Construction Oriented Engineering How construction can derive Engineering to have a cost and schedule effective project execution.

1. Construction Oriented Engineering
&
Expectation From Others
BY: M. Asim Shehzad

2. Contents
Constructability and Its Advantages
Construction Oriented Engineering & Objectives
Procurement Enabling Engineering
Construction Enabling Engineering
Expectations From Others

3. Constructability
Constructability is the optimum use of construction
knowledge and experience in planning, design, procurement,
and construction to achieve overall Project Objectives.
OR
Putting construction knowledge work early in project
development and intertwining that construction knowledge
throughout the conceptual, design and procurement phases
to allow for the most efficient, practical and cost efficient
construction techniques to be used.
3

4. Basic Objectives Of Constructability
Identify and define objectives to enhance the probability of a
cost efficient, build able project.
Identify the key engineering and procurement deliverables
that will have the greatest bearing on the ability to construct the
project
 Identify where early construction input is needed.
Identify construction related enhancements that can improve
overall safety, quality, costs and schedule.
Identify the major execution challenges.
Transfer of constructability information to the next phases of
the project.

5. Key Constructability Issues
1.Schedule is Construction Sensitive.
2.Design is ‘simple’.
3.Design elements are standardized to take advantage of repetition.
4.Design Facilitate fabrication, transportation and installation.
5.Layouts are accessible to fabrication, installation and operation workers, material and equipment.
6.Effect of environmental conditions on construction is minimized.
7.Specifications simplify construction.
8. Accurate Construction estimates that reflect construction methods and strategies.
9.Early construction involvement is considered in developing plans and strategies.

6. Typical functional Project constructability Organization
Project Management Team
Construction Manager
Technical Manager
Project
Engineering
Manager
Project construction
Manager
Constructability
Coordinator
Construction Knowledge Resources
Company wide
Constructability
Organization
Discipline Lead
Discipline Lead
Construction Knowledge Resources
Project Constructability Organization
Discipline Lead

7. Ability To Influence Cost
High
Project Duration
Ability to Influence Cost
Conceptual Engineering
Preliminary Engineering
Maximum benefits occur when people with
construction knowledge and experience
become involved early in the project
Detailed Design
Procurement
Maximum Influence Period
Construction
Start Up
Low
Constructability

8. Conclusion
Constructability, if properly defined structured and used, will ensure that
construction knowledge and experience is used as early as possible in the
planning and design process to ensure design and implementation with plan
practicality and cost effectiveness.
Constructability is simply the utilization of construction knowledge,
experience and efficiency into design and execution planning of the project
components. Constructability issues touch on virtually all aspects of execution
including safety, scheduling, detailed design, procurements,
material/equipment delivery, contracting, temporary facilities/infrastructure
needs, commissioning and the project management team organization.

9. Construction Oriented
Engineering

10. COE
To execute Engineering work in such
a way that enables Procurement and
Construction stages.
&
Provide operational ease to comply
with construction strategies.

11. Objectives Of COE
• Achieve Project Objectives-Meet The Construction Schedule
• Right Design at Right Time
• Avoid Changes & Rework
• Comprehensive Design With Minimum Objections From Client
• Complete & Clear Design – Constructible & Build able
• Material Proposed Is Suitable
• Available In Market
• Economical To Work With
• E is well integrated with P and C Work Processes

12. EPC Engineering Sequence
Studies
OM cost estimate
Basic Engineering
Criteria & Specs
MTO Estimate
Purchase Requisition
Calculations
Detailed Engineering
 Definitive Design /Estimate
Issue “Engineering
“Deliverables” to construction
Field Changes
Produce “As-Built”
Project -Close out

13. EPC Procurement Sequence
Develop Bidders Lists
Purchase Order Pro-Forma
Contracts Pro-Forma
Transportation & Logistics.
Specifications (Engg.)
Quantities (Engg.)
Solicit / Evaluate Bids
Award P.O. /Contracts
Shop Inspections
Track Status
Expediting
Transport & Receive
Warehouse
Maintain
Release to
Construction

14. EPC Construction Sequence
General Construction Plan
Site Layout Plan
Temporary Facilities
Geo-Tech
Mass Earth-Work
Structural Concrete
Structural Steel
Equipment (mech. & elect.)
Piping
Raceway
Instrumentation & Control
Note: Construction is supported by
field Engineers.
System Turn-over
Start –Up & Commissioning
Performance Run
Turn-Over to end -user

