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CONOCO INDONESIA INC. LTD.

PROJECTS DEPARTMENT
SPECIFICATION
TITLE

DOCUMENT NUMBER

REV

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PAGE

DESIGN CHANGE CONTROL PROCEDURE

84501-9200-9P-001

1 Mar 03

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REVISION CONTROL SHEET


LATEST REV

DATE ISSUED

PREPARED

REVIEWED

APPROVED

COMMENTS

14 August 2002

C.Binks

J.Sexton

A.McIntosh

Issued For Use

1 October 2002

C.Binks

R.Ford

A.McIntosh

Flowchart Updates

1 March 2003

C.Binks

R.Ford

A.McIntosh

Department Name
Change

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TABLE OF CONTENTS

1.

INTRODUCTION ..................................................................................................4

2.

APPLICABILITY...................................................................................................4

3.

DEFINITIONS .......................................................................................................5

4.

RESPONSIBILITIES.............................................................................................7

5.

REFERENCES .....................................................................................................7

6.

PREFERENCES...................................................................................................7

7.

DESIGN CHANGE REVIEW BOARD ................................................................ 13

8.

COMPLETION OF DESIGN CHANGE NOTICE FORMS .................................. 14

9.

DISTRIBUTION .................................................................................................. 15
APPENDIX 1

DESIGN CHANGE FLOWCHARTS ....................................16-18

DESIGN CHANGE NOTICE FORM...............................................................19-20


EXAMPLE OF A TYPICAL COST ESTIMATE SHEET...................................... 21

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1.

INTRODUCTION

1.1.

Purpose
The purpose of this procedure is to ensure that all proposed changes to the
design during the execution of the Project are fully documented, evaluated for
impact upon the Project and approved by all affected groups prior to
implementation of a change.
The approval levels required prior to any change being made are also detailed
herein and the procedure describes the process that controls project-wide design
changes.
The procedure describes the overall Design Change Control System for the
Project Team and defines the responsibilities for its implementation and this
system provides the following:

Compilation of all relevant information such as technical, cost, schedule,


weight, life cycle cost, etc., which is essential for the evaluation of the
proposed changes.

A systematic process for obtaining management approval to implement a


change on the Project.

The opportunity for all affected groups and organizations to evaluate the
effect of each proposed change, including safety, reliability, weight,
operability, and maintainability of the installations.

Advance notification to all affected groups of pending changes to ensure


coherent change implementation planning.

It is incumbent upon the Contractor to prepare and implement his own


procedures and methods of controlling changes to the design of the Project.
It is expected that the contractor have similar procedures within his organization
that provide the facility of rigorous controls to any changes of the design.
2.

APPLICABILITY
This procedure shall apply specifically to the Project Team in the instance where
the Contractor is unable to control any proposed Design Change within his own
organization or responsibility under the Contract. Typical examples would be, but
not limited to the following:
a) A change in the Basis of Design document included as an integral part of the
Contract.

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b) Anything having an external interface outwith the contractual boundary of the


Contractors own organization (CIIL, MIGAS, other regulatory bodies, other
contractors etc.).
c) Anything that affects equipment etc. purchased on a provisional sum basis.
When these occasions arise this Procedure will apply to the Project Team.
3.

DEFINITIONS

3.1

Design Change
A Design Change is an alteration or addition to, or deletion from the Contract
Basis of Design, anything having an external interface outwith the contractual
boundary of the Contractors own organization, anything that affects equipment
etc. purchased on a provisional sum basis.
The initial point of reference shall be the Contract Basis of Design and any
subsequent changes to engineering documentation generated throughout the
Project Execution Phase.
Design Changes shall be classified in accordance with the following criteria:

3.1.1 Discretionary, those entirely within the Project Team or


Non Discretionary, those required to comply with regulations or industry
standards, or negotiations and agreements with third parties.
3.1.2 Major Design Change
A Major Design Change is one that meets one or more of the following criteria:

The total cost impact, increase or decrease, is greater than the affected
Project Managers Facility Authority limit.

The cost impact exceeds the Project area budget.

More than one facility within the Project is affected.

The contractual acceptance criteria are changed.

A change is required to the Project Master Schedule.

