost report, frequency, relative to WBS and to budget.Comprehensive cost reporting versus progress, weighting methods.

Cost control methodsCost control definition, accuracy, frequency, relative to WBS and to budget.Comprehensive cost control methods, control of changes and deviations, forecasting.Recovery plan, control of recasting.Example of cost control data sheets.

Change managementDeviation requests and engineering queries.Change order requests and instructions.

Cost optimizationValue engineering.Cost reduction.




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WHO SHOULD ATTEND?Project Engineers responsible, within a Client or Engineering Contractor organization, to build, optimize and control the schedule of capital projects implemented in Oil & Gas operating facilities.

WHY THIS PROGRAM?Elaboration, optimization and control of the schedule of a project.

OBJECTIVES FOR THE PARTICIPANTS•To know and understand the

schedule elaboration process of a project, depending on the stage.

•To understand advantages and drawbacks of the various schedule computer tools available on the marketplace.

•To be able to create the schedule of a project using one of these tools (Microsoft Project, Primavera).

PEDAGOGY•The course is illustrated by examples

taken from actual Refining/Chemical projects, worked out in small teams.

•Demos and actual exercises are performed by each small team.

•Computer software interfaces are used during most of the course, with the help of professional users.


ENGLISH: PGP / PLAPMD-E

Project Planning and SchedulingOil & Gas Downstream Activities

COURSE CONTENT

PROJECT STAGE-GATE PROCESS 0.5 dFeasibility studies, detailed engineering, procurement, construction and start-up.Engineering contractor involvement depending on project size and contract type.Project planning: execution plan, roles and responsibilities of actors involved.Importance of schedule in various project types, depending on the stage.

BUILDING - OPTIMIZING THE SCHEDULE 0.5 dPlanning of activities, structure (WBS) and definition of terms. Constraints to meet.Preliminary engineering: bar chart. Evaluation of the duration of each activity.Logical links between activities. Critical path. Margins. Critical path method, precedence diagram.Resource management. Optimization of the duration of an activity.

CASE STUDY USING MS PROJECT 1 dPresentation of a fictitious revamping project (which entails a plant shutdown) to be used as case study.Demonstration of software functions. Critical path visualization.Input and coding of activities, tasks and resources. Reporting levels.Physical progress update for reporting purposes.

CASE STUDY USING PRIMAVERA 3 dPresentation of a fictitious downstream project to be used as case study.Demonstration of software functions.Definition of the list of project activities to be carried out according to the project scope of works.Input and coding of activities, tasks and resources necessary to project execution.Sequence of the activities and estimation of their duration. Probabilistic approach in scheduling.Critical path visualization.Various types of progress (physical, cost, hours). Follow-up methods.Relationship between cost progress and schedule.


5 DAYS

In-house course


WHO SHOULD ATTEND?Anyone requiring a comprehensive understanding of large Oil & Gas downstream Project contracts.Project Control Specialists to be trained for handling positions in Project Control entities.Project Managers or Project Engineers willing to get a broad understanding of the increasingly complex Project Contractual challenges.

WHY THIS PROGRAM?To provide participants with a detailed understanding of Project Contract and Procurement issues from the Company but also form the Contractor perspectives.

OBJECTIVES FOR THE PARTICIPANTSTo understand the challenges and methods to be put in place in an increasingly difficult contractual framework.

PEDAGOGYThe course is illustrated by numerous examples taken from actual Refining/Chemical projects.


ENGLISH: PGP / COPR-E

Contracts and ProcurementApplication to Oil & Gas Downstream Activities

COURSE CONTENT

CONTRACTING STRATEGY 0.25 dDifferent types of contracts.Assignment of main equipment.Endorsement of the design dossier.Interfaces between contracts.Contractors.Local content.Interfaces between patrimonial agreements and operation contracts.

EPC CONTRACT CONTENT AND CORE ARTICLES, EXHIBITS 0.5 dAgreement (articles and annexes).Exhibits.Examples of main articles.

CALL FOR TENDER PROCEDURES 0.25 dTendering phase.Prequalification.Instructions to tenderers.Tender schedule.Tender evaluation procedure.Inflation and currency hedging.Final selection and contract award.Single source contract.Contractor bid preparation.

