Best Practice GS 06.52536 April 07

GS.06.
52536
CONFIDENTIAL
Best practice for

for systemization and development of a
schedule for commissioning and start-
start-up
GS.06.52536
CONFIDENTIAL
Best practice for systemization and development

of a schedule for commissioning and start-up
by
F.P. Berkenhagen / L.H.J. van den Heuvel
CONFIDENTIAL
This document is made available subject to the condition that the recipient will neither use nor disclose the contents except as agreed in
writing with the copyright owner. Copyright is vested in Shell Global Solutions International B.V., The Hague.
Shell Global Solutions International B.V., 2006. All rights reserved.
Neither the whole nor any part of this document may be reproduced or distributed in any form or by any means (electronic, mechanical,
reprographic, recording or otherwise) without the prior written consent of the copyright owner.
Shell Global Solutions is a trading style used by a network of technology companies of the Shell Group.
GS.06.525366.52536 1 CONFIDENTIAL
Summary
Nowadays, most of the projects are complex projects with many parties in the project,
differences in contracts and work methods of contractors towards completion of construction,
this all has to be aligned and integrated. Furthermore future owner teams have to define their
own activities and carry responsibility for the CSU schedule.
The sheer size of the project means that in order to stay in control a plan is mandatory, one
simply cannot rely on knowledge and expertise of individuals and improvisation.
Sharing and dissemination of information is key to have everybody involved in the project
phases (pre)commissioning, start-up and initial operations aligned and working effectively.
The methodology presented in this document provides the tools to develop a road map and
schedule for the execution phases of a project. The structured approach is called
systemization and is a key element of the flawless start-up initiative (FSI).
Systemization provides a structured work process to develop an integrated CSU execution

road map (work logic) and planning model (schedule), and provides a tool to manage the
integrated CSU phase of a project. An integrated schedule is a basic requirement for
effective and efficient execution of a flawless project.
The CSU execution road map and the schedule is developed by:
Defining commissioning/ operational systems
Determine activities per system for the phases (pre) commissioning and start-up
Determine logic links between the activities and develop the execution roadmap (also
called Work Execution Flow Scheme)
Populate scheduling tool with the data and produce schedule
The developed WEFS and schedule are used for analyzing and optimizing the CSU phase by
integrating and linking activities across all units and plants. When the CSU is optimized
around a fixed date i.e. start-up milestone (product in tank) the calculated dates for system or
unit completion can be fed back into the construction and engineering phase schedules to
align and make sure that priorities are set at those project phases in line with CSU demands.
It serves therefore as an important communication tool for all parties working on a project.
Systemization can in principle be applied to any project or work process that involves assets
and activities that are logically linked, i.e. it is not restricted to green field projects. Also the
execution work involved in brown field projects can be structured according to this approach.
Therefore systemization is an integral part of the flawless turnaround initiative.
Table of Contents
Summary 1
1. Introduction 4
1.1 Assets Driving Project Schedules 4
1.2 In Control of CSU 4
1.3 Structured Approach 5
1.4 Work Process 7
1.5 Nomenclature and Terminology 8
1.5.1 System 8
1.5.2 Activity 8
1.5.3 Work Execution Flow Sheet (WEFS) 8
1.5.4 Pre-commissioning 8
1.5.5 Hand Over 9
1.5.6 Commissioning 9
1.5.7 Ready for Start-up 10
1.5.8 Start-up 10
1.5.9 Commissioning and Start-up Schedule 11
1.5.10 Turnaround Schedule 11
1.6 Abbreviations 12
2. System Definition 13
2.1 General 13
2.2 System Identification 14
2.3 System Size 15
2.4 Guidelines for Definition of Process Systems 17
2.4.1 Process Systems 17
2.4.2 Utility Systems 17
2.5 Guidelines for Definition of Non-Process Systems 19
2.5.1 Instrument Systems 19
2.5.2 Electrical Systems 19
2.5.3 Telecommunication Systems 20
2.5.4 Civil/ Structural Systems 20
2.6 Interface systems 20
2.7 System Numbering 21
3. Activity Definition 24
3.1 Work Breakdown 24
3.2 Guidelines for Activity Definition 25
3.3 Inter Relationships Between Activities 29
3.4 CSU Activity List 30
4. Work Execution Flow Scheme 32
4.1 Work Execution Flow Scheme Setup and Development 32
4.2 Work Flow Schemes 34
4.2.1 Work Flow Scheme: Roll up of WEFS 34
4.2.2 Work Flow Scheme: High Level CSU Work Plan 35
5. CSU Schedule Development 37
5.1 CSU Network Schedule 37
5.2 Basic Guidelines for Building and Maintaining a CSU Schedule 38
5.3 Network Structure 39
6. Turnaround 41
6.1 The Eight Steps of a Turnaround 41
6.2 Decontamination and Commissioning Systems 42
7. Software to Support Module Systemization 44

7.1 Microsoft Excel 44
7.2 Microsoft Visio 44
7.3 Primavera Project Planner 44
8. Relations to Other FSI Modules 45
8.1 Tightness 45
8.2 Cleanliness 45
8.3 Integrity 45
8.4 Novelty and Complexity 45
8.5 Testing 46
8.6 Coinciding Events 48
8.7 Health Safety and Environment 48
Appendix A. System Numbering: Service Codes 49
Appendix B. Guidelines to Determine the Scope of a System 51
B.1 Process and Utility Systems 51
B.1.1 System Boundaries 51
B.1.2 Standard Items typically Included in Process Systems 51
B.1.3 Heat Exchangers 51
B.1.4 Cooling Water Systems 52
B.1.5 Steam Generating Equipment 52
B.1.6 Main and Reheat Steam Systems 52
B.1.7 Gland Sealing Steam and Exhaust 52
B.1.8 Extraction Steam 53
B.1.9 Ventilation Systems 53
B.1.10 Auxiliary Circuits Associated with Rotating / Hydraulic Equipment 53
B.2 Electrical and Instrument Systems 53
B.2.1 Offsite Power Systems 53
B.2.2 Auxiliary and Main Unit Transformer System 53
B.2.3 Power Distribution Systems 53
B.2.4 Auxiliary Generating Systems 54
B.2.5 Instrument AC Systems 54
B.2.6 DC Systems 54
B.2.7 Distributed Control or Monitoring Systems 54
B.3 Typical Scoping Examples 55
Appendix C. CSU activity list template and example 60
Appendix D. Systemization Work Process 61
Appendix E. Guideline for developing Work Execution Flow Scheme 62
E.1 Purpose of WEFS 62
E.2 Drawing and Developing WEFS 63
E.2.1 Layout 63
E.2.2 Guidelines 65
E.2.3 Standardisation 66
E.2.4 Practical suggestions 67
E.3 Narrative 67
E.4 Logic Link Summary 68
E.5 WEFS Completion, Ownership and Maintenance 69
Bibliographic Information 71
Bibliographic Information 71
Report distribution 72
1. Introduction
1.1 Assets Driving Project Schedules
The project team and the future asset owners need to recognise that, at a very fundamental
level, the project schedule is driven by different factors during the various phases of the
project. By recognising these schedule drivers the project team and asset owner will be able
to develop a schedule that meets the needs of the project and ensure effective management
of transitions between each phase.
In the design phases the schedule is driven by the systems to be included in the plant.
Chemical, mechanical and process control designs are examples of such system driven
project elements. Process Flow Schemes (PFSs) are the key deliverables of this phase.
In the project specification phase the schedule is driven by site geographical area. The plot
plan is divided into areas and the design of the foundations, structures, piping, mechanical
equipment, electrical and instrumentation proceeds around the different areas of the site.
The project specifications, Process Engineering Flow Schemes (PEFSs), plot plans with
critical equipment layouts, equipment list, equipment data sheets and one-line electrical
drawings are the key deliverables of this phase.
Detailed engineering and procurement, changes the driver from area into procurement
train, in which similar items are grouped, regardless of their system or area, so that they can
be readily and efficiently handled in the requisitioning, bidding, ordering, manufacturing,
expediting, inspection, delivery and materials management activities. The PEFSs,
instrument data sheets, piping isometric drawings, purchase orders and work execution
contracts are the key deliverables of this phase.
The driving force during the initial construction phase reverts to area, which is supported with
area-based drawings. As construction nears completion, work must be completed and tested
on a systems basis.
The commissioning, start-up activities and initial operation continue to be executed on a

systems basis. To manage the preparation and execution of activities during CSU, the
project CSU schedule needs to be developed on a systems basis
The following figure illustrates the transitions between these project drivers.
Project driving forces per phase

Phase System Area Procurement train
Design
Project Specification
Detailed Eng /
Procurement
Construction
Commissioning /
Start-up
1.2 In Control of CSU

Nowadays, most of the projects are complex projects with many parties on the project,
differences in contracts and work methods of EPC contractors towards completion of
construction and commissioning. Future owner teams define the start-up phase of the project
and carry responsibility for the CSU schedule.
In Control vs Out of Control
Fact based Assume

What is needed / Required
Team Effort Individual Heroism
Share within your own project / across site
Control Improvisation
- Thousands of activities need to be initiated, controlled and recorded
- Several hundred people involved - communication / alignment
- Reduce business and Health Safety & Environment risks
Proactive Reactive
6
The sheer size of the project means that in order to stay in control, a fact based plan that
aligns all construction and commissioning activities of the different EPC contractors and links
the commissioning activities to the start-up activities (integration) is mandatory1.
One simply cannot rely on knowledge and expertise of individuals and improvisation.
Sharing and dissemination of information is key to have everybody involved in the project
phases (pre-) commissioning, start-up and initial operations aligned and working effectively.
1.3 Structured Approach