The CIIL Operations Group consider there will be large impact on the life
cycle costs.

The designation Major change will be confirmed by preliminary discussion


between the appropriate Lead Engineers and Project Managers.
No affected engineering documentation shall be issued for implementation prior
to the approval of a Major Design Change.

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3.1.3 Minor Design Change


A limited design change that meets the following criteria: -

3.2

There is no effect on the budget/schedule of more than one facility of the


Project.

The budget of the entire Project is not impacted

The total cost impact is less than or equal to the Authority Limit of the
Facility Project Manager.

The change implementation will not have any negative impact on the
Project Master Schedule.

The change does not result in weight limits being exceeded or the center
of gravity being moved beyond the established spatial envelope.

It is the action subsequent to a Site Query being raised by a supplier,


fabricator or installation contractor.

The CIIL Operations Group consider that there will not be any serious
effect on the life cycle costs or development Net Present Value (NPV).

No negative impact on reliability

Manufacturing Change/Concession
A manufacturing change/concession is a make operable/make fit or use as is
change to approved engineering documentation. The request is made at a
manufacturing, fabrication, erection or test site and is submitted to permit
fabrication, assembly and/or test operations to proceed without schedule delay.
The change/concession shall be documented in accordance with an approved
Design Change Request system.

3.3

Engineering Documentation
Engineering documentation includes drawings, specifications, data sheets,
material take-off lists, parts lists, technical instructions etc., produced in
accordance with the terms of the Contract for the Project.

3.4

Design Change Request (DCR)


This is a formal document by which any individual may request a change that
merits a Design Change proposal be investigated.
Any engineering or construction person working on the Project can initiate a
Design Change Request (DCR). This includes the Project Team and Contractor
teams.
A Design Change Request is initiated by completing the Design Change Notice
(DCN) Form.

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Such forms are considered to be in the Request state until all required
approvals are obtained.
3.5

Design Change Notice (DCN)


A DCN is the formal instrument, document, or group of documents issued by the
Contractor which initiates, authorizes, and communicates the essence of the
Design Change throughout the Project, once a Design Change has been
approved in accordance with Contractor procedures and, where applicable, this
Procedure.
All DCN's will be consecutively numbered in accordance with the Document
Numbering Specification 84501-9200-9L-001.

3.6

Design Change Review Board (DCRB)


The DCRB is the body empowered to review major design changes when
requested to do so by the CIIL Projects Manager and shall consist of project
personnel as requested by the CIIL Projects Manager. The CIIL Infrastructure
Manager or his designated representative, shall chair the DCRB. This shall be
reviewed dependant upon the geographical location.

3.7

Non Discretionary Change


A Non Discretionary change is an engineering design change that is required to
permit design, engineering, fabrication or installation of an item to meet statutory
or safety requirements e.g. Government Agencies, Certifying Authority (MIGAS),
Marine Surveyor, Operator Standards etc.

4.

RESPONSIBILITIES
It is the responsibility of all Project personnel to implement this procedure.

5.

REFERENCES
Project Specification 84501-9200-9L-001 Document Numbering.
Project Specification 84501-9200-9P-002 Interdiscipline Check Procedure (IDC)

6.

PROCEDURE

6.1

Initiation of a DCR/DCN
It is expected that the Contractor will have his own procedure for the processing
any potential design change up to the point of being passed to the Project Team
for further action.

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Prior to raising a Discretionary DCN, informal discussions as to the impact of the


proposed change on the Project should be held between appropriate involved
parties to determine if there are any reasons why the proposed Design Change
cannot be implemented and to prevent wasting time evaluating the DCN. If the
individual originating the request decides to proceed, he/she completes the DCN
form contained herein.
Completed DCN's should be forwarded to the corresponding Lead Project
Engineer. DCN's originating outside of the Project should be directed to the
Project Lead whose area will likely be impacted the most.
If there is some uncertainty as to who to send the DCN to, Project Management
should be consulted.
A minor DCN will be approved by the Engineering Manager and shall be
administered by that group and will not require action outside of that facility
group.
A major Design Change will require central administration, detailed cost
estimates, schedule impact etc. and require approval by the relevant managers.
The Project Lead engineer within the group initiating the DCN, in conjunction with
the Cost and Planning groups, shall complete a DCN form and co-ordinate the
compilation of the requisite supporting information.
Proposals for design changes outwith the Project group, e.g. Operations, Drilling,
etc. shall be coordinated by the Project Facility Group most affected by the
proposed change.
6.2

