Managing Engineering, Procurement, Construction, and Commissioning Projects E-Book

Avinashkumar V. Karre

• Herausgeber: Wiley-VCH GmbH
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 245

Veröffentlichungsjahr: 2022

Beschreibung

Managing Engineering, Procurement, Construction, and Commissioning Projects

An invaluable real-world guide to managing large-scale and complex Engineering, Procurement, Construction and Commissioning (EPCC) projects

Engineering, Procurement, Construction and Commissioning (EPCC) infrastructure projects require engineers from several disciplines to adhere to strict budgetary, scheduling, and performance parameters. Chemical engineers involved in EPCC projects are involved primarily in ensuring that the process plant is designed correctly and safely—interacting with the client, contributing to feasibility studies, selecting specific technologies, developing process flow diagrams, and other key tasks.

Managing Engineering, Procurement, Construction, and Commissioning Projects: A Chemical Engineer’s Guide clearly defines the role of a chemical engineer in the EPCC industry and provides detailed and systematic coverage of each phase of an EPCC project. Drawing from their extensive experience in process design, optimization, and analysis, the author identifies and discuss each key task and consideration from a chemical engineer’s perspective. Topics include scope and process planning, construction support, operator training, safety and viability evaluation, and detail engineering.

• Provides a structured overview of the various challenges chemical engineers face in each project phase
• Introduces the essential aspects of the Engineering, Procurement, Construction and Commissioning industry
• Describes the roles of chemical process engineers in each phase of EPCC projects and in different EPCC industry positions
• Discusses the interaction of process engineers with other disciplines and clients

Managing Engineering, Procurement, Construction, and Commissioning Projects: A Chemical Engineer’s Guide is a must-have resource for chemists in industry, process engineers, chemical Engineers, engineering consultants, and project managers and planners working on EPCC projects across the chemical Industry.