This document describes a structured approach to control the work in preparation for and
execution of commissioning, start-up, ramp-up and initial operations of green and brown field
facilities (including plant shutdown and decontamination activities)2.
This structured approach is called systemization and is a key element for flawless start-
up.
To be able to control work during the CSU phase of a project, an overview of all CSU
execution work needs to be prepared. It is essential to identify all work, i.e. no gaps.
An overview of all execution work is also a prerequisite for identification of all preparation
work (procedures, training, vendor support, required resources etc.)
1
Even when the project is not so big a plan is required to maximise efficiency and optimize the use of
the available manpower versus time available (or be able to do the work with the limited manpower
that is available) to achieve the project goals.
2
Where CSU is mentioned in the text, the same applies to plant shut down and decontamination
phase
In controlProactive Preparation & Execution of CSU
overview of execution work & plan

- Structuring ALL work (no gaps)
- Start Up sequence as driver for asset completion
- CSU schedule optimisation / minimum rework
- CSU planning model available for what-if scenarios
- Utility requirements identified
- Integration aspects
overview of preparation work & plan
- Commissioning / Start-up procedures
- Organization fully trained
- Manageable asset handover (system based)
- Vendor support
- Temporary facilities/ materials
- Identification of coinciding events and potential hazards
Only when an overview of all work is developed, a CSU planning model (schedule) can be
produced. In general, a planning model consists of activities that are logically linked
describing a work process for an asset from a defined starting point to a defined end point
with a timeline and resources.
The CSU planning model is used for optimizing the CSU phase by integrating and linking
activities across all systems, units and plants. When the CSU is optimized around a fixed
date i.e. start-up milestone (product in tank) the calculated dates for system or unit
completion can be fed back into the construction and engineering phase schedules to align
and make sure that priorities are set at those project phases in line with CSU demands.
To create the overview of work, assets need to be broken down to a suitable level for activity
definition providing the right level of detail for management and control of preparation and
execution of CSU
1.4 Work Process

The structured approach to developing the CSU roadmap and planning model (CSU
schedule) consists of the following main steps:
Program Steps for each individual Project Area:

1. Define Assets - limits
2. Define Work - start/end point
3. Define Commissioning/ Operational Systems
based on Asset Breakdown Structure
4. Define Activities per System
+ Detailed Test definition
+ Identify Interfaces / Utility requirements
+ Determine Needs per Activity (resources, materials
temporary equipment, vendor support etc..)
5. Set up Work Execution Flow Scheme (WEFS) >ROADMAP
+ Relationships
+ Determine Duration per Activity
6. Set up Schedule >TIMETABLE
7. Work out detailed procedures per Activity
Premises (step 1 and 2)

Before starting system definition it is imperative that and accurate analysis of the applicable
contracts be performed to:
1. Define the total scope of assets to which the work is related. All hardware associated with
the asset must be indicated on applicable drawings
2. Identify the work phase starting points, activities to be performed and end points and
3. Clarify the responsibilities of the contractors and owners; does the contractor finish at
Mechanical completion (MC) or Ready for Start-up (RFSU), who is responsible for
preservation etc.
These steps lead to creating a well-defined starting point, outline and end-point for the work
process to develop the CSU roadmap and schedule.
Main steps 3 to 6 are described in detail in the following chapters:

Chapter 2: System definition
Chapter 3: Activity definition
Chapter 4: Work Execution Flow Scheme.
Chapter 5: CSU planning model / schedule
Development of Detailed Work Descriptions (step 7)

An activity is in general not the lowest level of work description: an activity is a well defined
piece of work that will consist of multiple tasks, and each task consists of multiple actions.
The tasks and actions will not be captured in the CSU roadmap and planning, but will be
captured in the detailed information to support the execution of the activity.
Production of all the detailed documentation is a very significant part of the CSU preparation
work.
This detailed documentation (specifications, procedures, instructions, etc.) contains all the
necessary information to assure an efficient execution of (pre-) commissioning activities,
including details about risk mitigation measures, the final integration, required materials and
information like utility requirements. When ready, this documentation should be considered
as the basic package to start execution.
In Appendix E a simplified flow diagram is presented of the work process.
The systemization process should be applied to all project civil and buildings works, utility
units, process units, site integration (interconnecting, ISBL and OSBL) and general facilities,
and all supporting power and instrument facilities in both Greenfield and Brownfield projects3.
1.5 Nomenclature and Terminology
1.5.1 System
A system is a complete assembly of piping, vessels, equipment, instruments, electrical
supplies, etc. that has a singular purpose within a unit. A system can be commissioned and
brought to ready for start-up (RFSU) status to a significant extent independently from other
systems.
1.5.2 Activity
An activity is a predefined (biggest) piece of work, which can be completed independent of
other activities when certain start conditions are fulfilled. Execution of an activity changes the
state of a system from a defined starting point to a defined end point.
After completion, the activity will result in start conditions for other activities.
1.5.3 Work Execution Flow Sheet (WEFS)

The Work Execution Flow Sheet (WEFS) is a model showing the sequence and interrelations
of clusters of systems, systems and activities. The WEFS can be seen as a roadmap to
execute the work.
1.5.4 Pre-commissioning
Pre-commissioning of a new or modified facility is the last part of the construction or scope
execution phase and is therefore sometimes also referred to as mechanical completion.
It is the system completion work that starts when a process or utility system is mechanically
erected (typically after the pressure or hydro test) and ends with the process or utility system
having achieved the status mechanically complete.
Pre-commissioning activities4 include the preparation for commissioning or testing the
Complex or any part thereof prior to ready for commissioning e.g. checking to confirm
3
Systemization can also be a useful tool for setting up a construction site with all facilities that are
required to execute the project. Quite often this is not done properly which has a big impact on project
execution (e.g. teams not located together or part of facilities has to be removed due to unforeseen
issues etc.)
4
Typical pre-commissioning activities:
Equipment checks, PEFS check (walk down) and punching
Cleaning of pipes (water flushing, air blowing, steam blowing, chemical cleaning, etc.)
including reinstatement
Instrument loop checks
Panel function tests
Energising electrical equipment and running motors light (power supplied by a commissioned
electrical system)
Alignment of and coupling of rotating equipment
Stroking of control valves
In line calibration of instruments
Initial leak/ tightness tests (at low pressure)
Preservation
containment, continuity, all materials present, internally clean, free or foreign material, etc.
Such activities are carried out on a single discipline basis and require materials, equipment
or systems to be energised, but do not require the introduction of process fluids.
At the end of pre-commissioning a system is mechanically complete (MC), i.e. clean, tight
and all components functionally tested.
1.5.5 Hand Over

Upon completion of the agreed deliverables related to hardware, documentation/ data, spare
parts and IT systems (e.g. a satisfactory Pre Start-up Safety Review, close out of action
items and verification of readiness), the care, custody and control of the plant will be handed
over from the (pre-) commissioning team to asset operator (future owner).
Handover is thus defined as the point when the project team (EPC contractor) has completed
the agreed scope of work (hardware but as well the paper and electronic plant), and the
owner takes control of the assets. Typically, this occurs at the mechanical complete status,
and the owner executes the commissioning phase. If the contractor has responsibility for
commissioning, the handover occurs at RFSU5.
Hand over from the project team to the asset owner should be organised on a system level.
1.5.6 Commissioning
Commissioning of a new or modified facility means the phase that starts when the first
process or utility system is ready for commissioning and ends with the last process system
having achieved the status commissioned.
Commissioning activities6 include the preparation for operation or operating the Complex or
any part thereof prior to RFSU, e.g. dynamic functional testing, simulation runs, etc. Safe test
media are needed for this stage to demonstrate stable interaction between systems (i.e. no
introduction of hydrocarbons).
The tests7 must simulate all operating modes/ conditions, such as start-up, ramp-up, various
processing modes/severity, shutdown, emergency modes and most important failure modes.
5
Although there may be different approaches as to whether the owner or contractor is responsible for
commissioning, in either case it is important that the owners organisation is heavily involved in the
actual execution of commissioning to ensure there is a more integrated handover.
6
Typical commissioning work:
Verifying conditions for operating the system are safe and comply with codes and regulations.
Filling process and utility systems with test medium, such as water/ glycol/ air/ nitrogen.
Charging with catalysts, filling absorbents, hot oils and cooling media
Load testing of electrical system by loading of equipment and pressuring up
Initiating flow
Establishing heat exchange, from non-fired systems
Stabilising flow
Tuning control systems
Testing utility and process systems for the hydraulic, dynamic and containment performance
Oxygen freeing
7
Typical tests to be confirmed during commissioning:
Confirming adequate behaviour characteristics from prototypes, by e.g. trial runs on simulated
feeds or test feeds to establish desired productivity and reliability
Compiling commissioned systems into more complex bigger systems for testing of required
dynamic stability and responses up to unit level
Testing security, protection and safeguarding systems for their correct and timely actions
Testing failure/effect characteristics, and consolidation actions, including reset functionality
Testing emergency modes and load shedding
At the end of commissioning a system is ready for start-up (RFSU).
1.5.7 Ready for Start-up

Ready for start-up (RFSU) means the status in the project that:
all the compiled functional systems in a unit have reached the condition
Commissioned,
documents/ databases are as built (updated according to agreed requirements for
RFSU),
agreed spare parts are handed over to owner including preservation records,
the operations organisation is able to operate and take care of, custody and control of
the unit for processing of hydrocarbons or chemical feed stocks, diligently complying
with all relevant codes, regulations, guidelines, license prescriptions, and applicable
operating procedures and standards,
system handover files have been signed off and handed over,
databases and relevant IT systems have been completed, tested and handed over,
data is loaded into relevant client IT systems e.g. SAP and systems are functional to
support overall operation/ asset management philosophy.
1.5.8 Start-up
Start-up means the phase that starts with the receipt of the first processing feedstock
(hydrocarbon or chemical feed to be upgraded) and ends with the last operation mode on the
feed stock in the unit having achieved the status Acceptance of Work8
Load testing process information and digital control systems, and sequence of event recording
systems
Testing fire, gas detection, remote operating and emergency communication systems
8
Typical start-up activities are:
Verify readiness for introduction of hydrocarbons and or chemicals. Increase severity of work
permit system authorisation accordingly.
Replace test medium for actual process medium.
Verify maintaining tightness, cleanliness, functionality, stability, adjustability of system
behaviour.
Increase severity of operating conditions in pressure and or temperature.
Fine tune instruments for new conditions, ensure proper readout.
Activate catalysts.
Run QMIs on actual process fluids.
Test all process modes, all feed and product modes, maximum capacity and turn down mode,
process dynamics, controls, operating windows and flexibility to move in windows.
Test mode-switch procedures and product property control dynamics.
Test process behaviour to emergency response.
Test run off routing.
Test injection facilities and controls.
Perform final test run, proving capacity, process technology, product properties, system
responsiveness, energy consumption, yields, flexibility, stability, reliability
1.5.9 Commissioning and Start-up Schedule