CONTRACT ADMINISTRATION 1 dContract review and operation.Management of change orders and claims.

PROCUREMENT, EXPEDITING, STOCK MANAGEMENT, TRANSPORTATION, CUSTOMS

0.5 d

Procurement strategy.Procurement management process.Long lead items & critical equipment.Procurement management organization; projects in partnership.Company control of procurement; inspections.Procurement systems.Material control - Vendors documents management.Logistics - Incoterms.

LEGAL ISSUES 0.25 dInterfaces between patrimonial agreements and operations contracts.Legal issues and contract negotiation/administration.

INSURANCE ISSUES 0.25 dInsurance basis.Risk management process.Risk assessment and reduction.Claim control for projects.



EN Apr 10 - 12 Rueil 1,700 € RRU [email protected]

EN Oct 16 - 18 Rueil 1,700 € RRU [email protected]

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WHO SHOULD ATTEND?Young field engineers and supervisors from Upstream or Downstream sectors, having the responsibility to manage Construction activities at Site.

WHY THIS PROGRAM?Provide a thorough understanding of the construction activities up to precommissioning, the associated management challenges and control tools.

OBJECTIVES FOR THE PARTICIPANTS•Evaluate and be aware of HSE/

Security risks on construction site.•Enhance knowledge of

construction activities.•Develop Construction management skills.•Monitor and control quality/schedule/

costs during construction activities.

PEDAGOGY•A project case study is used through

the course with exercises proposed to participants for each step of the Construction progress.

•Each step of the course is illustrated by numerous examples taken from actual Oil & Gas construction activities.


ENGLISH: PGP / CONSMAN

Construction Management Training

COURSE CONTENT

Module 1: CONSTRUCTION TECHNIQUES 3 dLifting & handling (special tools and methods), cranes.Work at height.Equipment erection on site. Scaffolding.Civil works, structural steel, equipment layout and foundations.Piping connection (welding and weld controls), and installation (erection, pipe-racks, supports).Electrical and Instrumentation. Basics for installation on site.Installation of power and instrument cables.Painting, insulation works.Precommissioning activities.Specifics of Revamping projects.

Module 2: SITE VISIT IN MARTIGUES (France) 2 d

Module 3: TEAM MANAGEMENT 5 dConstruction planning, field work organization, roles and responsibilities, organization charts.Coordination of site supervisors.Communication: purpose and management of periodic meetings, information tools, team-building.Management of site access cards, night shifts, back-to-back rotation, shift handover reports.Vendors mobilization/demobilization depending on contracts types. Contract reviews.Management of individual performance .Relationship with Contractors and subcontractors: contracts (lump sum, reimbursable, change-orders), conflicting situations.Relationship with Field operations.Reporting: how to prepare synthetic reports.

Module 4: SITE CONTROL SCHEDULE / QUALITY / COSTS 5 dSchedule: main field constraints, optimization of detailed construction schedule, validation with subcontractors.Contractual progress measurement and reporting. Recovery plan in case of delays.Quality control: interfaces between prefabrication and construction/installation activities. Quality control of work on site, Non conformity reports, technical queries, site instructions.Material control: organization of warehouse, storage areas, receipt/control of main equipment and bulk material (quality/quantity).ISO-9001 requirements (non-conformances, deviations to construction standards, As-Built documentation…).Cost control: reporting, challenging of change requests, subcontractor productivity control (when appropriate).Ready for Commissioning (mechanical completion): discipline checklists, categorization and management of punch-list items.Construction all risk insurances (CAR).

Module 5: HSE / SECURITY RISK MANAGEMENT ON THE FIELD 5 dHSE Prevention Plan: definition and evaluation of risk, subcontractor organization and training. Preventive action plan.HSE Incident Management: Root Cause Analysis of incidents, including Consequence Analysis. Immediate actions.Corrective and Preventive actions. Reporting. Communication and crisis management. Experience feedback. Emergency Response Plan.Surveillance: surveillance plan, field HSE audits, Safety tour, behavioral observations, Subcontractor HSE evaluation.Monitoring of SIMOPS activities.Identification and analysis of construction risks: root analysis, electrical risks, wrong gestures and postures, work at height, radio protection, use of gas, lifting and handling, fire, work in confined spaces, defensive driving.Security Management: definition, site management with regards to external events (Robbery, kidnapping, data).Security control and technologies.