Acceptance of DCN's by Lead Project Engineers


The Lead Project Engineer receiving a Discretionary DCN should perform an
initial assessment to determine if the suggested Design Change is reasonable
and consistent with the overall design philosophy. In order to proceed with a full
evaluation, the Project Lead should also determine whether or not sufficient
information exists or can be sufficiently developed to assess the impact of the
change, and decide whether or not the change adds significant enough value to
the project, given the inherent risk of any change.
In this context, the Lead Project Engineer has veto power over any Discretionary
DCN that he/she deems to be unreasonable, incapable of being assessed,
inconsistent, or too risky. In such instances where this veto right is exercised, the
Lead Project Engineer is obligated to get back with the person who submitted the
DCN and explain the rationale which led to its rejection.
If the Lead Project Engineer agrees the DCN is Non Discretionary, then he/she is
obligated to proceed with evaluation and has no veto rights. If there is any

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question as to whether the DCN is Discretionary or Non Discretionary, Project


Management should be consulted.
The DCN serial number shall be assigned after acceptance by the Lead Project
Engineer(s)
6.3

Development of Supporting Information


All DCN's accepted by the Lead Project Engineers are to be fully evaluated as to
their cost and schedule impact. The evaluation is to include a reasonable
assessment of the foreseeable risks associated with implementing the change.
The risk assessment should consider the probability of certain negative outcomes
or impacts on other activities (including process safety) and include proposed
methods of risk mitigation.
If the DCN has the potential to impact other project areas, the Lead Project
Engineer must coordinate the evaluation with the Lead Project Engineer(s) so
that the final assessment properly reflects the totality of the impact that the
Design Change is expected to have.
All DCN's are to be subjected to the Inter-Disciplinary Check (IDC) process
(84501-9200-9P-002).
No affected engineering documentation shall be issued for implementation
prior to the approval of a Design Change Notice.
The relevant Project Engineer shall:

Collect supporting information to complete the DCN forms.

Obtain the requisite inter-group approvals and comments.

Obtain the estimated cost of change and establish the cost boundaries
(Min and Max).

Determine the current purchasing/manufacturing status and/or fabrication


status of all items associated with the change and the effects.

Obtain from planning any impact on the schedule.

Categorize the DCN as Discretionary or Non-Discretionary, the financial


and schedule impact will classify the DCN as Major or Minor accordingly.

If the design change is classified as Major it should first be approved within the
initiating group, it can then be issued for input to the other groups affected.
6.4

Co-ordination

6.4.1 Design Changes

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Engineers shall be responsible for the co-ordination and development of all


design changes emanating from within their respective groups. This activity
includes maintaining all records, assigning DCN numbers according to the
Document Numbering Procedure, controlling document distribution and flow,
arranging meetings and co-ordinating the development of the supporting
documentation.
They shall be responsible for assigning the minor or major classification.
The Facility Project Manager of the initiating group shall be responsible for
ensuring that major changes are notified to all affected groups and are quickly
progressed and approved/rejected by the Senior Project Manager.
A register of all major DCNs will be maintained by Document Control who will be
responsible for allocation of sequential numbers.
Affected groups outwith the Project will progress major changes in accordance
with their own Change Control Procedures.
It is vital that a DCN is progressed as rapidly as possible and it is expected that a
maximum of 2 weeks should be allowed from initiation to completion.
6.4.2 Design Change Cost Estimates
Each cost group shall be responsible for estimating the cost associated with the
DCN
The cost impact shall be broken down into its engineering, procurement,
construction, and Project team components. Where increased costs are involved,
the value of the perceived benefit must also be assessed in appropriate cost,
NPV or NPC or operational terms.
The Operations Manager will be responsible to ensure that any effect on life cycle
cost is highlighted and taken into consideration.
6.4.3 Design Change Schedule Impact Assessment
The planning group shall be responsible for the evaluation of any schedule
impact caused by a DCN. The planning group shall co-ordinate with the relevant
Project engineers to obtain the information.
The schedule impact is assessed by considering the time it takes to perform and
verify additional engineering, change drawings, update plans, revise material
take-off and procurement lists, and address any potential interaction between
parallel activities or contracts.
Major changes shall be coordinated by the Project Planner who shall be
responsible for raising changes as per Project Procedures.