A commissioning and start-up (CSU) schedule is a reflection of the work during the
commissioning and start-up phases of the project. It identifies all of the scope, all milestones
and all resources required to execute the work. It is a summary of all activities, which need to
be executed to (pre-)commission all systems, integrate systems, start up units, ramp up
plants to initial operations. The systems within the CSU schedule are sequenced in
accordance with the logic outlined in the WEFS. This schedule places the scope of work on a
time scale and should be used as a control tool and communications tool for the project and
owners teams.
A typical CSU schedule is available at various levels of detail. The lowest level is based on
single activities and is used for daily execution of the CSU work. Rolling up the detailed
schedule produces higher-level schedules for management overview, i.e. the higher-level
schedule is based on all the detailed information.
A CSU schedule can also consist of a network of schedules in the case of a complex project
e.g. multiple process plants that are part of the overall project.
1.5.10 Turnaround Schedule

A turnaround (TA) schedule is a reflection of the work during turnaround execution.
The TA schedule integrates asset owner activities (shutdown, decontamination,
commissioning, start-up) with contractor activities (scope execution and pre-commissioning).
Compared to a CSU schedule for a Green field project, the TA schedule is typically more
detailed (all scope items are covered in activities), the total CSU duration is also an order of
magnitude less. Typically CSU period for refinery turnarounds is ~3-4 days vs weeks (or
even months) for complex projects.
Moreover this also requires a much more stringent information flow regarding updating of the
schedule due to the tight timeline.
1.6 Abbreviations
CSU Commissioning and Start-up
DCS Distributed Control System
EPC Engineering, Procurement and Construction
FSI Flawless Start-up Initiative
HIPPS High Integrity Pressure Protection System
IFC Issued for Construction
IFD Issued for Design
IPS Instrumented Protection System
ISBL Inside Battery Limits
KPI Key Performance Indicator
LI Lead Indicator
MCC Motor Control Centre
MC Mechanical Complete
MOC Management of Change
OSBL Outside Battery limits
PEFS (/P&ID) Process Engineering Flow Scheme (/Piping and Instrumentation Diagram)
PFS (/PFD) Process Flow Scheme (/Process Flow Diagram)
PERT Project Evaluation Review Technique
RFSU Ready for Start-up
SAT Site Acceptance Test
SAP Systems, Applications and Products in Data Processing
SU Start-up
TA Turn around
PLC Programmable Logic Controller
UPS Uninterrupted Power Supply
WEFS Work Execution Flow Scheme
2. System Definition
2.1 General
The process by which the facility is split into smaller portions, i.e. systems, is known as
system definition. Separating the assets into systems will simplify the definition of the
individual pieces of work.
Asset Breakdown Structure

Cl ient
P etrochemical
Complex
The Complex shall be broken down into

Plants or Facilities, Units, Systems and
Geographical
Util ities & Sub-systems to facilitate the work
Offsi tes
area boundarys
P lant P roces s
P l ant 1
P roces s
process during PC, CM, SU and initial
Unit
P l ant 2
P roces s
P l ant 3 operations
Uni t
etc ..
(also SD, Decontamination, Scope execution for TAs)
Uni t
Uni t
Geographical
P roces s Unit
area boundarys Unit
Unit
Unit
Units: separate process units within a facility
Unit
Unit
Unit
Non
Geographical
C om m issio n in g
S ystems
Unit
Systems: separate identifiable parts of a unit where
area boundarys
Unit
Unit
Unit
commissioning progress can be made
Unit
Unit
Non
Geographical S ub-S y stems
Sub systems: the smallest part of a commissioning
area boundarys Unit
Unit
Unit
system that can be isolated and made available for
Unit
Unit
Unit
specific work execution
Systems are defined from a commissioning point of view and will be as large as possible
parts of a unit with which operations can make individual commissioning and start-up
progress.
A system is a composite assembly of hardware that has a singular purpose within a unit and
a system can be commissioned and brought to ready for start-up (RFSU) status to a
significant extent independently from other systems.
The systemization approach must be applied to all process (including utility) systems but also
to the non process systems i.e. civil and building works as well as all supporting electrical
and instrument facilities.
A multidiscipline team of operations, commissioning, and project engineers may use "issued
for Design" (IFD) Process Flow Schemes (PFS or PFD) to start identifying the
commissioning/ operational systems and the sequence for start-up. Under the agreed start-
up sequence, the system that is placed in service first is considered the provider of the
service; the system receiving the service is designated the receiver system.
When defining systems (identifying system breaks) a number of considerations need to be

taken into account. These considerations may be related to the hardware, but also to the
work process and/or organisation.
Five categories of system breaks can be distinguished:

1. Functional breaks: definition must meet requirements for all work processes, i.e. system
definition should enable and support the description of all CSU (/TA) activities;
2. Commodity breaks: utilities, feed / product systems, process systems, electrical, DCS,
civil, etc.;
3. Plot breaks: ISBL / OSBL or new / existing;
4. Scope breaks: multiple contractors, operational; and
5. Time breaks: various project or operational phases9.
For example, for timing reasons it is better to define a single tie-in as a separate system even
if it is only a very small piece of hardware (in case the tie-in is first constructed during a
shutdown/ turnaround and the new system constructed/ connected much later). Furthermore,
determine issues concerning sequence and pre-requisites for commissioning and start-up
per unit and provide lists of unit and generic site issues. The defined process and utility
systems will be in principle capable of being isolated (by block valve / spade).
Although system definition facilitates commissioning and start-up execution of the facility, it is
also advantageous to link the systemization results into other management controls (e.g.
mechanical completion, commissioning and start-up preparation management controls). For
this reason system definition should start as early as possible.
Moreover construction management needs to be informed very early in the project what the
sequence is for system completion so that timely (pre-)commissioning and start-up can take
place (start-up driven asset completion).
A unique system number will be assigned to each system. If both the contractor and owner
consistently use the system numbers, it can facilitate clearer communication and tracking of
project status between the contractor and the owner. Deliverables are defined per system.
Documentation files are accumulated per system. Handover is normally done by system.
2.2 System Identification

Systems shall be indicated on Process Engineering Flow Schemes (PEFS, also sometimes
called Piping and Instrumentation Diagrams (P&IDs)). Typically mark up of systems can start
using Issued For Design PEFSs and the system limits can be finalized (checked) on
Issued for Construction PEFSs, when more vendor data are available. When defining the
systems, attention should be given to the ability to isolate the system from other parts of the
unit.
System boundaries will normally be at manual isolation points for process and utility systems,
i.e. manual isolation valves or isolation blinds/spades. The isolation points are included in the
system that is placed in service/ handed over first.
System boundaries and system numbers shall be added to the PEFS using intelligent CAD
systems, as an item to be filtered out during normal printing e.g. PEFS issue. Attribute fields
shall be set up within all piping equipment and instruments etc. such that all items within a
system boundary will have the system number identified with it and can be reported via that
system number. This will enable the production of single system drawings and the addition of
system boundary markers to the piping data sheets (isometrics) with again links to other
databases i.e. instrument, electrical, civil such that the compilation of components up to
process/utility system level can easily be seen.
System boundaries shall be clearly indicated. An example of a system break symbol added
to the CAD file is the following:
9
Category 4 and 5 are project specific and may be not applicable for TA projects
140 140
IA P_
01 02
Note: All equipment, piping etc. to the left side of the system break symbol is in the scope of
system 140IA01, where as all equipment piping etc. to the right side of the symbol is
in the scope of 140P_02.
In addition to the above the following information block will be completed and added in the
same way above the drawing title block.
DRAWING FOR SYSTEM DEFINITION ONLY

MAIN SYSTEM = AAABBCC
DATE = DD/MM/YY
Other systems shown

AAABBCC
AAABBCC
It is preferred that the systemization colour coding is also marked up electronically in the
same way using the intelligent CAD package. However, if this is not feasible for a particular
intelligent CAD package or considered too costly or time consuming, colour coding by hand
for each issue of the system definition drawings is acceptable. For a hand mark-up a fresh
set of drawings incorporating the systems breaks and the information block shall be printed
off and marked up for colour coding of the individual systems so they can be easily
recognised when looking at the drawing.
System Identification List

For each unit / plant a System Identification List shall be compiled, showing system
number, system descriptions and colour code identified for systems. The use of the same
colour code for two adjoining systems shall be avoided.
Appendix B provides narrative guidelines to assist in determining the scope of a system and
its boundaries.
The list of systems (system index) and definition of the systems shall be used in detailed
planning so that scheduling of mechanical completion is aligned with commissioning
activities.
2.3 System Size