20 DAYS


EN May 27 - Jun 21 Rueil 11,020 € RRU [email protected]


WHO SHOULD ATTEND?Graduate engineers and supervisory staff from any process industry who are involved in maintenance.It is also suited to staff responsible for production costs, and consequently for maintenance costs, and involved in equipment availability control.

WHY THIS PROGRAM?To provide some knowledge on the selection and implementation of customized maintenance policy. To supply the attendees with some practical tools to implement reliability engineering processes on their own site.

OBJECTIVES FOR THE PARTICIPANTS•To be familiar with current trends

in maintenance policy (TPM, RCM, ...) and to decide whether they are applicable to a given case.

•To know how to set goals in terms of overall corporate efficiency and not only in terms of maintenance budget.

•To understand reliability analysis and improvement techniques.

•To know the conditions for successful management of unit turnarounds.

•To be able to implement a subcontracting policy.

PEDAGOGYThe course includes numerous workshops and case studies illustrating the techniques studied and the topics discussed. The teaching method is interactive and based on participants’ own experience.


ENGLISH: OMT / GEMA-EFRENCH: OMT / GEMA

Maintenance Management Equipment Availability Control

COURSE CONTENT

MAINTENANCE POLICY AND OBJECTIVES 0.5 dMaintenance policy and plant policy. Financial, technical and workforce organization, goals.Current trends: criticality analysis TPM, RCM... How they fit a given situation.Condition-based, preventive and corrective maintenance methods and their respective importance.Conditions for efficient implementation. Advantages of each method and its limitations.Maintenance work management: criticality of equipment, priorities, spare parts inventory management.

RELIABILITY PROCESS IMPLEMENTATION AND FOLLOW-UP 0.75 dDescriptive statistics: reliability and reliability indicators, equipment performance monitoring in terms of availability and maintainability. MTBF, MTTR, ...Statistical functions and their applications to preventive maintenance, equipment redundancy studies, standby equipment policy.Pareto law, identification of bad actors.

RELIABILITY ANALYSIS AND IMPROVEMENT METHODS 1 dFMECA. Areas of application, basic techniques, probability estimation, common methodological errors.Failure trees. Purpose of the method. Practical calculation methods.Reliability centred maintenance. Use of decision logic. Detection and elimination of hidden failures.

MAINTENANCE COSTS AND FAILURE COSTS 1 dMaintenance cost vs overall failure cost. Cost factors. Overall effectiveness index, efficiency concept, adaptation to the petroleum and petrochemical industries. Practical simplified calculation. Performance monitoring.Life cycle cost. Definition and application to the choice of investments. Possible use in estimation of optimum life duration.Spare part management. Cost of inventory. Unsuitability of some conventional calculations. Potential solutions. Decision-making methods.

CONTRACTING 0.5 dPurpose, conditions for efficiency. Why outsourcing, how to maintain, how to keep control.Different types of contract. Which type to use.Quality management and safety. Contractor selection, audits, partnerships. Recent experience.Responsibilities and regulatory aspects.Impact of subcontracting for in-house personnel.

SHUTDOWN MANAGEMENT 0.5 dDetailed preparation. Permanent cost control. Planning. Identification of critical operations.Work management. Site organization. Safety goals.Commissioning and preliminary start-up. Quality management and safety. Procedures.Reports and updates.

IMPROVEMENT PLANS 0.75 dFrom failure management to equipment management.Lowering the tolerance threshold for minor defects. Operators involvement.Maintenance programs per equipment item and per equipment type.Management of change.Rationalizing inspection and spacing out turnarounds.Progress plans, key performance indicators. Maintenance audits. Self-rating.

COURSE COORDINATOR(S)Olivier Silaire


EN Jun 03 - 07 Rueil 2,350 € RRU [email protected]

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WHO SHOULD ATTEND?Graduate engineers and staff already involved in maintenance, purchasing, project organization, operation and anyone requiring a sound overview of various aspects of turnaround management in refinery or petrochemical plants.