Leseprobe

Table of Contents

Cover

Title Page

Copyright

Preface

Part I: Introduction to EPCC Industry

1 Introduction

1.1 What Is EPCC Industry

1.2 Types of Projects

1.3 Function of Different Disciplines

1.4 Different Phases of the Project

1.5 Importance of Chemical Process Engineers

1.6 Interaction with Operating Industry or Customers

1.7 Interaction with Vendors

1.8 Workshare with Multiple Offices

Part II: Roles of Chemical Engineers in Different Phases of the Project

2 Phase 1 (Scope Planning)

2.1 Perform Feasibility Studies

2.2 Interaction with Customer, Recommendations, and Meetings

2.3 Preparation of Preliminary Scope Reports

2.4 Technology Selection

3 Phase 2 (Scope Definition)

3.1 Develop a Block‐Flow Diagram

3.2 Develop a Process‐Flow Diagram

3.3 Prepare IFE Quality P&IDs

3.4 Identify Major Pieces of Equipment, Instruments, and Electrical

3.5 Estimate Preliminary Sizing of Major Equipment and Instruments

3.6 Metallurgy Selection of Major Equipment

3.7 Complete Simulations for Different Cases and Prepare IFE Quality HMB

3.8 Complete Studies

3.9 Preliminary Estimate of Utility Summary

3.10 Participation in LOPA

3.11 Prepare IFE Quality Design Basis

4 Phase 3 (Scope Development)

4.1 Perform Detailed Hydraulics

4.2 Detail Design of Other Equipment

4.3 Input to Line List and the Process

4.4 Create Change Orders and Report Any Changes to Project

4.5 Process Data for Inline Instruments

4.6 Prepare Preliminary Safety Valve Evaluations

4.7 Prepare and Issue Equipment Datasheets

4.8 Communication with Other Disciplines, Projects, and the Customer

4.9 Participate in HAZOP

4.10 Follow Up and Implementation of HAZOP Items

4.11 Issue and Prepare IFR/IFH/IFA/IFD Quality P&IDs/PFDs/MSDs (Including Tie‐in/Demo P&IDs)

4.12 Complete and Lead Line‐by‐Line Reviews of P&IDs

4.13 Prepare IFD Quality Design Basis

4.14 Issue IFD HMBs

4.15 Utility Summary IFD

4.16 Prepare DPDT Diagrams

4.17 Prepare Material Selection Diagram

4.18 Drafting of the Drawings and Backchecking

4.19 Input to 30% Model Reviews and Plot Plan Development

4.20 Input to Cost Estimate

4.21 Budget Estimate, Schedule, and Staffing Plan

4.22 Lead Workshare Meetings

4.23 Input to Internal Meetings with Project and Discipline Teams

4.24 Plant Visits

4.25 Input to Preparation of Demolition and Tie‐in P&IDs

4.26 Preparation of Pipe Service Index

4.27 Process Audit

5 Phase 4 (Detailed Design)

5.1 Participate in the Final HAZOP

5.2 HAZOP Action Item Closeout and Hold Items

5.3 Project Support as Needed

5.4 Provide Offline Instrument Data

5.5 Squad Check of Process and Vendor Data

5.6 Finalize Safety Valves Design and Issue IFD Datasheets

5.7 Closeout of Documents

5.8 Input to 60% and 90% Model Reviews

5.9 Lead Workshare Meeting

5.10 IFC and IFC–R P&IDs

5.11 Line List Updates and Input to New Lines

5.12 Leading MOC Meetings

5.13 Cause‐and‐Effect Table

5.14 Input to SP Items and Tie‐in Forms

6 Phase 5 (Construction and Support)

6.1 Preparation of Procedures and Manuals

6.2 Tie‐in Execution

6.3 Provide Answers to the Construction Team

6.4 Updating P&IDs as Needed

7 Phase 6 (Commissioning and Startup)

7.1 Perform General Process Activities

7.2 Prepare and Complete Pre‐startup and Safety Checklists

7.3 Check Performance Test of All the Equipment

7.4 Participate in Control System Loop Testing

7.5 Leak Testing

7.6 Drying‐Out and Oxygen Freeing

7.7 Startup Assistance

Part III: The Process Engineer

8 Role by Process Engineer's Position

8.1 Entry‐Level Process Engineer – 0 Years Experience

8.2 Junior Process Engineer – 1–2 Years Experience

8.3 Mid‐Level Process Engineer – 3–6 Years Experience

8.4 Lead Process Engineers – 7–10 Years Experience

8.5 Senior Process Engineers – 10–15 Years Experience

8.6 Process Managers – 15+ Years Experience

8.7 Competency Guide for Process Engineers

9 Interaction of Process Engineers with Others

9.1 Project Tree

9.2 Customer

9.3 Mechanical Engineer

9.4 Projects

9.5 Piping Design

9.6 Piping Engineering

9.7 Control System Engineer

9.8 Electrical Engineer

9.9 Civil Engineer

9.10 Construction Team

9.11 Cost Estimating

9.12 Project Controls

9.13 Licensor

9.14 Other EPCC Engineer

9.15 CAD and Drafting Coordinator

9.16 Document Control

Questions

Answers

Acronyms

Appendix

Appendix A: Project Conceptual Diagram

A.1 Explanation of Figure A.1

A.2 Explanation of Figure A.2

A.3 Explanation of Figure A.3

A.4 Explanation of Figure A.4

A.5 Explanation of Figure A.5

A.6 Explanation of Figure A.6

A.7 Explanation of Figure A.7

Appendix B: Project Schedule Diagrams

B.1 Explanation of Figure B.1

Appendix C: Project 3D Model and Plot Diagrams

C.1 Explanation of Figure C.1

C.2 Explanation of Figure C.2

C.3 Explanation of Figure C.3

C.4 Explanation of Figure C.4

C.5 Explanation of Figure C.5

Appendix D: Process Engineering Diagrams

D.1 Explanation of Figure D.1

D.2 Explanation of Figure D.2

D.3 Explanation of Figure D.3

References

Index

End User License Agreement

List of Tables

Chapter 1

Table 1.1 Definition of type of project based on cost involved.