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6.5

Review of a Major DCN


The initiating manager of a major DCN shall be responsible for ensuring that all
affected groups are involved in the DCN review.
The project engineers from the groups affected shall review the DCN and shall
record on the DCN form the cost/schedule impact and desirability of the proposed
change and recommend if it is accepted or rejected. If the recommendation is to
reject the DCN then the reasons shall be clearly stated on the DCN form and
returned to the originator.
The review shall include a reasonable assessment of the foreseeable risks
associated with implementing the change.
The risk assessment should consider the probability of certain negative outcomes
or impacts on other activities, including process safety, and include proposed
methods of risk mitigation.
The initiating manager will be responsible for organizing the collation of all the
information and its presentation for the approval process. If the recommendation
for acceptance is not unanimous then it is recommended that a DCRB be
convened for final resolution.

6.6

Approvals
Once the impact of the proposed Design Change has been fully assessed, the
Lead Project Engineer who coordinated the assessment will approve the DCN
and forward it for distribution or further approval in accordance with the following
Authority Limits:

6.6.1 Major Design Changes


Project Managers
Discretionary and non-discretionary DCN's which have a negative schedule
impact greater than one Week, increase project execution risks, or result in a cost
impact of $250,000 or more require the approval of the respective Project
Manager.
All DCN's which have or are deemed to have a reasonable chance of creating a
negative schedule impact must be submitted to Project Managers.
6.6.2 Minor Design Changes
Once the impact of the proposed Design Change has been fully assessed, the
Lead Project Engineer who coordinated the assessment will approve the DCN
and forward it for distribution or further approval in accordance with the following
Authority Limits:

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Lead Project Engineers


Discretionary and non-discretionary DCN's which have no negative schedule
impact, which do not increase the risk to project execution, and result in a cost
impact of $100,000 or less require the approvals of the Engineering Manager.
6.7

Hold Activity
Whilst reviewing a major DCN, if it is considered necessary to initiate a HOLD
on any engineering documentation, then the responsible Project engineer shall:

6.8

Obtain approval to initiate a HOLD from his Manager.

Advise the manufacturer (via procurement) or the fabrication site


management team, of the proposed HOLD.

Withdraw the engineering document concerned and initiate a HOLD on


the affected area or activity.

Advise all concerned parties including the Project manager of the HOLD
action taken.

Prior Approvals
In the case of Mandatory or urgent major changes that may have an immediate
impact on the project schedule, the Project manager may give approval to
implement the change prior to a full evaluation and documentation of the change.
This shall be authorized in writing by formal communication.
This should only be considered when serious schedule impact or cost penalties
would be caused by the normal DCN processing operation.

6.9

Implementation
The Lead Project engineers for the affected groups shall be responsible for the
implementation of all DCNs by means of issuing formal communications and
supporting information to all affected groups.
Project managers are responsible to ensure that all approved major DCNs are
implemented.
When a DCN results in a CAPEX increase or decrease, the cost groups shall,
where appropriate, initiate a Trend Notice in accordance with their relevant
procedure. The project cost group is responsible for co-ordination of any resulting
reallocation of funds and shall inform the Contracts group immediately of any
impending change.
When a DCN results in a change to the Project Master Schedule the project
planning group shall initiate a Change Notice in accordance with the approved
procedures.

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6.10

Issue of a Design Change Notice


Subsequent to approval by the Project Manager(s) the DCN shall be issued to
the Operations Manager for record purposes.
Upon completion of the final approval signatures Document Control shall
complete the distribution to all affected parties.

7.