There is no simple guideline for the right size of a system.
The basic principle is that a system has to be commissionable to the RFSU status to a large
extent in isolation from other systems, i.e. normally systems are defined from a dynamic
system testing perspective (see next chapter). The system size is chosen such that it is
optimal for describing the commissioning activities.
If relatively small systems are defined the result will be a significant increase in the number of
relationships between systems and therefore it will be difficult to separate activities on a
system level. This means that a (large) number of systems will be needed to carry out a
single commissioning activity, resulting in inefficiency.
Consider the following example of a product export function spit into four systems (tank,
suction line, product export pump, discharge line):
Tank Eq check Looptest Fill- Leak test Test level

static trip trips
tests
Suct.line Cleaning Reinstate
pump Eq check Alignmt Bumptest Prime Start& Run-in

circulate pump
Disch line Cleaning Reinstate Looptest
The yellow boxes represent pre-commissioning activities, the blue boxes represent
commissioning activities.
Compare to:
Eq check Bumptest
Prod exp
syst1 Cleaning Reinstate Looptest Fill- Leak test Start& Test
static trip circulate system
tests
The pre-commissioning activities can be described well with the upper system definition, but
to carry out the first commissioning activity, filling the tank, all four systems are required.
Further more activities and vertical relationships are required to describe the commissioning
part of the work (inefficient).
The lower system definition is efficient, the commissioning activities can be described on one
line and the pre-commissioning activities represent the same work as in the upper case (no
loss of information).
If on the other hand, too large systems are defined, parallel sequences of commissioning
activities can be distinguished. This will often lead to the definition of sub-systems to reduce
the overall schedule time needed to complete all activities of the system.
Consider the following example of two product export functions (two different products)
combined to one product export system:
Eq check Bumptest
P1
Cleaning Reinstate Looptest Fill TK1- Leak test StartP1& Test sub
Prod exp static trip circulate system1
tests
Eq check Bumptest
P2
Cleaning Reinstate Looptest Fill TK2- Leak test StartP2& Test sub
static trip circulate system2
tests
In this case, it is clear that two separate commissionable systems can be identified, because
there are no vertical relationships between the commissioning activities and one part of the
system can be brought to RFSU status independent of the other part. In this case it is better
to define two product export systems.
Sub-systems
In cases where it is important to define smaller parts of a commissioning system that can be
isolated and made available for specific work execution, additional sub-systems can be
defined. This can be the case during turnarounds (TA).
Normally operations will not work on individual sub-systems, but if beneficial to the overall TA
Work (scope) execution sub systems can be defined to facilitate the scope execution and
pre-commissioning phase.
An example is to define heat exchangers in a feed preparation process system as separate

sub-systems as they can be bypassed and isolated and they are not immediately required
after starting up the unit. It is beneficial to predefine these sub systems and incorporate them
in the systemization master file as the knowledge to create them will be captured and it saves
time when the sub systems are needed for instance during the TA as a result of emergent
work.
2.4 Guidelines for Definition of Process Systems
2.4.1 Process Systems

A process/ utility system is a complete assembly of piping, vessels, rotating equipment,
instruments, electrical supplies etc. that has a singular purpose within a unit. A process/
utility system can be commissioned and brought to ready for start-up (RFSU) status to a
significant extent independently from other systems.
Process systems may be combined to (part of a) process unit before start-up and the
clustered systems (also referred to as Start-up (SU) Block) are normally started up in a
specific sequence, as required by the production process.
To identify process systems the following needs to be reviewed within a process unit (use
PFDs):
Functional blocks, each block has a different commissioning requirements
Circulations, to enable dynamic system testing to bring the system to RFSU status
Complex equipment, for each equipment a lot of commissioning (testing) work can be
involved
Review main functions of Feed supply, filtration, absorption,

process unit/ SU block heating, chilling (cryogenic), cracking,
gasification, reaction (synthesis), distillation,
recycle, product storage
Review circulation possibilities Compression system on recycle

for dynamic testing Column on internal reflux
Circulation absorber to regenerator and
back
Complex equipment Gas turbine, steam turbine, multistage
centrifugal compressor, reactor, furnace,
steam boiler
2.4.2 Utility Systems

To identify utility systems the utility services need to be reviewed. In principle each service
is a combination of systems (or Start Up block) that consists of systems that can be
dynamically service tested and put into operation isolated from other systems.
Utility services that serve the whole complex facility generally contain a utility generation part
(in utility area), a facility distribution network and utility distribution within the different process
plants.
For example Instrument air (IA); IA service may consist of following systems:
IA compression (Utility Generation)

IA drying (Utility Generation)
IA facility wide distribution network
IA distribution within process plant 1
IA distribution within process plant 2
Etc.
Example Utility Service : Cooling Water
Process Plant 2
CW distribution system Cooling
Water
Servicing total facility
Generation
CW Generation systems
Process Plant 1
CW distribution system
Inside plot process
plant 1
Example Utility Service : Steam

HP Stm
HP Stm distribution Generation
G
MP Stm distribution
Stm Turb Gen

MPS distribution
Inside plot Process Plant 1 LP Stm distribution
Condensate collection
Standard utility services may include the following:

Instrument Air Raw Water Demineralised water
Plant/ Tool Air Fire Water Boiler Feed Water
Nitrogen Potable Water VHP/ HP/ MP/ LP Steam
Fuel Gas Service Water Condensate
Flare Cooling Water

Flushing Oil Chilled Water
Heating Oil
A colour mark-up will be produced on one set of PEFSs showing all process and utility
systems. System boundaries will be clearly indicated. As far as practical, system end /
change points shall coincide with blinds / isolation points provided as part of the design. The
system end / change points shall also coincide as much as possible with the end / change
point of test and cleaning systems. It is recommended to set up and include the spade list for
temporary and permanent blinds required for commissioning. In line instruments and
controllers (instruments shown on the PEFS) shall be included in the process system
definition.
Generally, process and utility systems drive the WEFS development.
Mechanical Equipment
Mechanical equipment will be assigned the system number as indicated on the applicable
process system colour mark-up.
2.5 Guidelines for Definition of Non-Process Systems
2.5.1 Instrument Systems

Systems shall detail all HIPPS, IPS, Fire and Gas and control systems. Systems within the
control building, nominally up to the marshalling cubicle interface, will be defined consistent
with the scope of the original SAT (Site Acceptance Testing).
The following list provides some specific guidelines on assigning instrumentation items to
systems:
The break between instrument systems and process/ utility systems shall generally be at
the cable marshalling cabinets.
Subdivision will be applied to systems, which may serve more than one geographical
area, for example, multi core cables and junction boxes.
Individual cables and segment cables will be assigned system numbers appropriate to
the geographical area served.
External Field Bus segments will be assigned system numbers appropriate to the
geographical areas served.
Each field instrument loop will be assigned to the process system it serves.
Local indicators, pressure relief valves and other in-line devices will be assigned to the
process system they serve.
UPS, instruments and electrical supply to the telecommunication system will be assigned
instrument system numbers from the breaker at the main switchboard. This is due to the
anticipated involvement of instruments discipline in commissioning these systems.
2.5.2 Electrical Systems

Electrical systems are generally defined on bus bar and voltage level. On safety grounds,
system limits will be defined to ensure that power isolators (breakers) are always in the next
downstream system.
Equipment MCCs, isolators, control cables and associated instrumentation are assigned to
the process or utility system in which the mechanical equipment is located.
Lighting, small power / convenience outlets and essential services supplies will be assigned
system numbers from the main switchboard up to the local distribution board. Downstream
subdivisions will be carried out at site, where deemed necessary, on a plant area, building,
etc., basis.
The electrical system definition shall also take into account testing requirements, contractor
scope, and safety during construction, pre-commissioning and commissioning.
2.5.3 Telecommunication Systems

Telecommunications systems shall detail their interfaces with:
Instrumented systems (DCS, Fire and Gas, Emergency Shutdown, IPS, electrical
management, etc.)
The project supplied information technology systems and
The telecom company that supplies the telecom connection to the new facilities.
2.5.4 Civil/ Structural Systems

Each building will be considered as one system. Service items within the building (HVAC,
Fire and Gas, lighting, etc.) shall be considered as separate systems where appropriate. Civil
and structural steel are considered as systems on an area basis.
Sewage services are underground piping systems and they are normally regarded as civil
facilities.
Examples are:
Oily storm water sewer
Clean water sewer
Sanitary sewer
Any requirement for early handover must be recognized where the service is needed in
conjunction with pre-commissioning activities elsewhere on the unit or plant. For example, a
significant portion, if not the entire clean water sewer should be available for disposal of
water used for hydro testing and flushing as well as rainwater.
Often underground services have no isolation points at unit battery limits hence it is possible
that a complete Plant wide service is subject to one completion.
2.6 Interface systems

All interfaces to outside fence and inside fence interconnecting services shall be defined
to create the overview and to enable integration.
Outside Fence10
Examples:
External feed lines from third parties
External product lines to third parties
External electrical power cables
External telecoms
Inside Fence11
In principle each interconnecting line/ cable that is routed via a pipe rack connecting systems
in different geographical areas may be a separate system (different Contractor, timing, area)
Examples:
From process plant 1 to process plant 2
From process plant to product storage
10
External interfaces with the outside world, different company
11
Interfaces between plants/ areas, same company
Utility distribution network connecting utility area with the different process plants
Chemical distribution network connecting chemical storage with the different process
plants Electrical distribution network
Tie-ins
Tie-ins (connections to existing systems) are an integral part of the corresponding system,
unless otherwise specified. Tie-ins that are required independently of the corresponding
system, for example, tie-ins to third parties (electrical grid, feed stock lines, product lines etc.)
will be clearly marked and assigned a separate system number.
Only in case of tie-ins to existing lines, a hydro test pack may extend into existing systems.
2.7 System Numbering