Table 1.2 Primary responsibilities of a process engineer in all phases of th...

Table 1.3 Classification of vendors (vendor is categorized based on material...

Table 1.4 Comparison of cost of living in India vs. United States [1].

Chapter 2

Table 2.1 Signatures required for the process engineering study report.

Table 2.2 A tracking spreadsheet for process engineering studies.

Chapter 3

Table 3.1 Number of PFDs based on complexity of a unit or a project.

Table 3.2 Pump summary table.

Table 3.3 Equipment list given to the project and mechanical engineering.

Table 3.4 Example of a HMB table.

Table 3.5 Example of utility summary table.

Table 3.6 Example of a value plus suggestion.

Chapter 4

Table 4.1 Examples of design safety margin for pumps.

Table 4.2 Battery limit table.

Table 4.3 Different design criteria for sizing lines.

Table 4.4 Examples of fouling factors used in designing heat exchangers.

Table 4.5 Thumb rules used for choosing the side of a shell and tube heat ex...

Table 4.6 Line list process responsibility and description.

Table 4.7 Piping design responsibility columns of the line list.

Table 4.8 Process engineer responsibility columns of the line list.

Table 4.9 Piping engineering responsibility columns of the line list.

Table 4.10 Template and example of a change order form.

Table 4.11 Template for flow meter instrument data.

Table 4.12 Template for ON–OFF valve instrument data.

Table 4.13 Template for control valves and pressure regulators instrument da...

Table 4.14 Guidelines for choosing controlling cases of relief valve conting...

Table 4.15 Examples of relief valve inlet and outlet pipe sizes based on PSV...

Table 4.16 Tracking parameters for relief valve contingencies.

Table 4.17 Revision cycles for mechanical equipment datasheets.

Table 4.18 Severity and likelihood of a process upset.

Table 4.19 Phase 3 revision cycles for P&IDs/PFDs/MSDs (including tie‐in/dem...

Table 4.20 Segregation of the process systems by P&ID number and by service....

Table 4.21 Check record box sample for a document.

Table 4.22 Check record box sample for a drawing.

Table 4.23 Distribution matrix (note only two functions are shown. There sho...

Table 4.24 Budget preparation overall summary.

Table 4.25 Budget preparation scope summary.

Table 4.26 Budget preparation – estimating manhours for PFDs/MSDs (detailed ...

Table 4.27 Budget preparation – estimating manhours for P&IDs...

Table 4.28 Budget preparation – estimating manhours for Equipment (detailed ...

Table 4.29 An example of weekly lookahead of a schedule.

Table 4.30 Plan of hours spent by engineers in different months.

Table 4.31 Example of a project status tracking.

Table 4.32 Different meetings where process engineer participates.

Table 4.33 Development and steps involved in a pipe service document.

Table 4.34 Example of a pipe service document.

Chapter 5

Table 5.1 Template for

level indicator

and

level transmitter

(

LI

/

LT

) instrum...

Table 5.2 Template for pH analyzer instrument data.

Table 5.3 Template for

pressure gauge

and

pressure transmitter

(

PG

/

PT

) instr...

Table 5.4 Template for sight‐glass instrument data.

Table 5.5 Template for temperature indicator and gauge (TI/TG) instrument da...

Table 5.6 Document closeout revisions and issue titles.

Table 5.7 Example of a MOC log and associated MOC item.

Table 5.8 Example of cause‐and‐effect table.

Table 5.9 Example of a SP item list

Table 5.10 Tie‐in approval form.

Chapter 7

Table 7.1 Examples of blinds and their uses.

Table 7.2 Pre‐startup and safety checklist.

Chapter 8

Table 8.1 Competency guide table for process engineers at different levels....

Chapter 9

Table 9.1 Interaction of a process engineer with a customer.

Table 9.2 Interaction of a process engineer with a mechanical engineer.

Table 9.3 Interaction of a process engineer with project management.