DESIGN CHANGE REVIEW BOARD


When the requirement arises for a major DCN to be reviewed by the DCRB, the
CIIL Infrastructure Project Manager shall notify the appropriate personnel of the
timing and any additional information necessary.
The Project Lead Engineer responsible for raising the DCN will co-ordinate
collection of the information, organize the meeting, and supply a copy of the DCN
data package at least 24 hrs prior to the scheduled meeting.

7.1

DCRB Attendees
The CIIL Infrastructure Project Manager shall chair the DCRB, or delegate and
shall include the following members:
Originating Project Manager
Affected Managers
Originating Project Engineer
Originating Lead Engineer
Cost group representative
Planning group representative
Contracts group representative
Operations, drilling, reservoir representatives as appropriate.
Additional attendees may attend if so requested.

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7.2

Proceedings
The originating Project Manager shall present a summary of the DCN under
review providing the following as a minimum:

Description of the change

Reason for the change

Effect on other groups or organizations

Impact upon the Project

Impact upon non-project activities, e.g. drilling.

Minutes of the meeting shall be taken by a member of the originating group,


noting requirements for additional data and recording decisions taken.
The CII Infrastructure Coordinator may approve or reject the change at the
meeting or may return the DCN later with the decision.
8.

COMPLETION OF DESIGN CHANGE NOTICE FORMS


Appendix 1 contains the sample DCN form, 2 pages, to be completed for each
DCN submitted for approval. The entries are, for the most part, self-explanatory;
however, the following comments may assist clarification.
Page 1

Originating group

Title indicative of the nature of the change

Reason for Change reason for the requested change

Change Description description of proposed change

Other Groups Affected tick boxes of all groups affected

Approvals signatures of persons approving the change

Approved Box/Rejected Box Tick box accordingly prior to final approval


by Project Manager

Page 2

Items Impacted tick boxes of drawings/document types affected

Impact On impact should be detailed for each discipline

References details of any Project documentation, correspondence


relating to the DCN

Attachments details of any Project documentation, correspondence


relating to the DCN
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Implementation Plan description of the implementation process for the


DCN

Appendix 2
This is a typical example of a detailed cost estimate form.
9.

DISTRIBUTION
The distribution shall be affected by Document Control, who shall retain and file
the original DCN, and copies shall be distributed to:

CIIL Infrastructure Coordinator

CIIL Operations Manager

Project Manager

Deputy Project Manager

Area Project Managers

Discipline Lead Engineers

CIIL Projects Group Records Management Coordinator

CIIL Document Controller

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APPENDIX 1 SHEET 1 OF 3
DESIGN CHANGE CONTROL PROCEDURE - EXECUTION PHASE
INITIATION AND REVIEW OF A DESIGN CHANGE NOTICE

COMPLETE DCN
& FORWARD TO
LEAD PROJECT
ENGINEER
YES

NO

END

ORIGINATOR
INSISTS ON
RAISING DCN

NO
INFORMAL
DISCUSSION
HELD TO
PROCEED

DCR/DCN
REQUEST
RAISED

NO

HOLD ON
DOCUMENTS
REQUIRED

YES/
NO

YES

OBTAIN
MANAGER
APPROVAL
FOR HOLD

OBTAIN COST
IMPACT AND
BOUNDARIES
MAX & MIN

RETURN FOR
REWORK OR
PROCEED WITH
DCN

YES
YES/NO

OBTAIN
REQUISITE
INTER-GROUP
APPROVALS

ADVISE ALL
PARTIES OF
PROPOSED
HOLD

OBTAIN
PURCHASE,
FABRICATION
STATUS

DESIGN CHANGE FLOWCHART DCN-1

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COMPLETE DCN
& FORWARD TO
LEAD PROJECT
ENGINEER

COLLECT
SUPPORTING
INFORMATION&
COMPLETE DCN

PREPARE IDC
& ISSUE TO
ALL AFFECTED
DISCIPLINES

WITHDRAW
DOCUMENT
CONCERNED

OBTAIN
PLANNING
IMPACT

SEE FLOWCHART
DCN-2

APPENDIX 1 SHEET 2 OF 3
DESIGN CHANGE CONTROL PROCEDURE - EXECUTION PHASE
CATEGORIZATION AND APPROVAL OF A DESIGN CHANGE NOTICE