Each system must be assigned a unique identification number. The system numbering must
meet certain format requirements in order for the system number to be usable in the
scheduling software as a means of numbering activities. The following procedure provides a
uniform approach to system numbering (and activity numbering) for green field, brown field
projects and turnarounds
Note: Variations on this system numbering can be applied as long as a unique number
is allocated to a system, and within a system unique activity numbers are defined.
Scope
Uniform system numbering applicable to both systemization for green field projects and
systemization for existing brown field organisations (e.g. systemization for Flawless
Turnaround)
Definitions
Character = Alpha-numerical characters like A-Z, 0-9
Digit = Numerical value 0-9
Letter = Alphabetic character A-Z
Constraints
Primavera Project Planner12 is one of the common used scheduling tools.
The maximum number of characters for the system number is eight taking into mind that
Primavera can accommodate activity numbers of maximum ten characters. This will leave
two characters for the activity sequence number for each system.
Constraints of the CAD package also need to be considered when developing the system
numbering scheme. Additionally, if system numbers will be added to other databases, e.g.
Intools, Winpcs, these requirements need to be considered as well.
Guideline
The following system numbering protocol or similar is advised to be used with Primavera
(P3)13:
Char: 1 2 3 4 5 6 7 8 9 10
A A A B B C C (C) D D
12
In case scheduling software other than Primavera Project Planner is utilised on a project, the system
numbering should be modified to meet the numbering requirements of that software tool.
13
To make large network easier to analyse, its helps to identify activities with a smart activity
numbering system. It makes analysing of the network schedules a lot easier if links (predecessors or
successors) can be recognized from the activity number.
Function Unit number Service Code (Sub) System Sequence Activity Sequence
reference indicator indicator
Unit number reference AAA

Three numbers used to identify the unit number by leaving the last zero out14.
Examples:
Unit 1400 AAA = 140
Unit 3400 AAA = 340
Unit 8380 AAA = 838
Process Train 2, unit 3400 ZAA = 234
Service Code BB
Two characters used to identify the service code of the process/utility system. A list of
commonly used acronyms is shown in appendix A. It is important to adjust the service code
to bring it in line with the acronyms used on the project/site PEFS.
Examples:
Boiler Feed Water BB = BF
Flare BB = F_ _ is one underscore _
st
1 Distillation system of BB = P_ P stands for process system
fractionation unit HCU
(Sub) System sequence indicator CC(C)

Two characters which distinguish between systems within one unit with the same service
code. The first C is a digit 0-9 and the second C can be either a digit 0-9 or can be letter A-Z
(except I and O15) depending on the use of sub-systems.
In case sub systems are used (or anticipated to be used for future turnarounds), it is
suggested to keep the first two Cs as identifier for the main systems as above and the third
C as the indicator of the sub-system (A-Z). The main system (e.g. 02) will then include as
well the all sub-systems (02A to 02Z) of that main system.
Examples:
Boiler Feed Water system 1 CC = 01 No use of sub systems on
Boiler Feed Water system 2 CC = 02 the project
st
1 Distillation system of fractionation CC = 01
unit HCU
nd
2 Distillation system of CC = 02
fractionation unit HCU
nd th
2 Distillation 14 sub-system of CCC = 02M Use of sub systems on the
fractionation unit HCU project; Maximum 99 systems
with each possibly 24 sub-
systems (I and O excluded)
should be sufficient for one unit.
Especially for Flawless Turnaround a systemization master file with sub-systems should be
created.
14
In case the unit numbering is of the format ##00 (where # is a digit; U-1100, U-3900, U-8800), this
leaves the opportunity to change the standard proposed numbering system from AAABBBCCDD to
ZAABBBCCDD (where Z can be a project identifier or train number and AA the shortened unit
number).
15
I and O are excluded as these characters are too similar to zero and one
Systems are defined from a commissioning point of view and will be as large as possible
parts of a unit with which Operations can make individual commissioning and start-up
progress.
Sub-systems may be defined as smaller parts of systems (i.e. one equipment, one special
instrument), which can be isolated and made available for Turnaround execution work as a
separate scope item. The sub-system will only be used in the turnaround if there is a specific
need for it.
Characters 1 to 8 together make up the unique system number.
Activity sequence indicator DD

The activity sequence indicator is strictly speaking not part of the system number but it is
important to mention here as it clarifies how it links to the 10 digit scheduling software (e.g.
Primavera) activity codes.
Using two digits (01-99) for the activity sequence indicator should be sufficient to reference to
all activities for one (sub-)system.
It can be considered to allocate certain ranges to dedicated steps of the project or

turnaround.
Examples:
Green field project
Pre-commissioning activities DD = 00 till 19 The ranges can be changed
Commissioning activities DD = 20 till 49 according to the number of activities
Start-up activities DD = 50 till 99
Referring to the 8-Step Flawless
Turnaround Turnaround approach
Shut-down activities DD = 00 till 09
Decontamination activities DD = 10 till 19
Scope execution activities DD = 20 till 59
Pre-commissioning activities DD = 60 till 79
Commissioning activities DD = 80 till 89
Start-up activities DD = 90 till 99
Examples
140CW0232 Unit 1400, Cooling Water system 2, Overall system, activity
32 (TA=scope execution activity; Project=Com activity)
th
400P_03D95 Unit 4000, Process system 3, 4 sub-system D, Start-Up
activity 95
905P_0205 Unit 9050, Process system 2, Overall system including all
sub-systems or not having sub-systems defined
330MS01A20 Unit 3300, Medium Pressure Steam, System 1, sub-system
A, activity 20 (TA= start of scope execution activity; Project=
start of Com activity)
3. Activity Definition
3.1 Work Breakdown
After the system definition has been completed (and hence the assets are broken up into
smaller parts) the process of defining activities for each system can be started. It is
recommended to start the activity definition after the system definition has been finished and
prior to determining the relationships between the activities of different systems.
What is an activity?
An activity is a predefined (biggest) piece of work, which can
be completed independent of other activities when certain
start conditions are fulfilled.
Executing an activity changes the status of a system
Dry functional testing (DCS available)
Fill a vessel (water available)
Start circulation (system ready for comm)
Operational tightness test
Inert a system (nitrogen available)
Important:
Identification of vertical relationships
(= between different systems)
All activities on all systems make up the total (defined) work to be executed for the entire
facility.
For the definition of activities two aspects are very important. The first is the level of detail
and the second is that all activities added together shall cover the complete work process
without any gap or overlap.
Asset and Work Breakdown

LEVEL of detail
Level Asset Breakdown Work breakdown
Structure Structure
Increase in level of detail

0 Complex Total CSU (/ TA) scope of work
1 Plant/ Area PC - CM SU RU
2 Process Unit Groups of activities vertically
(/Start-up block) grouped (in multiple systems)
3 Commissioning/ Operational Sequential activities horizontally
System grouped (within same system)
4 Sub-system (multiple tag) Activities
5 Single tag item (Equipment/ Tasks
component)
6 Parts (no tag) Actions
This means that the complete work process could be described as one activity, but also as
thousands of activities depending of the level of detail. The optimum is when the level of
detail is such that it can be easily utilised to plan and control the execution of the work
process. It also means that all the relationships can be indicated between the various
activities.
The activities will normally be defined as sequential steps per system. Sometimes two or
more parallel strings of activities can be distinguished. In that situation it is strongly advised
to check the system definition for the size and limits and consider splitting into two separate
systems whose activities can be carried out in parallel.
According to what has been discussed above an activity can be defined as a predefined
(biggest) piece of work, which can be completed independent of other work, when certain
start conditions are fulfilled. Execution of an activity changes the status of a system from a
defined starting point to a defined end point, i.e. a system that is mechanically erected and
critical items removed becomes upon completion of the cleaning activity a clean system
and upon reinstatement a cleaned and closed system.
After completion, the activity will result in start conditions for other activities.
3.2 Guidelines for Activity Definition

Activities provide a description in more generic terms of work to be performed and, as such,
can be regarded as a summary description of a sequence of tasks that need to be carried out
to do the work (and complete the activity), i.e. the activity describes what has to be achieved,
the tasks describe how it will be carried out. Details on the tasks comprising the activity need
to be worked out in detailed CSU procedures/ work instructions. The identified activities can
be the chapters in these procedures.
Example: Tightness Test

Example activity: Tightness Test is piece of work, which can be
completed independent of other activities
Tightness
Test
Walk down system and check Tasks to be

What has to isolations at system limits
be achieved? Connect hoses for temporary N2 covered by
connection procedures or
All flanges where leaks are to be instructions
monitored are to be taped
Activity Pressurize with N2 up to 25% of Test P
consists of a Maintain pressure for 1 hr, monitor
number of tasks pressure decline Experienced
Pressurize with N2 up to 50% of Test P operator is able to
Etc. write procedures
How is it Depressurise (keep inert) based on activity
carried out? Disconnect temporary facilities definition
The activities will be the building blocks for the development of the logic and work execution
flow schemes (WEFS), but will also be used to specify other requirements (human resources
including vendor support, special tools, temporary equipment, utilities, etc.).
Activity definition will thus be the basis for many more steps in preparation for the CSU
phase.
In order to come to a well-balanced activity definition the main functions and requirements of
systems need to be reviewed first.
Review main function for system Gas Circulation / Transfer Compressor

Chemical Process Reactor
Liquid Circulation / Transfer Pump
Product Separation Distillation Column,
overhead section & bottom section (reboiler)
Heating Furnace
Power Generation - Gas turbine
Steam Generation - Boiler
Review special requirements Reactor catalyst loading
Refractory dry out
Special cleaning
Drying and preservation
Liquids or gases
Utility requirements
Tools and materials
Thinking in main system functions helps in identifying the system specific activities and
prerequisites. Then defining the activities can start using a project activity list template. The
listed activities should be checked later against the generic CSU activity sequence (see
further in this paragraph).
The level of detail of an activity definition should be such that the activity description provides
enough information to a qualified operator and/or commissioning engineer to split up the
activity into one or more tasks, which are developed into detailed CSU procedures at a later
stage.
The following lists give an overview of standard activities for the pre-commissioning,
commissioning and start-up phases. These are the kind of activities that are found in every
CSU plan.
Typical mechanical completion/

pre-commissioning activities
CLEANING COUPLE
Water flushing
Air blowing ALIGN
Steam blowing
Chemical cleaning TEST (F&G)
(Lube/seal) Oil flushing
Mechanical cleaning EQUIPMENT CHECKS
High pressure jet cleaning
VESSEL CLOSURE
REINSTATE
ENERGIZE (SWITCHBOARD)
LOW PRESSURE LEAK TEST
DRY OUT/ PRESERVE
LOOP CHECK
DRY TEST (AUTOMATED)