WHY THIS PROGRAM?To provide a better understanding of turnaround management, its objectives, roles and techniques. It emphasizes the success factors when implementing a turnaround.

OBJECTIVES FOR THE PARTICIPANTS•To know proved practices applicable

to most turnarounds and have a good understanding of relationship between various steps of turnaround preparation and execution.

•To be aware of typical errors and pitfalls in a turnaround context.

•To know the conditions for successful turnaround management and can determine the best practices to deal with their own turnaround, in order to optimize frequency, cost, duration and safety.

PEDAGOGY•Numerous applications and cases studies

are used during the training course.•The teaching method is mainly

interactive and takes advantage of participants’ own experience.


ENGLISH: OMT / TURNMAN

Turnaround Management: Keys for Success

COURSE CONTENT

TURNAROUND: WHAT IS AT STAKE? 0.25 dWhat is a turnaround?Justification of turnaround: regulations, maintenance, projects, units yields and availability.Stress on turnaround frequency, duration, cost and safety concerns: economical incentives, unit reliability.Typical data on turnaround.

LONG TERM PREPARATION 0.25 dWorkload evaluation: maintenance, projects, others.How to gather data; different steps and techniques.Turnaround objectives definition.Budget evaluation.Organization plan: planning resources, specific role of inspection, single manager.

CONTRACTING 0.75 dContracting plan preparation: clear understanding of the pros and cons of different contracts in turnaround context: lump sum, reimbursable, unit rates.Purchasing plan.Contracting procedure: job definition, conditions of execution, commercial data and price basis.Contractor selection: typical turnaround criteria; use of selection tools.

DETAILED PREPARATION 0.75 dCritical operation identification and preparation.Permanent estimate and cost control activity.Permanent planning activity: tools, risks, contingencies.Purchasing and expediting; quality control.Safety plan integration.Logistics.Internal and external review.Team building techniques.

UNIT SHUTDOWN PREPARATION 0.25 dHigh risk period.Integrated planning.

SUPERVISION OF TURNAROUND ACTIVITIES 0.25 dSafety, planning, cost and quality control.Management of changes and contingencies.Information system: efficient meetings, need for reactive behavior at all stages.

MECHANICAL COMPLETION, PRE START UP AND START UP ACTIVITIES 0.25 dAcceptance, turnover, commissioning.Post start up activities.

DEBRIEFING - FILES AND DOCUMENTATION 0.25 dImportance of debriefing: preparation of next turnaround.

COURSE COORDINATOR(S)Thierry Nuris

3 DAYS

In-house course


WHO SHOULD ATTEND?Maintenance scheduler and planner, supervisor, operational foremen, and contractor staff involved in the detailed preparation of turnarounds in refinery or petrochemical plants.

WHY THIS PROGRAM?To provide a methodology enabling safety, quality, deadline and cost objectives to be met during a plant turnaround.

OBJECTIVES FOR THE PARTICIPANTS•To understand the necessity for a

strict works schedule and logical organization of the different departments linked to the unit shutdown.

•To be able to construct and follow a shutdown schedule.

PEDAGOGY•Numerous applications and cases studies

are used during the training course.•The teaching method is mainly

interactive and takes advantage of participants’ own experience.


ENGLISH: OMT / TURNPLA

Turnaround Planning

COURSE CONTENT

TURNAROUND: REQUIREMENTS AND REASONS 0.25 dReasons: statutory inspection requirement, process improvement, scheduled overhauls.Requirements: duration, safety results, start date, budget, suitable organization.

TURNAROUND TEAM ORGANIZATION AND JOB DESCRIPTION 0.5 dTeam building, work flow.Organization chart.Subcontracting level, division of work.Different roles: pilot, major contractor, ...

DETAILED PREPARATION 2 dScope of work: turnaround work list review.Task analysis: work order description and duration, resources, tools required, technical and safety constraints management.Practical exercise: devise an inspection check-list for a vessel.“Turnaround execution manual”: role and contents.Planning: Arrow diagram, Bar chart (Gantt), critical path, margin, resource management.Practical exercise: establish the work coordination schedule.Skill selection and rules of contracting out to companies: approval, integration of quality and safety requirements intenders.Spare parts and materials.Budget estimation.