15. Sequential to Concurrent Execution
Jan
Feb
Mar April May June July
Aug
Sep
Oct
Nov
Dec
SEQUENCTIAL
ENGINEERING
PROCUREMENT
CONSTRUCTION
CONCURRENT
ENGINEERING
PROCUREMENT
CONSTRUCTION

16. Concurrent Design Components
Engineering is concurrently integrated with Procurement & Construction:
Jan
Feb
Mar April May June July
Aug
Sep
Oct
Nov
ENGINEERING
Bill of
Quantity 1
Bill of
Quantity 2
Drawings1
Drawings2
PROCUREMENT
Vendor Info1
Vendor Info2
CONSTRUCTION
16
Dec

17. Concurrent Design Components
Effect of any delay would squeeze construction time or require an EOT:
Jan
Feb
Mar April May June July
ENGINEERING
Bill of
Quantity 1
Aug
Sep
Oct
Nov
Dec
Delay
Bill of
Quantity 2
Drawings
1
PROCUREMENT
Delay
Vendor
Info1
Drawings
2
Vendor
Info2
Vendor
Info2
CONSTRUCTION
17
Construction Squeezed

18. Construction & Project Success
 Construction is a downstream activity
 E &P success is generally measured in terms of construction
 Construction is intact if E & P components are construction oriented
ENGINEERING
PROCUREMENT
CONSTRUCTION

19. Impact Of Variables Over Time
Stack Holder Influence, Uncertainty and Risk
MAX
Impact
Cost of Changes
MIN
0
Engineering
Project
Procurement
Progress Construction
Project
MAX
10
0
30
10
30
0
60
80
70
3
95
95
10
100%
100%
50
80
95
100%
Schedule Control
Sensibility
Cost Control
MIN
MAXIMUM CONTROL LIES IN THIS AREA
TROUBLE SHOOTING

20. Critical Engineering Phases
Jan
Feb
Mar
April
May
June
July
Aug
Sep
Oct
Nov
Dec
ENGINEERING
Initial MTO
Final MTO
Procurement Enabling Engineering
PROCUREMENT
Construction Enabling Engineering
Const’n Dwgs
IFC with HOLD
IFC
CONSTRUCTION
Early Procurement Enabling Engg
Early Construction Enabling Engg.

21. Procurement Enabling
Engineering

22. Procurement Enabling Engineering
ENGINEERING
Engineering
Specialized
Equip
Data sheet
Mech Equip
data Sheets
MTO’s
Piping & Bulk
MCC &
Panels details
.
PROCUREMENT
Procurement
Specialized
Equip
Order
Construction
Mech
Equip
Order
MCC
Panels
Order
CONSTRUCTION
.
.
Quantities
Decided
.
.
22
Specialized
Equip
Erection
Piping
Work
Construction
Material
Acquired
MCC
Building
Construction

23. Procurement Enabling Engineering
Early Procurement Enabling Phase
Long lead items have to be ordered early.
All equipment and packages & bulk materials to be purchased
soon as their technical definition allows.
The earlier the PO’s are placed, sooner the vendor information
available for DE with vendors.
Challenges:
Integration of technical information
with vendors.

24. Procurement Enabling Engineering
o Mechanical Equipment
o Bulk Materials
o Piping & Fittings
o Steel Structure
o E&I Bulk
o E&I Related Procurements
o MCC Buildings

25. Mechanical Equipments
Main Process
Equipment
Rotating
Equipment
Package
Fire
Equipment Equipment
Major Tasks are:






Determination of Capacities
Early release of RFQ’s & TBE’s
Long Delivery Time (Dictate project schedule)
Functional Requirement & Standard Packages
Economy & Operational Spares
Vendor shop load & Management
Pressure
Vessels
Heat
Exchanger

26. Equipment RFQ’s / TBE’s
Approval Cycle
Vendor Management
RFQ
PFD’s
P&ID’
s
Heat &
Mass
Balance
Client
Review
•Data Sheets
•Function Specification of
main package
•Process Philosophy
Documents
•Process Descriptions
•Operation Philosophy
•ESD Philosophy
•Depressurization
Philosophy
OK
P.O Issued
Not OK
Vendor
Data
Vendor
Shop Load
Deliveries
Challenges:
 Coordination & Approval Cycle (RFQ’s & TBE’s)
 Specs, Budget & Decision making
 Vendor Data (GA’s, Connection details and Loads)
26

27. Piping Bulk
Piping covers major portion of construction work that is linked with
pre-com and commissioning works.
Major concerns are:
Material delivery time,
Fabrication, Erection, Testing and Painting /
Insulation
Accuracy level of MTO’s and Reordering duration
Piping material specs, availability and economy
Purchase terms (type of order)
Flaw less Material Management and Control

28. MTO’s
Estimate MTO
Estimate stage take off i.e. drawing numbers is not known yet, may be
done via flow diagrams, plot plans, equipment lists, sketches etc.
Bulk MTO
Materials can be identified to a specific drawing/line number.
However,
Drawings are unchecked .
Changes may still occur in design.
Material requirements will change.
However, It has detailed info, so initial purchase can be done i.e.
above 4” main pipes.
Final MTO
As the project design finalizes, final stage takeoff is performed ,
and final drawings are issued as “IFC’s” .