CONTROL FUNCTIONS
Typical commissioning & start- up activities
OPERATIONAL TIGHTNESS TEST CHECK, VERIFY
PURGE/ INERT STOP, DEPRESSURIZE
RUN PUMP, FAN ETC. DRY-OUT REFRACTORY
DYNAMIC TEST WARM-UP/ BOIL-OUT
FILL, OPEN, CLOSE ACTIVATE
REMOVE BLIND, DUMMY BLOCK IN SYSTEM
PRESSURIZE SWITCH
CIRCULATE PUT IN OPERATION,

TRACING, LUBE OIL ETC.
LINE UP
The activity description can also include all preparation work and must be linked to the
previous and the next activity without any gap or overlap.
Cover Total Work Scope

It is very important that the identified activities cover the total work
scope: NO GAPS
Prepare for Tightness Reinstate

Tightness Test Test
16 hrs 8 hrs 4 hrs
Prepare for Tightness

Tightness Test Test
16 hrs 12 hrs
Tightness
Test
28 hrs
Walk down system and Pressurize with N2 up to 25% of Test P Disconnect temporary facilities
check isolations at system
Maintain pressure for 1 hr, monitor pressure
Connect hoses for decline
temporary N2 connection
Pressurize with N2 up to 50% of Test P
All flanges where leaks
Etc.
are to be monitored are
taped Depressurise (keep inert)
In this example the bottom line single tightness test activity represents exactly the same
amount of work (in terms of tasks to be done and activity durations) as the upper line
Prepare -Tightness Test - Reinstate. For efficiency reasons and overview it might be better to
list just the activity Tightness Test as one activity, as long as no gaps or overlaps are
introduced in the sequence of activities, however splitting it up as above is not wrong.
It needs always to be verified that the activity definition serves as a logical basis for task
definition, i.e. when the activities are worked out in tasks, this should follow a logical
sequence of work also, with no gaps. The activity then is a roll up of tasks, like in the
example above.
Commissioning and start-up activities relate in most cases to a set of standard activities per
system.
Generally, the system is first walked down and the status is checked (Evaluate), i.e. all pre-
commissioning testing is completed. Then the system will be prepared (Compile, Connect) to
enable component testing (pumps, instruments, etc.). Next the system is charged with a test
medium and energized (pressurized) to establish a liquid or gas flow for system testing under
dynamic conditions. It is possible that at this stage some controllers can also be checked and
tuned.
Next in the generic sequence are the more complicated system safeguarding tests (for which
it may be necessary to combine and line up related systems first). In all of these steps the
components of the system will be tested with increasing severity of process conditions,
varying from benign test media via mild process conditions to normal operating process
conditions. A testing program needs to be developed to structure all the testing activities in
component tests, (complex) system tests, unit and plant tests
This approach can be summarized in the steps listed below

Generic Commissioning & Start-up Activities Sequence

1. Evaluate & Check Status
2. Compile
3. Connect
4.
5.
Charge (test) medium
Energize
Structured Single discipline
6.
7.
Establish flow & circulate
Dynamic system testing / trip testing
Testing!! Component
tests
8. Inert
9. Replace with process medium
10. Circulate on process medium Integrated multi
11. Ramp up temperatures and pressures disciplinary
12. Feed cut in & Tune, Stabilize system tests
13. Operation at low throughput
14. Operations at maximum throughput Integrated multi
15. Trip testing & failure recovery disciplinary
16. Test Emergency Mode plant tests
17. Operating modes testing
18. Reliability test (initial period of Operation)
19. Performance test
20. Performance measurement, lessons learnt and changes
21. Declare system ready for controlled production
This set of standard activities can be used as a check list for earlier defined activities or can
be used to start with and adjust for specific system requirements. The 21 steps above are
typical for commissioning and start-up with the exception that for start-up the steps for one
system are more related to steps of another system for the execution. A couple of systems
may need to be integrated in order to progress with the start-up activities; start-up activities
tend to be multiple system/ unit related rather than single system related.
3.3 Inter Relationships Between Activities

Once activities have been defined, relationships between activities need to be identified.
These relationships may be:
horizontal relationship between activities on the same system, usually sequential; or
vertical relationships between activities on different systems.
Relationships are usually of the type finish to start (FS), but can also be start to start (SS;
activities start at the same time), or finish to finish (FF; activities finish at the same time)16.
The objective is to create a realistic road map of activities, to be represented in a WEFS and
to derive a realistic CSU schedule.
Vertical logic relationships between activities on different systems are not only hard technical
links but can also belong to a different category:
Technical
To inert a system Nitrogen is required
To start up a boiler, Boiler Feed Water is required
Process flow relationships
HSE
Connect to flare before introducing hydrocarbons in the process plant.
Safety systems (Fire and Gas, Fire Fighting equipment, sprinkler etc) and
communications systems fully operational during commissioning phase
16
There is also a Start to Finish relationship (SF, successor activity must be started in order to finish
the predecessor activity), but that is very rarely used.
Minimize flaring: Downstream HC system on internal circulation in hot standby mode

before feed is introduced to upstream system
Commissioning/ Operation philosophy

Pre-commissioning activities on basis of temporary systems
Constraint
It is not possible to commission two steam turbines at the same time (lack of resources
and vendor support; same for Gas Turbines)
It is not possible to commission two cold boxes of an Air Separation Unit at the same time
Quantities of imported media, e.g. water supply for pre-commissioning
Contract
Commissioning (e.g. functional testing) and start-up activities shall be executed from the
DCS
Note: It is important is to list all premises made regarding relationships, keep track and
verify!!
Activity Size Versus Relationships

Defining too small activities will result in a high number of activities and horizontal
relationships, as compared to vertical relationships. In this case, the activities can be better
defined as tasks, with a number of tasks grouped into activities. If activities are defined too
large, it is not possible to properly define all vertical relationships between activities thus
requiring these activities to be broken down into smaller activities.
3.4 CSU Activity List

The deliverable of the activity definition step is an activity list for each system. A typical
system could have twenty or more (pre-) commissioning and start-up activities.
One activity list will be prepared per commissioning / operational system. The activity list is a
spreadsheet containing the following information per activity:
1. Activity number: this is the system number plus two additional characters (see
system numbering section)
2. Activity: concise description of the work
3. Description: column to provide detail behind the activity for procedure writing
4. Clarifying Notes/Remarks: any clarification to the activity description and/ or special
items to be listed regarding safety, special tools, first fills, temporary equipment,
vendor requirements, etc.
5. Phase: indicate project execution phase: pre-commissioning, commissioning, start-
up, ramp-up, initial operations
6. Relationships: indicate relationships with other systems (link to activity)
7. Duration: estimated duration of the activity
8. Calendar: indicate calendar for pre-commissioning, commissioning, start-up work, i.e.
10, 16 or 24 hrs/day
9. Estimated Man hours: calculated on the basis of human resources required to
execute the activity and the activity duration.
10. Human resources, which people (skills, discipline) are to execute the activity
All activities listed on one system jointly define the total scope of work to be done on the
particular system. All testing activities (component tests as well as (complex) system tests)
should be included in the activity lists.
While making the activity listings it is important to indicate relationships with activities in other
systems as well as the need for special tools, temporary facilities and consumables. For
schedule development it is also required to indicate preliminary durations as well.
Examples of activity lists are included in Appendix C.
Activity sheets can also be used as a basis for writing procedures and/or work instructions.
4. Work Execution Flow Scheme

4.1 Work Execution Flow Scheme Setup and Development
All the information contained in the activity lists can be visualized into a CSU execution road
map, also called Work Execution Flow Scheme (WEFS).
The WEFS is a chart, showing the logical sequence of activities to be performed in all
identified systems and therefore the total scope of CSU work. It includes all horizontal and
vertical logic links between activities, and reflects interfaces with OSBL and temporary
systems.
The WEFS is initially set up on an E-size (44 inch x 34 inch) or A0 size (1189mm x 841mm)
drawing; one E- or A0 size drawing can display up to 75 systems.
WHAT is a Work (Execution) Flow Scheme?
WFS-WEFS: full Work Description in Discrete Blocks between a well

defined Starting Point and End Point for well defined Assets
Schematic Diagram showing:
1. The total facility, split into systems (on vertical axis)

2. The work scope, split into activities (on horizontal axis)
3. Relationships (logic links) between activities (horizontal, vertical)
WFS: FEED Phase CSU philosophy

WEFS: EPC Phase CSU execution
After the system definition is done and the number of systems is known for each plant/ unit,
some thought needs to be given on how to divide the systems over the drawings:
In case of a small unit (less than a total of 75 utility and process systems) one WEFS
can be developed
In case of a large complex consisting of multiple plants (each 100-150 systems) we
may need to develop two sheets per plant.
The layout is such that on the left hand side of the drawing all the systems are listed
vertically, starting with basic utility systems17 first, then the rest of the utility systems18, then
auxiliaries19 and finally the process systems.
17
DCS, power, instrument air/ tool air, etc, supporting the (pre-)commissioning of the rest of the utility
systems and pre-commissioning of process systems
18
Cooling water, Steam and Condensate systems, etc, supporting the commissioning of process
systems
19
Flare, Drain, Fuel Gas, etc., supporting the start-up of process systems
Work Execution Flow Scheme
Activities
Systems
Relationships
A WEFS is a logic chart showing systems, activities

and logic relationships
WEFS Development
Make sure that all logic link references between the different sheets of WEFSs (when
applicable) are consistent.
Make sure that all testing activities are incorporated into the CSU logic and reflected
on the WEFS.
The drawing should be readable from left to right, meaning that the X-axis represents
a (non-linear) timeline. Therefore, try to avoid backward relationships when linking
activities.
Make sure that the CSU philosophy is well reflected in the WEFS.
Do not show durations of activities on the WEFS in any format, since this does not
contribute to the readability of the drawing and in general it is a good practice to avoid
duplication of information for reasons of document maintenance.
CSU philosophy
Maximize uncoupling of activities; temporary equipment