DISCRETIONARY
DESIGN CHANGE
NOTICE

NON-DISCRETIONARY
DESIGN CHANGE
NOTICE

COST IMPACT
<= $25,000
NO SCHEDULE
IMPACT

MINOR DCN

LEAD DISCIPLINE
ENGINEER

COST IMPACT
<= $100,000
NO SCHEDULE
IMPACT

MINOR
DCN

APPROVAL
ENGINEERING
MANAGER

COST IMPACT
<=$250,00
SCHEDULE
IMPACT<= 1WEEK

MAJOR DCN

APPROVAL
TOPSIDES/HULL
MANAGER

COST IMPACT
>=$250,000
SCHEDULE
IMPACT >= 1 WEEK

MAJOR DCN

APPROVAL
PROJECT
MANAGER

COST IMPACT
<= $25,000
NO SCHEDULE
IMPACT

MINOR
DCN

LEAD
DISCIPLINE
ENGINEER

COST IMPACT
<=$100,00
NO SCHEDULE
IMPACT

MINOR DCN

APPROVAL
ENGINERING
MANAGER

COST IMPACT
<=$250,000
SCHEDULE
IMPACT <= 1 WEEK

MAJOR DCN

APPROVAL
TOPSIDES/HULL
MANAGER

COST IMPACT
>=$250,000
SCHEDULE
IMPACT >= 1 WEEK

MAJOR DCN

APPROVAL
PROJECT
MANAGER

INFORM
CII OPERATIONS
MANAGER

INFORM
CII OPERATIONS
MANAGER

CONTINUED FROM FLOWCHART DCN-1


SEE FLOWCHART DCN-3

FLOWCHART DCN-2

APPENDIX 1 SHEET 3 OF 3
DESIGN CHANGE CONTROL PROCEDURE - EXECUTION PHASE
IMPLEMENTATION, ISSUE OF DESIGN CHANGE NOTICE

DCN FULLY
APPROVED &
SUPPORTING
DOCUMENTATION

INCREASE
IN CAPEX

NO
YES/NO

CHANGE TO
PROJECT
MASTER
SCHEDULE

YES

YES

COST GROUP
ISSUE
TREND NOTICE

CONTINUED FROM
FLOWCHART DCN-2

DRAWINGS /
DOCUMENTS
ISSUED TO
RELEVANT
PARTIES

DRAWINGS /
DOCUMENTS
REVISED AND
APPROVED

FLOWCHART DCN-3

NO
YES/NO

PLANNING
GROUP ISSUE A
CHANGE NOTICE

DOCUMENT
CONTROL
COMPLETE
DISTRIBUTION

XXX PROJECT
DESIGN CHANGE NOTICE
TYPE

DCN No.

ORIGINATING GROUP:
DISCRETIONARY

DATE :

NON DISCRETIONARY

REV :

AUTHOR:
TITLE
REASON FOR CHANGE

CHANGE DESCRIPTION ( ATTACH SKETCH/DRG)

OTHER GROUPS AFFECTED


T/S PROCESS
T/S LAYOUT
T/S STRUCTURAL
T/S MECHANICAL
T/S ELECTRICAL
T/S INSTRUMENTS
T/S SAFETY/ENV
T/S HVAC
T/S WEIGHT CONTROL
T/S FABRICATION

T/S NSTALLATION

FLOWLINES

T/S E&I DESIGN


T/S DRILLING
W/H DESIGN
W/H FOUNDATIONS
W/H NAVAL ARCHITECT
W/H MECH/INST/SYST
W/H FABRICATION
W/H INSTALLATION
TEMPLATE/TIE BACK

RISERS
CALM BUOY
EXPORT PIPELINE
MATERIALS/SPECS

APPROVALS (AS APPROPRIATE)


SUBSEA DATE:

APPROVED
TOPSIDES

DRILLING

DATE:

MARINE DATE:

OPERATIONS

DATE:

CALM BUOY

PIPELINE

DATE:

SHEA

STRUCTURE

DATE:

RESERVOIR

CII INFRASTRUCTURE MANAGER:

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GENERAL ARRANGEMENT

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WEIGHT

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COST (Life Cycle Analysis)

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