29. MTO Stages
MTO Stages
Manual Designing
3D Modeling
Other Modeling Info
Accuracy
1st
•Plot plan
•P&ID’s
Plot plan
•P&ID’s
•Equipment Location
and orientation
•Pipe racks,
•Major piping
•operational access
•Escape routes
•Main E&I cable
trays/trenches
•Underground sewer
stem
70%
2nd
3rd
•Piping Layout Plan
•P&ID’s
IFC ISO’s
60% Model Review
90% Model Review
•Major Piping (upto 2”
dia) including control
valves
•Major access ways,
ladder, & platforms
•Secondary steelworks
and bracings
•Pipe supports location
and types
•Local control panels
•Fire fighting
equipments
•Instrument
transmitters and
outline of junction
boxes
•Access ways, ladder,
platforms
•All Piping,
•All offline instruments
•Issuance of Drawing
85%
95-100%

30. Material Management & Control
Material management should start by importing the Material Requirements
(BOM or MTO) from the design system (PDMS, PDS, CAD Works etc) .
Objectives:
Tracking changes to the requirements as the design
progresses.
Generation of inquiries and purchase orders for materials.
Expediting and recording material deliveries.
Control of material deliveries.
Control of material issues and movements.
Inventory/Stock control management.
Management of material traceability.
Progress monitoring

31. Steel Structure
Steel structure design drawings for Pipe racks
and steel structures indicating the sizes of
profiles & dimensions.
Required for critical structures like pipe rack.
Commercial viability & availability of profiles.
Delivery and fabrication time.

32. E&I Related Procurements
 MCC, Power Gen, Switch Gear & UPS,
Transformers
 Cables
3
AFE
 JB’s (Classified)
Converter
Basic
Unit
 Control System
Motor
 Control Valves
 MCC Building
3
Inverter

33. Critical E&I Related Procurement
MCC Switch Gear,Power Gen, Transformer, UPS, MCC Building:
EPC Engineering
Vendor Package
Management
Building Design
Power
Producer
Consumer
List
Load
List
Vendor
Packages
Piping
Layout
Main Cable
Routing
MCC
Switch
Gear /
Vendor
HV
Substation
Panel Layout
MV
LV
Transformer
Vendor
Civil
Architectural
Drawings
Equipment
Arrangement
Drawings
MCC
Building
Design
UPS Vendor
Cable Entry Locations
Soil Investigation
Report

34. Building detailed design
The EPC Engineers , define building needs and produce guide drawings as
mentioned below and outsource detail design.
Architectural drawings, showing all dimensions of the buildings (building
housing machinery, E&I for technical rooms etc).
Equipment dimensions and weight, for the design of supporting floors.
Equipment access requirements (size of doors, handling).
Building blast resistance requirement.
Cable entry requirements: raised/false floor, floor openings.
Climate requirements (temperature etc), and equipment heat dissipation.
Fire & Gas detectors and equipment layout.
Telecom equipment layout (LAN etc.).
Tie-in points for connection of the building to the PLANT’s utilities.
Other Vendors Involved are:
HVAC Vendor does the detailed HVAC design (equipment selection, flow
diagram, ductwork routing).
Fire & Gas Design.
Telecom cable routing.
Lighting and small power Design .
All the above entail an extensive co-ordination among all these trades , to avoid interferences.

35. Critical E&I Related Procurement
Extensive Coordination between Disciplines, Vendors , Clients and
Construction.
Finalization of Consumer List.
 Finalization of MCC Switch Gear.
Economy of the Package.
Vendor Data for finalization of MCC Building Design.
Challenges:
MCC Building Construction is on Critical
Path, dependent on coordination among
multiple parties and its delay could impact
the Pre-Commissioning.

