A budgetary document for estimating expenses that is provided to partners for approval prior to commencement of construction or design.

A guidance document that outlines how the project will be undertaken. The CEP typically includes: Contract Strategy, Project Controls, Project Wide Integration Plan, Change Management, Risk Management, Reporting, Human Resource Plan, Communication Plan, Environmental, Health & Safety Plan, QA/QC Plan, On Site and Offsite Items, Equipment, and Materials.

A portion (square) of the plot plan that has been defined by construction as being a logical area of work. The CWA includes all of the disciplines.

An executable construction deliverable that defines in detail a specific scope of work and should include a budget and schedule that can be compared with actual performance.  The scope of work is such that it does not overlap another CWP. The CWP can be used as a scoping document for Requests for Proposal and Contracts.

A “Controlled Document” produced during the front-end engineering study phase that defines the basic design parameters for the intended project.  Generation, review, and approval of the DBM are prerequisites to AFE approval and release for development of the Engineering Design Specification (EDS).

The phase of engineering following EDS, after approval has been given for the project.  The DEP provides the specifications and construction drawings that detail all engineering aspects for the construction of a project.

The product of front-end engineering development (basic engineering) that defines all elements of project scope and is the Control Document for commencement of detail engineering and procurement activities on the project.  A companion document to the EDS is the Project Execution Plan that sets forth the program for project implementation.

An acronym for Engineering, Procurement, and Construction. EPC describes an organization type that manages the engineering, procurement, and construction aspects of a project

An engineering deliverable that is used to develop CWPs and that defines a scope of work to support construction in the form of drawings, procurement deliverables, specifications, and vendor support.  The EWP is released in an approved sequence that is consistent with the CWP schedule.  The scope of work is typically both by discipline and by area.

A detailed execution plan that ensures all elements necessary to complete the scope of the FIWP are organized and delivered before work is started. This detailed planning enables  craft persons to perform quality work in a safe, effective, and efficient manner.  Generally, the scope of work associated with the FIWP is small enough that it could be completed by a single-foreman team, typically in a one- or two-week time frame. 

Status given to drawings that have been approved to be used for construction purposes.

Status given to drawings that have been provided for information purposes only and that cannot be used for construction purposes.

Labour that supervises or supports the direct field labour but that is not responsible for constructing the final project.

Status given to drawings that have been issued for review and that have not been approved to be used for construction purposes.

A standard business process whose purpose is to collect written clarification that will enable the initiator to determine how to proceed.

Status given to an FIWP that is complete.  All required materials, equipment, tools, labour, and predecessor work  must be confirmed prior to release of the package.

A three-dimensional virtual environment that replicates the design and layout of the actual facility.

A hierarchical summary of a specific Work Breakdown Structure.

A project management tool used for defining and organizing the total scope of a project. The WBS is used to develop a hierarchical tree structure.

The process of organizing and delivering all the elements necessary, before work is started, to enable craft persons to perform quality work in a safe, effective, and efficient manner.

Preliminary estimate based on planned throughput, schedule, and process approach. The Type 1 estimate is often a top down estimate based on similar projects.

At this stage, the design has been fully optimized and a basis of design has been finalized (15% to 30% engineering completed) so the estimate will be prepared on a “bottom up” basis.  This estimate becomes the Master Control Estimate used for the remainder of the project.

Typically, the contracting strategy has been developed and engineering work has been performed (2% to10%).  Typically, budget quotes have been received on all long lead equipment. Bulks should be based either on cost estimating software (like Kbase modeling) or factored off equipment pricing.

Typically, engineering work (1% to5%) has been performed to help define the project. At this stage, a major equipment list has been prepared with rough sizing. Equipment pricing is typically based on historical data or budgetary quotes and installation/bulk costs are factored off equipment pricing.

Project early estimates are usually based on very broad objectives and limited technical information. Estimates are prepared on the basis of key assumptions with very little upfront project definition or engineering effort.

Project Master Schedule (PMS). A major milestone type schedule that highlights major project activities and milestones, with reference to key deliverables throughout the Project.

Summary Master Schedule (SMS). Generated as a summary of the Level 3 Project Coordination Schedule(s). Depicts the overall schedule broken down into EPC components by area.

Project Coordination Schedule (PCS). Consists of a set of EPC integrated schedules based on Critical Path Methodology (CPM) and developed by Engineering with Construction input regarding key milestones and applicable deliverables across the design areas.

Project Control Level Schedule. Represents an expansion of the level 3 schedules and will be established within the integrated project schedule. The established WBS will be used as a basis for the development of the schedule’s structure and will be used to manage construction activities throughout the Project to completion.

Represents a further breakdown of the activities of a Level 4 Schedule, including the detailed tasks within an FIWP.