Table 9.4 Interaction of a process engineer with piping design

Table 9.5 Interaction of a process engineer with piping engineering.

Table 9.6 Interaction of a process engineer with control system engineer.

Table 9.7 Interaction of a process engineer with electrical engineer.

Table 9.8 Interaction of a process engineer with civil engineer.

Table 9.9 Interaction of a process engineer with the construction team.

Table 9.10 Interaction of a process engineer with cost estimating.

Table 9.11 Interaction of a process engineer with project controls.

Table 9.12 Interaction of a process engineer with a licensor.

Table 9.13 Interaction of a process engineer with another EPCC engineer.

Table 9.14 Interaction of a process engineer with CAD and drafting coordinat...

Table 9.15 Interaction of a process engineer with document control.

List of Illustrations

Chapter 1

Figure 1.1 A diagram showing interaction of process engineers with other dis...

Figure 1.2 Example of an interaction of a vendor with the EPCC team.

Figure 1.3 Importance of workshare, manpower loading, labor shortage, and lo...

Figure 1.4 Flowchart of process engineering activities between home and work...

Chapter 2

Figure 2.1 Flowchart for the process engineering studies in the scope planni...

Figure 2.2 Flowchart of the technology selection process.

Chapter 3

Figure 3.1 Example of BFD – crude and vacuum distillation units.

Figure 3.2 Example of UBFD – utilities to Unit 1.

Figure 3.3 Example of a PFD showing equipment at top and bottom.

Figure 3.4 Example of a PFD.

Figure 3.5 New scope shown on a PFD using a cloud.

Figure 3.6 Example of title block on a PFD.

Figure 3.7 (a) Process P&ID (b) Utility distribution P&ID.

Figure 3.8 Example of P&ID showing details of instrumentations.

Figure 3.9 Example of a process engineering simulation.

Figure 3.10 Example of LOPA table.

Chapter 4

Figure 4.1 Line list input and output tree.

UFD

,

utility flow diagram

.

Figure 4.2 Flow chart showing communication between different disciplines.

Figure 4.3 Workflow process of checking inline instrument data.

Figure 4.4 Workflow process of developing mechanical datasheets.

Figure 4.5 Example of (a) demolition (demo) and (b) tie‐in P&ID drawings.

Figure 4.6 An example of a DPDT diagram.

Figure 4.7 An example of a material section diagram (

CS

:

Carbon steel

metall...

Figure 4.8 Drafting work process used in scope development phase.

Figure 4.9 Different steps involving multiple tie‐in and demolition drawings...

Chapter 5

Figure 5.1 Vendor data review cycle and process engineering efforts for offl...

Figure 5.2 PSV checking and vendor data review cycle.

Figure 5.3 Discipline deliverable diagram based on a 3D model review.

Figure 5.4 Discipline work status diagram for the line list document.

Figure 5.5 MOC approval cycle for a P&ID in detailed design.

Chapter 6

Figure 6.1 A diagram of commissioning steps, procedure development, and trai...

Chapter 7

Figure 7.1 Sketch for testing a PSV.

Figure 7.2 Example of loop highlighting needed for a leak testing.

Chapter 9

Figure 9.1 Project tree diagram.

Appendix A

Figure A.1 Project budget vs. project timeline graph.

Figure A.2 Project budget vs. project timeline graph.

Figure A.3 Flow of documents and drawings in an

engineering procurement and

...

Figure A.4 Flow of information available to process engineer vs. different p...

Figure A.5 Project estimate uncertainty vs. different phases of the project....

Figure A.6 Project risk level vs. different phases of the project.

Figure A.7 Ability to change cost and cost of design vs different phases of ...

Appendix B

Figure B.1 Project schedule template (https://www.findwordtemplates.com/proj...

Appendix C

Figure C.1 Plot plan layout of a unit.

Figure C.2 Plot plan of an entire plant.

Figure C.3 Example of a 3D modeling.

Figure C.4 Top view of an equipment arrangement drawing (https://www.wermac....