36. Cable, JB’s (Classified)
Cables:
Main Cable
Routing
Cable MTO
(HV ,MV ,LV)
Equipment
Layout
JB’s (Classified):
Larger Delivery Period.
Challenges:
Accuracy of
Schedule(Cable Drums)
Early Ordering
Economy

37. Control Valves & Control System
Control Valves:
•Process Data Sheets
•Hydraulic
Studies(line sizing)
•Flow Conditions
Data
Sheets for
Motorized
Valves
Control System:
•Specifications
•I / O Counts
•System Architectural
Drawings
DCS
ESD
F&G
Challenges:
Generally Long Lead
Coordination With Vendor
Economy

38. Construction Enabling
Engineering

39. Construction Enabling Engineering
ENGINEERING
Engineering
Foundation
Drawings
Pipe Rack
Civil Work
Steel
Structure
Drawings
Building
Detailed
Drawings
Procurement
Under
Ground
Facilities
ISO’s
Tanks CP
Plates
PROCUREMENT
CONSTRUCTION
Construction
Foundation
Construction
Pipe Rack
Construction
& erection
Steel
Structure
erection
39
Construction
of
Building
Mech
Piping
work
Under
Ground
Facilities
Construction
Tanks CP
Plates
constrction

40. Construction Enabling Engineering
Early Construction Enabling Phase
Initiating early construction activities
Integrating information from vendors to detail engineering.
Must issue IFC design with a provision of time to construction for shop drawing
An economical and constructible design.
Challenges:
engineering development is highly dependent
on information from vendors.
Earlier activities are in fact designed at the end
delays will typically result in idle manpower
and equipment, lack of work front, low
productivity, impact on critical path

41. EPC Interfaces & Integration
Const,n Phase
Phase 1
Phase 2
Phase 3
Award
Eng’g
Completed
Early Procurements
Early Construction
P&ID, Plot
Piping Layout
Engineering
REQ
Procurement
Const 90% Completion
MTO/Const Dwg
FDN Dwg
Vendor Docs
Equipment/Bulk
Material P.O
Main EQ PO
LLI
Vendor Dwg
Fabrication
Jig/Anchor Bolt
Catalyst/Chemical
Main
Delivered
Construction
Site Development &
Pre commissioning &
Temp Work.
Engineering
Project
Progress Procurement
Construction
Project
0
10
0
Comm’g
Completed
Final Const DWG
30
10
60
30
80
70
0
3
10
Schedule Control
MIN
Cost Control
41
95
100%
95
MAX
Sensibility
Start-Up
FDN Start
100%
50
80
95
100%

42. 60 70 80 90 100
Critical Path Of A Typical Project
75 % Piping Material
Delivered
IFC Plot Plan &
P&IDs
50% Equipment
Ordered
Piping PreFabrication
Piping Erection
Engineering
30 40
50
Progress %
50 % ISO’s
a
Mechanical
Completion
Equipment
Erection
10 20
B
0
Time (as % of Project Duration)
0
10
20
Design Office
Building Period
30
40
Design Office
Peak Period
a=Design office peak
50
60
Piping Construction
Build-up Material
Period
70
80
Piping Erection
Peak Period
90
100
Piping
Completion
B=Piping erection peak

43. Construction Enabling Engineering
• Foundations
• Pipe Rack Construction
• Piping Work
• Underground Facilities
• Tank Construction
• Road Crossing
• MCC Building

44. Foundations
Engineering is the integrator of the equipment vendor data & foundation design
Critical Foundations are Pipe Rack Foundations
Major Equipment Foundations
Process
simulations
Equipment list &
duty
Equipment
Inquiry &
Selection
Vendor
Engineering
Vendor Data &
Drawing
Getting the design input
early
Foundation
Drawing

45. Pipe Rack Construction
Pipe-rack construction is the
predecessor of piping, mechanical
installations and E&I works.
Consequently optimizing this
resource intensive activity will lead
to smooth and shorter project
duration.
Construction management team
to develop proactive strategies and
alternate solutions to optimize
resources for pipe rack construction
and installation works.

46. Pipe Rack Construction
Drawings are issued with sizing
of members with consideration of
material delivery time and shop
fabrication drawings.
For pre-fabrication structure,
the supplier will produce all shop
drawings and erection details.
In case of pre-fabrication
structure a coordination is
required to finalize rack
foundation
46

47. Piping Construction
Piping is a critical activity, so issuance of piping ISO’s is crucial.
Construction require further time to translate design ISO’s into spooling
drawings.
Additionally, effective installation of piping will require availability of pipe
supports.
Challenges:
Work Front in the start is less w.r.t. available ISO’s
and Material
Frequent changes as the design is not freeze in
the beginning
Manufacturing support in a bulk is a production
challenge