LOGISTICS PREPARATION 0.5 dDrawing an organization chart.Kick-off meeting.Safety health and environmental program, work permits.

FOLLOW-UP AND STATEMENT 0.75 dWork follow up, checking.Cost control, change order management, financial and technical balance.Progress report.Follow-up on technical equipment sheet upgrading.Contractor’s and subcontractor’s assessment.Final closeout report.

COURSE COORDINATOR(S)Thierry Nuris

In-house course

4 DAYS


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WHO SHOULD ATTEND?Supervisors, engineers and technicians of refining, petrochemical and engineering companies (production, process, maintenance and projects) as well as operating staff responsible for commissioning, start-up, acceptance and operation of new process facilities or revamp projects in existing process units.

WHY THIS PROGRAM?To provide the trainees with the knowledge necessary to understand the methodology of start-up operations.

OBJECTIVES FOR THE PARTICIPANTS•To know how to plan and

organize the start-up and acceptance of process units.

•To be acquainted with the specific constraints of these activities.

•To anticipate the problems related to the financial, technical operational and organizational aspects.

•To be capable of avoiding the most frequent errors and reducing their impacts.

•To understand the specific objectives of the involved parties (contractor, owner’s project team and operating group) and know how to improve communication.

PEDAGOGYThe teaching makes use of participant’s experiences and is illustrated by start-ups and incident analysis from real situations that are chosen based on the background of trainees, audiovisual equipment and the demonstration material available.


ENGLISH: SEC / OPDEM-EFRENCH: SEC / OPDEM

Commissioning and Start-Up of Process Units

COURSE CONTENT

DEFINITION OF COMMISSIONING STAGES - PLANNING 0.5 dCommissioning stages: mechanical acceptance, end of construction, precommissioning, mechanical completion certificate.Commissioning and preparation for start-up, performance test runs, provisional acceptance, mechanical assurances.Final acceptance. Transfer of ownership and responsibility.Division of installations into systems and sub-systems.Reference documents: equipment specifications, PIDs, technology transfer manual, control loops, diagrams, …Commissioning and start-up schedule.Owner’s and contractor’s responsibilities: scope of the operations group’s intervention.Process licensors and specialist vendors: training services and start-up assistance.

MANAGEMENT OF START-UP RISKS 0.5 dRisks related to start-up of utilities networks: nitrogen, steam, water, air, fuel gas, solvents.Risks related to the introduction of hydrocarbons: explosive atmospheres, ignition sources, prevention and precautions, intoxication.Fluid behavior and related hazards: pressure, temperature. Consequences of heating and cooling: thermal expansion, vaporization, vacuum induced collapse, water hammer.Risk evolution between construction and start-up.Management of change: procedure and requirement.Practical case studies on a typical process unit.

END OF CONSTRUCTION - PRECOMMISSIONING 1 dPrecommissioning activities: hydraulic tests and line cleaning.Operation group’s participation in mechanical acceptance, punch list classification, follow-up and close out.Practical checks on construction standards: static equipment, instrumentation, utilities systems.Standard precommissioning checks for rotating equipment.Mechanical acceptance certificate.Practical exercise: verification of static equipment installed on-site - Case study on a typical process unit.

COMMISSIONING 1 dCommissioning activities. Cleaning: chemical cleaning, flushing and blowing.Equipment drying.Practical exercise: steam flushing.Preparation for the start-up of rotating equipment.Case study on a typical process unit.

START-UP AND ACCEPTANCE 1 dPre-operation safety review - Start-up permit: checks required before the introduction of feedstock.Start-up and air removal: tightness, air removal and introduction of feed.Transition towards industrial production: start-up and performance tests, provisional acceptance certificate, mechanical warranty period, final acceptance certificate.Case study on a typical process unit.Practical exercise: groupwork to establish acceptance checklists or commissioning and start-up procedures on known equipment (steam line, furnace).

COURSE COORDINATOR(S)Alain Giliberti

4 DAYS

In-house course