Downstream process systems or units and Storage tanks should
be commissioned (RFSU) before an upstream system is first
started up
Maximize putting downstream systems or units in hot standby
mode (internal circulation at less severe conditions) before final
feed cut in of upstream system
Ramp up system (unit) after stable operation of downstream
systems (units) is achieved at turndown conditions
Minimize flaring
Maximize testing to prove systems and train operators
In case of multiple plants: Identify the relationships between
activities in the various plants; this is crucial for the integrated
plan!!
WEFS Completion, Ownership and Maintenance

After completing the WEFS(s), it, and the activity lists, should be well communicated
to and reviewed by the CSU team members to ensure that:
o Everybody understands the CSU execution road map;
o The CSU road map is fully developed and complete; and
o The philosophy of the CSU team is well reflected.
Changes made to the logic need to be implemented into the activity lists as well.
After the review the WEFS is frozen as a revision 0 work logic that is used to start
producing the CSU schedule.
A document control (Management Of Change, (MOC)) procedure should be in place
after the CSU logic is frozen and issued to the planning engineer. All changes to the
logic need to be well communicated with the planning engineer.
WEFS technical contents: ownership by CSU team.
WEFS document: ownership by Lead Planning Engineer after the first cycle of review
by the commissioning and start-up team.
4.2 Work Flow Schemes
4.2.1 Work Flow Scheme: Roll up of WEFS

In case of large grass roots complex projects with multiple plants, separate Work Flow
Schemes (WFSs) may be created to reflect the higher level work flow logic (similar to the
various levels of the CSU schedule) to give an overview of the CSU phase for different levels
of people on the project:
Level 0 WFS20 is the overview for project management, i.e. Project Manager
Level 1 WFS is the overview for CSU management, i.e. CSU Manager
Level 2 WFS is the overview for CSU asset teams, i.e. CSU Leaders of the different
plants
20
Only level 3 WEFS is suited for execution of activities, therefore the high level logic charts are
referred to as Work Flow Schemes. (WFS)
Level 321 WEFS is the lowest detail of WEFS for use by the people on the work
floor, i.e. shift supervisors.
Activities (level 4) within the same system that have only horizontal links with each other can
be grouped together to bigger (level 3) groups. It is recommended to build the WEFS based
on level 3 groups to maximize the overview of CSU activities and to keep it as simple as
possible.
To create the level 2 WFS we define groups of level 3 group activities, across multiple
systems. This process is called roll-up. In this case we may loose vertical links. Again for
creating the level 1 WFS we roll-up the level 2 etc. The higher-level activity always consists
of a group of lower level activities. The CSU schedule is set up with the same approach.
This grouping is visualized in the WFS/WEFS by drawing circles, boxes or clouds around the
activities that are grouped together. These clouds are put in a different layer to enable
switching on and off.
4.2.2 Work Flow Scheme: High Level CSU Work Plan

The methodology as explained in this document can also be used to create an overview of
the CSU phase of large green field complex projects during the project specification or basic
engineering phase (or even conceptual phase), a high level CSU work plan or road map.
The difference with the WFS as described in the paragraph above is that in this case the
WFS is the lowest level of logic developed, it is not a roll up of a lower (level 3) WEFS.
Block schemes or initial Process Flow Schemes are used to identify SU blocks, i.e. parts of a
unit that can be started up individually.
Typically SU blocks are put on the vertical axis of the WFS and the phases pre-
commissioning, commissioning, start up, ramp up are used as activities22.
The aim is to frame the CSU phase of the project and generate information (via high level
CSU schedule (planning model), see next chapter) on:
CSU philosophy (determine main steps for CSU)
CSU total duration
Project milestones
Critical path
Hand over sequence of systems, SU blocks or units
Interfaces
Resources
This information can be used for early decision making and also can be used for the
Engineering Procurement and Construction contracts.
21
Note level 3 and level 4 are both based on single activities, the difference is that in level 3 the
horizontally linked level 4 activities (within the same system) are grouped and it still shows all the
vertical links.
22
Since very rough building blocks are used to develop the logic, the CSU can be optimized when
building the detailed CSU execution logic in the detailed engineering phase of the project, because the
logic links can be defined more accurate.
3 Key benefits of developing a High Level Work Plan
1. Confirmation of the design for CSU

2. Definition interfaces with other facilities / organizations
3. Basis for the CSU planning model:
Project milestones
System Turn Over
Utility profiles
Production profiles
Resources
Temporary facilities (power gen. mobile compressors)
External utility supplies / alternative feeds for testing
5. CSU Schedule Development

5.1 CSU Network Schedule
A planning model:
Consists of Activities that are logically linked describing a work process for an Asset from a
defined starting point to a defined end point with a Timeline and Resources
The CSU schedule should be a clear reflection of the CSU phase, containing all of the work
scope, resources, contractual milestones, logical relationships and interfaces with the outside
world. It should present the timeline of the CSU phase. The schedule should be built in is
such a way that it is telling the story of the CSU.
The information from the activity lists and the WEFS is used to produce a CSU network
schedule for the facility. Actually, the WEFS can be read as a PERT chart. When durations of
activities are added as well as start dates for commissioning per system, a Gantt chart (a
popular type of bar chart that illustrates a project schedule) can be produced from the data.
The CSU schedule can be used as a tool to optimize the CSU phase and decision making
(based on facts) and is an enabler to control the project:
Sequence of hand-over; start-up driven asset completion23
Logic evaluation, estimating product in tank date, first shipment date or other milestones;
Critical path analysis for the CSU and early identification of potential problem areas
What if? scenario studies (potentially resulting in fall back plans)
Estimate of the number of resources, by assigning man power (disciplines) to the single
activities
Identification, timing and duration of vendor/ specialist support required at site
Levelling (balancing) of man power
Alignment of the different parties of one organization
Status, progress, forecast monitoring and driving the execution of the agreed plan.
But beside this normal schedule information, the schedule can also be used to generate
information on:
Monitoring of potential problems;
Utility requirements and/or production;
Logging of identified novelties and complexities;
Logging of % mitigation for novelty and/or complexity items;
Adoption of durations for novelties and complexities (in line with % mitigated);
Timing and assigning of specialist and or vendor representatives;
Timing and identification of utilities (service, quality, amounts, etc.);
Workday (shifts) evaluation;
Coinciding events
Identification of hazards
Basis for HSE in transition programs.
Typically the CSU schedule is not directly linked to the construction schedule.
Reasons for this are mainly that commissioning and start-up is performed by another
organization (often the owners involvement becomes leading) and the calculation units of
23
This also means handover from construction to CSU team or when systems are not handed over
(e.g. power supply) it defines the date when the power shall be available for testing of other systems.
days for engineering up to construction has to be changed to hours with several calendar
(shift) changes. It is necessary though to have a CSU schedule available as early as
possible. Because the construction schedule and the CSU schedule are two independent
schedules some clear interfaces between these two schedules need to be defined (for
example, start and end points of the schedules and information transfer). It is recommended
that in a project control procedure the interface and the transfer of data is outlined to avoid
misunderstandings between the various key stakeholders.
5.2 Basic Guidelines for Building and Maintaining a CSU Schedule

Set up of CSU Schedule
The basis for setting up the schedule will be the activity sheet for each system and the
WEFS. Since we have set up a unique numbering systems for each activity the same
numbering system must be applied in the schedule. From the activity sheets the detailed
level 4 schedule can be developed. The level 4 schedule is the working schedule for the
project. The level 3 schedule should be rolled up from the level 4 schedule, showing
relationships between systems. Level 2 schedules are rolled up to typically show the
relationship at section of a plant (or blocks). Level 2 schedules are very useful for reporting /
analysis of the project on management level. Level 1 schedules (rolled-up level 2 schedules)
reflect very simply the status of the project in only a few lines.
The activities in the CSU schedule should have a weight based on man-hours. The physical
progress should be measured in tasks completed.
It is recommended that a complex or novel activity, as identified in the FSI module novelty
and complexity be marked in the schedule. One can now add a risk factor percentage of
mitigation to the duration of this activity duration. Meaning that if the novel or complex item
level of mitigation is increased the duration of this activity could be corrected (reduced)
accordingly.
Resource Loading
It is highly recommended that the CSU schedule is resource loaded. After building the initial
schedule based on the activity sheets and WEFS, critical resources need to be added to the
schedule, like operators and critical CSU support staff like process control engineers, etc.
After loading of the critical resources, the resource loading profiles of the project need to be
analyzed for each critical resource. It should be checked if the numbers required look
reasonable (as being expected), and that the availability of that resource matches the
requirements. If requirements are too high or there are high peaks, Primavera has the option
to level the resources. This will indicate if it is possible to execute these phases of the project
within the allocated timeframe and with the required / available resources.
Complementary to normal scheduling for CSU some other information can be linked to the
schedule model such as utility requirements, storage capacity, production flows. These can
be placed in time now, for better understanding / scheduling.
Analysis
A critical path analysis should be carried out on the level 4 schedule. The most important
check is do I see in here what I expect to see? A large number of activities with a large float
are suspicious and need to be verified for missing logic links (links between activities).
It is highly recommended to introduce key milestones to the CSU schedule. The milestones
are defined as hammock activities. Milestones have to be evenly distributed over the
complete duration of the CSU phase. These milestones should be seen as schedule lead
indicators (LIs).
On a large complex project it is recommended to build a network of smaller schedules, for

example, if a project consist of multiple process units one could build a schedule for each
process unit and one for the integrated systems. These schedules should then be integrated
as a schedule network.
Management of Change
A management of change procedure should be developed and agreed to control changes to
the schedule. It is very important that any changes made are depicted in the activity sheets,
WEFS and the schedule. Consistency of these three documents is important for success.
5.3 Network Structure

The next table gives an example of such a structure that allows controlling as well as
reporting the on the basis of a network schedule (This is on Primavera Project Planner
basis)
Description / Code: Number of Description (full) / remarks

category Characters
Plant / Area PLNT 4 Plant (or part of / area)
Unit UNIT 4 Unit number