48. Piping Work
Green
Const,n Phase
Piping ISO’s
50%ISO’s
Yellow
Final ISO’s
Pipe Supports
75% Piping
Material delivered
30% Equipment
Arrived
Procurement
(Piping)
Construction
Red
100%
Material
100%
Equipment
MC
Re-Order
Spooling Drawing
(Piping)
Pipe Supports
Fabrication
30% Fabrication
Mechanical
Completion
Pre-Com
Pipe Fabrication
COM
U/G Must
Complete
Pipe Erection
Pre-Com
Start
3D Modeling
3D Modeling
Isometrics
Major Activities
4” above piping on racks & sleepers
Early Pre-Comm – Golden Joints
Spooling Drawings
U/G piping Must Finish
Spooling
Drawings
Stress Analysis
Small bore field piping must start
Stress Analysis
Stress Analysis
Blast Studies
Conflict Resolution
Blast Studies
Blast Studies
As built modifications
48
Isometrics
3D Modeling
Isometrics
Spooling Drawings

49. Underground Facilities
Underground networks are major
cause of delay in construction
activities.
All underground networks such
as drainage, sewage pipes with
associated pits, pipe support
foundations, cable trenches in
paved areas, inspection pits,
gutters and oil water pits etc.

50. Underground Facilities
Civil Works Installation drawings complete
with all underground objects and networks, are
required very early, as its pre-requisite for
mechanical works to proceed.
Plant erection cannot proceed for lack of
access until underground facilities are installed
and area is backfilled.
Installation on pipe-rack and structural works
cannot proceed until all undergrounds are laid
and the cranes have access.
50

51. Tanks CP & Construction
Civil Foundation
Soil Reactivity Test
CP Design & Approvals
Work Order & CP-Materials
Tank Design and MTO
Tank Plates Delivery
Plate Rolling & Fabrication
Tank Welding & Erection
Clean Doors, Nozzles,
VBT & Hydro testing
Sand Blasting & Painting
Insulation & Cladding
Box-Up
51

52. Tanks Construction Challenges
Challenges:
Early Vendor Selection &
Issuance of WO
Material Procurement
A series of long &
Interdependent Activities
Involvement &
Interdependencies of Multiple
Parties
Stringent QC Requirements
Qualified Manpower
Dependency
Congested Surrounding Access
Changes Cause Resource Idling
High Risk Job
Any Rework Involve Huge
Volume of Work
52

53. MCC Building Construction
Soil Investigation
Substation Layout
Excavation
Lean Concrete
Detailed Building Erection
Mechanical Installation of
Equipment
Earth Mesh Connections
Equipment Testing
Cable Laying
Cable Continuity Check
 Cable Termination
Testing & Pre-commissioning
Challenges:
Late finalization of building design
Long list of activities and finishing details
Its start is dependent on design parameters and end is driving the pre-com activities.

54. Expectation From Others

55. Integrating Construction
Integrate the work processes
Develop Engineering/Construction
Strategies
Constructability reviews
Pre-fabrication
Engineering schedule to match
construction priorities/sequences
Engineering deliverables tailored
to construction execution needs.

56. Changes
Avoid Changes
Sources of changes
Inherited/Open technical issues
Design development & reviews
Client’s new requirements
3rd party at interface
Avoidable/
Unavoidable
?
Resist avoidable changes-Contractual management
Impact of changes is exponential with time: implement early!
System to identify all impacts and track implementation of changes.

57. Expectations
A cohesive participation of stack holders internal
interface management.

58. Inter-Functional Coordination
Project Control
CPM Schedule
Budget
Trends
Interface / Data
exchange
Procurement
Engineering
Specifications
Quantities
Material Requisitions
Design Drawings
Purchase Order
Work Orders
Transportation & Logistics
Ex-Works/ Inspection
Expediting
Receiving / Releasing
Construction
Constructability
Construction Planning
Resource-Planning

59. Other Expectations
Plan must be based on Up-to date BOQ quantities to plan adequate
resources
Visibility of actual progress against the up-dated work volumes( Let
100%" keep changing till end)
 Precisely Engineering monitoring and indisputably identified.
Earned progress must be supported with milestone e.g. PO issued for a
non-due and non LLI could show wrong status.
Vendor info must be monitored for all equipments and packages for
further development of detailed engineering.
Piping MTO’s status must be monitored in actual figures.
Engineering issued and actual executed quantities must be monitored
as well.
The biggest constraint is out-of-sequence issues: engineering may have
issued drawings with generating work (such as lack of access or prerequisite for another work).

60. On Behalf of Construction
Management
LOGO