Figure C.5 Side view of an equipment arrangement drawing (https://www.wermac...

Appendix D

Figure D.1 Example of a P&ID.

Figure D.2 Example of PFD and H&MB. W.H.B., waste heat boiler (https://proce...

Figure D.3 Importance of P&IDs.

Guide

Acronyms

Cover Page

Table of Contents

Title Page

Copyright

Preface

Begin Reading

Questions

Answers

Appendix

Appendix A Project Conceptual Diagram

Appendix B Project Schedule Diagrams

Appendix C Project 3D Model and Plot Diagrams

Appendix D Process Engineering Diagrams

References

Index

End User License Agreement

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Managing Engineering, Procurement, Construction, and Commissioning Projects

A Chemical Engineer's Guide

Avinashkumar V. Karre

Author

Avinashkumar V. Karre

Worley Group Inc.

4949 Esssen Lane

70809 Baton Rouge LA

United States

Cover Image: © nostal6ie/Shutterstock

Contents in this book are solely based on the author's extensive work experience and knowledge. If part of the book or some contents match with the external source, it would be considered merely a coincidence.

All books published by WILEY‐VCH are carefully produced. Nevertheless, authors, editors, and publisher do not warrant the information contained in these books, including this book, to be free of errors. Readers are advised to keep in mind that statements, data, illustrations, procedural details or other items may inadvertently be inaccurate.

Library of Congress Card No.: applied for

British Library Cataloguing‐in‐Publication Data

A catalogue record for this book is available from the British Library.

Bibliographic information published by the Deutsche Nationalbibliothek

The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data are available on the Internet at <http://dnb.d-nb.de>.

© 2023 WILEY‐VCH GmbH, Boschstr. 12, 69469 Weinheim, Germany

All rights reserved (including those of translation into other languages). No part of this book may be reproduced in any form – by photoprinting, microfilm, or any other means – nor transmitted or translated into a machine language without written permission from the publishers. Registered names, trademarks, etc. used in this book, even when not specifically marked as such, are not to be considered unprotected by law.

Print ISBN: 978‐3‐527‐34836‐7

ePDF ISBN: 978‐3‐527‐82974‐3

ePub ISBN: 978‐3‐527‐82973‐6

oBook ISBN: 978‐3‐527‐82972‐9

Preface

This book is written keeping in mind expansion or grassroot projects in industries, such as oil and gas, refinery, chemical plant, and water treatment units. But the principles of process engineering can be applied to any project, e.g. construction of a road or mining of metals. The objective of this book is to explain responsibilities of a chemical process engineer without getting into many details of chemical engineering equipment design or technical equations.

The reader can benefit in the following ways:

If an engineer is new to

Engineering, Procurement, Construction, and Commissioning

(

EPCC

) industry, he/she can contribute to the project without needing much supervision. This improves project efficiency and greater understanding among engineers and disciplines.

Other disciplines, such as civil engineering and mechanical engineering, can better understand the functions performed by a chemical process engineer. They can coordinate in a better way for the success of the project. A successful project is one that can be finished under budget or on budget, with no incidents, and under specified project timelines.

This book can be a guideline for new college graduates who are willing or curious to enter an EPCC industry. This should also help new graduates to prepare for interviews. As there are several EPCC industries worldwide, the book can be helpful to many engineers.

The book should also benefit personnel from an operating company who are involved in a project. The customer can understand the routine practices of EPCC industry and the roles of chemical process engineers. This helps improve coordination and communications.

May 2019

Avinashkumar V. Karre              

Worley Group Inc, Baton Rouge

LA 70809, United States             

Part IIntroduction to EPCC Industry

1Introduction

1.1 What Is EPCC Industry

Engineering, procurement, construction, and commissioning (EPCC) industry is very challenging due to a tight schedule and specific budget defined by the operating companies or by the customers. The terminology “EPCC” is further classified into four parts as mentioned below:

Engineering

Procurement

Construction

Commissioning

Typically, engineering of a processing unit is done by a process engineering company, such as Worley Group. Sometimes, the engineering is done by the operating companies if the project is small and if they have necessary expertise. Engineers working with the engineering companies have the necessary skillsets and technical capabilities to execute small (e.g. US$ 10 million) as well as larger projects (e.g. greater than US$ 500 million). It is the responsibility of the EPCC industry to make sure they have brilliant and capable engineers working for them. There are several engineering companies located all over the world. Some of the engineering companies could have specific expertise in a particular area, e.g. offshore field, and some may have expertise and capabilities in doing projects in all the sectors. To have a successful project, it is critical to have knowledgeable and experienced process engineers who can design a plant. Apart from the process engineers, different disciplines involved are piping engineers, mechanical engineers, piping designers, civil engineers, electrical engineers, control‐system engineers, and project management.

Once the engineering is completed, primary components of an engineering processing plant, such as equipment, instrument, and piping, are purchased by the procurement or the buyer team. The different disciplines have a specific task of putting together different bid tabs for each component of the manufacturing unit. Bid tab is a comparative document of different vendors' designs or a bid for a component. For example, mechanical engineer puts together a pump equipment bid tab or a comparative table showing details, such as flow, pressure, head, and cost for different vendors. The vendor selection next goes to the procurement department where procurement details, such as timeline, specification, and nondisclosure agreement (NDA), are added and the final purchase order is issued to the selected vendor. Process engineers provide comments to the bid tabs and their role is critical in the selection of the final vendor. The customer or the operating companies have a say in the final selection of the vendor. The procurement team is tasked to keep track of several items on the project, and they use industry software (e.g. system application and products [SAPs]) for tracking and checking status. Process engineers and all other disciplines are kept in the loop in the procurement cycle, and often process engineers help vendors with the technical questions and clarifications. All the communications for a piece of equipment in the procurement cycle are saved and typically handed over to the project customers at the end of the project for information.

Construction team starts the required planning at the beginning of the detailed design engineering. Construction team has knowledge and expertise in transporting large pieces of equipment, e.g. distillation towers. Other construction expertise required are planning and creating a hold‐up zone until the structure is built, cranes and their sizes required, etc. Once the equipment or piece of the equipment or piping is delivered to the construction site, the construction team moves that piece to the allocated location to avoid traffic in the hold‐up or laydown area. Construction team may have to get the structures and roads built prior to the installation of equipment, piping, instruments, etc. During a peak construction duration, the project construction team is very busy installing everything at the preplanned location. There are engineering challenges involved, and process engineers are consulted with questions. For example, designed nozzle size on equipment was 8‐in. standard (STD) weight, but the fabricated equipment nozzle was 8‐in. extra strong (XS) weight. The process engineer in this case performs quick hydraulics to make sure the change is acceptable.

During installation of all the construction components, such as equipment, piping, and instrument, a team of engineers and operators are involved in the final step of commissioning. Commissioning is basically making sure the plant or processing unit is ready to take a fresh feed. Key things in the commissioning step are hydrotesting, testing flange or pipes, checking internals of equipment, checking functionality of all instruments, and checking performance of all safety gears works. Process engineers from the EPCC industry are involved in the commissioning step as they know the operation and design aspects of equipment, and they could be a valuable resource during this step. The process engineers are sometimes asked to stay at the plant site to provide round‐the‐clock support to eliminate any engineering hurdles.

1.2 Types of Projects

Once the customer determines to do a project or installation of a processing unit, the customer chooses one or multiple EPCC companies to complete the project. If the project is small to large size, the engineering contract is given to a single EPCC company to keep the cost low and to gain fast pace to the project. Once the contract is received by the EPCC, the project is classified into several categories as mentioned below, and further planning and manpower loading is estimated by the EPCC. Multiple EPCC companies could be required for grassroot projects where the capabilities and size of a single EPCC may not be sufficient. This is done to meet the desired project timeline within the planned budget. The type of project is determined by following categories:

Cost of a project

Purpose of a project

Engineering needs

Licensor's involvement

Profit based

Schedule based

1.2.1 Cost of a Project

Total installed cost (TIC) determines the size of a project. TIC includes the cost of all the machinery parts of the processing unit, engineering and labor, government taxes, manufacturing steps, and transportation. Note that each operating company or EPCC company may have its own definition of the type of project based on the cost. Below is a crude definition of the type of projects based on the cost involved:

Engineering team in Table 1.1 refers to a team of piping engineers, mechanical engineers, piping designers, civil engineers, electrical engineers, control‐system engineers, and project management. Small capital (also known as small cap) project needs one process engineer either part‐time or full‐time depending on the stage of the project. More details on stages of the project are explained in Part B of this book. Process engineers are mostly involved in the initial stages of the project. In the EPPC industry, it is also possible that a collection of several small‐cap or ultra‐small projects are engineered by one or two process engineers. It is also possible that a single process engineer from the operating company or the customer supervises a small‐cap project, totally avoiding the need for an EPCC industry.

Midsized project is often executed by an EPCC company due to unit‐level complexity involved and needs 3–6 process engineers full‐time. Since it involves installation of a new unit or revamping of an existing unit, the lead process engineer supervises all the process engineering activities and other process engineers support the design. The lead process engineer is required to communicate with all the disciplines and customers for a smooth transfer of engineering information.

Large‐sized project is done by a single EPCC company due to multi‐unit level complexity involved and needs 8–10 process engineers full‐time. Since multiple units or areas are involved, several leads are assigned to different areas, and some process engineers support each area's lead process engineers. Examples of such areas include reaction, storage, tank farm, separation, and utilities. Each area lead process engineer is required to communicate with all the disciplines, customers, and interconnecting areas to make sure smooth transfer of engineering information is completed. For example, the utility area lead process engineer is required to communicate with all the areas as each area needs some utility in its processes. Examples of some of the utilities are cooling water and instrument air. The tank farm area lead process engineer is required to communicate with the main process area team where the raw material and products are designed.

Table 1.1 Definition of type of project based on cost involved.

Project types

Cost involved

Example of a project

Engineering team size (No. of engineers)

No. of process engineers

Ultra small

Less than US$ 5 million

Installation of small section of a pipeline

1–5

0.5–1

Small capital

US$ 5–US$ 50 million

Installation of a vessel and a pump

6–20

1–2

Midsized

US$ 51–US$ 300 million

Installation of a new unit or multiple small or simple units

21–80

3–6

Large

US$ 301–US$ 600 million

Installation of multiple complex units

81–200

8–10

Grassroot

US$ 601 million and more

Installation of multiple and complex plants

201+

11–25

Mega

More than US$ 2 billion

Installation of a new refinery

500+

26–50

Grassroot projects are larger in size and might not be handled by the customers or a single EPCC. Multiple EPCC companies are involved, and the project is strategically divided into sections. For example, a large tank farm area is handled by an independent EPCC who has expertise in the tank design, the 2nd EPCC is handling the main reaction, purification, and separation of the processing plant, and the 3rd EPCC industry could be handling design of utility services (utilities such as cooling towers and boilers). A unit lead process engineer supervises all the engineering activities for a unit and there are multiple unit lead process engineers. Each unit lead process engineer is required to communicate with all the disciplines, customers, all the EPCCs involved, and interconnecting areas to make sure smooth transfer of engineering information.

Megaprojects are much larger in size compared to grassroot projects. They are often rare and involve installation of a brand new plant, e.g. a refinery complex. Multiple EPCC companies are involved, similar to grassroot projects, the megaprojects are also divided strategically into sections. Preplanning, communication, coordination, and consistency among all the EPCCs are key parameters for the successful completion of megaprojects.

1.2.2 Purpose of a Project

Each project is unique and can be initiated by the customer due to a revamp potential, a grassroot opportunity, a capacity expansion feasibility of a unit, age or corrosion of a processing plant, safety upgrades, and environmental emissions factors.