System SYST 8 Process / Utility system
Responsibility RESP 4 Person / organization responsible for that
activity
Discipline DISC 2 Discipline
Phase PHAS 2 PC/ CM/ SU/ RU/ PM, i.e.Pre-Comm /

Comm / Start-up / Ramp-up/ Prod Mode
Level of activity LEVL 5 Activity may be part of more levels; 0, 1, 2, 3
and/ or 4
Level 3 groups LVL3 4 Identify level 3,4 acts. to be grouped in level
3 hammocks
2 hammocks
1 hammocks
0 hammocks
Location LOCA 3 Identify location of the activity (when Area,
unit needs more detail)
Project phase STEP 2 Identify Phase of project or Train (i.e.
Phase/ Train 1 or 2)
Vendor rep VEND 1 Yes or no vendor representative required.
Vendor name can be identified as a
resource.
Proto type PROT 1 Yes or no prototype system / activity
Complex act. COMP 1 Yes or no complex system / activity

Subcontract(or) SUCO 3 Subcontract identification
Blank
Blank
Blank
Extra Custom Activity codes to be used are:

Start-up blocks SUBL 3 Further detailed start-up blocks identification

Mitigation MITG 3 Indicates percentage of mitigation complex /
prototype systems on durations
Train identification is either in activity code (1st character) or WBS structure (1st character)
To make large networks easier to analyse, its helps to identify activities with a smart
activity numbering system. It makes analysing of the network schedules a lot easier if
links can be recognized from the activity number. Reference is made to Section 2.6,
system numbering.
6. Turnaround
PLEASE NOTE THAT THIS CHAPTER IS IN DEVELOPMENT AND NEEDS TO BE
ALIGNED WITH THE FLAWLESS TURNAROUND MODULE
6.1 The Eight Steps of a Turnaround

It is required to control a turnaround (TA) that in a number of cases includes one or more
projects. Systemization is required to provide a well defined TA road map and TA integrated
schedule.
In brown field TA (revamp) projects the following eight distinct phases can be distinguished:
1 & 8: Pre- and Post-Turnaround

2 & 3: Shut-down & Decontamination
4 & 5: Scope-execution and Pre-commissioning
6 & 7: Commissioning & Start-up
Compared to a green field project, a brown field TA (or revamp) project has additional
phases in which different type of work needs to be executed. In case the scope execution in
a brown field project can be considered the equivalent to the construction phase of a green
field project and the post turnaround the equivalent to initial operations, the additional steps
are steps 1-3 in the picture below:
The 8 steps of a Turnaround

Plant Unit System Sub-system
Step 1:
Pre Step 2:
Turnaround Shut Down Step 3:
Decontamination Step 4:
RFSD:
Scope
Ready For Execution
Shut Down RFO:
Release From
RSO Operations
Ready to Start
Operation Step 5:
Pre-
Step 6: Commissioning
Step 8: Step 7: Commissioning
Post Start Up MC:
Mechanical
Turnaround RFC Complete
RFSU: Ready For
PA: Commissioning
Ready For
Plant
Acceptance Start Up
1: Pre-Turnaround
In the pre-turnaround phase the unit or plant is prepared for shutdown. At the end of this
phase the plant is Ready For Shut-down (RFSD).
2: Shut-down
RFSD is the actual start of the turnaround and the units will be shutdown independently. The
shut down activities are unit related activities, i.e. feed cut out affects the whole unit.
3: Decontamination
After shutting down the unit will be decontaminated, the decontamination activities are
related to systems within the unit.
Typical decontamination activities are:
Decontaminate
o Steam-out/ purge with nitrogen
o Flushing (water/ soap/ chemical as applicable)
o Rinse
o Drain
o Depressurize
Check for Hydrocarbon free
De-energize
o Electrical motors
o Steam and E-tracing
Isolate for scope execution
After decontamination all energy sources are confirmed to be isolated and the systems are
Released From Operations (RFO) (in some cases also called Released To Construction
(RTC)). The systems are handed over from operations to the maintenance team that actually
carries out the scope execution.
In the scope execution phase all scope items of the turnaround are executed, and after pre
commissioning (equipment checks, component functional testing, initial leak testing) the TA
scope item is declared mechanically complete (MC) on an individual basis. When all scope
items within an operational system become MC, then the system becomes Ready for
Commissioning (RFC).
In the commissioning phase the systems are prepared for start-up.

Typical activities are:
System walk down
o PEFS check
o Operations safety checks (relief valves, PPE, safety showers, fire fighting
equipment)
o Check caps and plugs, drain and vents
Instrumentation tests
Energize
o Electrical motors
o Steam and E-tracing
Dynamic testing (when required: rotating equipment running tests on benign fluids,
i.e. water/ nitrogen)
Dry-out (furnace refractory curing)
Tightness testing (verify system internal / external tightness)
Oxygen freeing
De- isolate (pull isolation blinds)
Line up checks (for SU)
The CSU activities in brown field projects are very similar to the CSU activities in green field
projects, the difference is that in brown field projects there are two execution phases that are
system based, decontamination as well as commissioning phase.
6.2 Decontamination and Commissioning Systems

For decontamination, systems can be defined to suit best the methods of decontamination.
For commissioning, systems can be defined to suit best the dynamic testing / tightness
testing requirements (testing circuits).
Note: Ideally, an identical system definition can be used when describing decontamination as
well as commissioning activities.
It is important is identify all activities to be executed; system definition shall always support
these anticipated activities during execution phases of a green field or brown field project.
Commissioning24 is leading; most likely several commissioning systems can be
decontaminated together.
24
In green field projects commissioning consists of a significant amount of (dynamic) functional testing
of systems with test media to prove correct functionality.
This is not so much the case in brown field projects since the system dynamic behaviour is in most
cases well known and the system related activities may be limited to tightness testing/ oxygen freeing.
7. Software to Support Module Systemization

Software is available to support systemization and the building of a (pre-) commissioning and
start-up WEFS and schedule. This software enables multiple users and user groups to
investigate possible scenarios, develop mitigation actions and contingency plans based on
what / if questions and can be used as a progress tracking tool for both CSU as well as
operations organization readiness (for example, link to procedure writing).
7.1 Microsoft Excel

Microsoft Excel is used for the creation of activity lists. The reason being that via excel data
can be imported into the scheduling tool.
7.2 Microsoft Visio

Microsoft Visio is the preferred tool for developing the WEFSs.
Microsoft Visio is a drawing tool with no extra intelligent capabilities.
It is used by operations, process and project people together to depict the activity sheets in a
WEFS.
7.3 Primavera Project Planner

Primavera Project Planner is the preferred scheduling tool. This software package is used
throughout the engineering world and is most common for its planning and scheduling
capabilities with large numbers of activities.
Primavera can also supply a PERT chart (a network diagram) of a schedule, showing
activities and relationships. However the readability of these charts is not straightforward
since they require long lengths of paper. People that use a logic chart can therefore not use
these print outs for easy tracking or publishing and as said readability is very limited.
8. Relations to Other FSI Modules

In general, FSI aims at risk management by flaw mitigation, the ultimate goal is no delay
(surprises) during start-up .Key words: IN CONTROL.
Initially, project teams define the final Key Performance Indicator(s) for each Q area, the path
to meeting the final KPI is developed (Q plans with intermediate lead indicators).
All of this FSI related work will result in a minimum of surprises during the CSU phase and
therefore a manageable CSU phase.
Activities and timing are built into each CSU plan to verify the quality of work done in the
preparation phase.
8.1 Tightness
Each CSU plan will have tightness testing activities performed during pre-commissioning and
commissioning, i.e. stepwise pressuring up a system with benign fluids ultimately close to
operating pressure. In pre-commissioning this could mean a low-pressure leak test using air,
during commissioning operational tightness testing using nitrogen verifying internal and
external tightness.
Adhering to the Tightness Q plan will result in a minimum of leaks during commissioning and
start-up and therefore will make the schedule more predictable.
The system PEFSs could be used as a starting point for the development of tightness test
packages. During the system definition phase, as a minimum a check needs to be done to
verify that the bulk of the tightness packages (> 99%) are not crossing any system
boundaries.
8.2 Cleanliness
The cleanliness aspects are addressed in the flushing, blowing, jetting and/or steam blowing
activities during the pre-commissioning phase. A clean build philosophy and mindset will
result in minimum cleanliness issues. In each CSU plan verifications on system cleanliness
shall be built in (visual inspections, pulling strainers, start-up screens etc.).
The systems PEFSs should be used as a starting point to develop the details for these
activities. During the systems definition phase as a minimum a check needs to be done to
verify that the bulk of the cleanliness packages (> 99%) are not crossing any system
boundaries.
8.3 Integrity
The integrity of rotating equipment, static equipment, instruments and electrical components
are verified during all component testing in the pre-commissioning and commissioning
phases. In principle all equipment and components will be tested under increasing severities,
from static testing with benign fluids to dynamic testing with process media under operating
conditions.
Adhering to the Integrity Q plans for the various disciplines will result in a minimum of
integrity issues during (pre-)commissioning and start-up and therefore will make the schedule
more predictable.
8.4 Novelty and Complexity

The mitigation process of novelty and complexity issues may result in additional testing
activities. These tests shall be incorporated in the activity sheets, WEFS and schedule.
It is recommended to mark a complex or novelty related activity in the schedule. One can
now add a risk factor percentage of mitigation to the duration of this activity duration.
Meaning that if the novel or complex item level of mitigation is increased the duration of this
activity could be corrected (reduced) accordingly.
8.5 Testing
Structured and fit for purpose testing during the (pre-)commissioning and start-up phases of
the project increases the likeliness that the systems and ultimately the facility will perform
consistently and according to the design intent with minimum disturbance during the first
operational cycle.
Testing represents a significant part of the total work scope during the CSU phase of the
project and identified tests should be embedded in the logical sequence of CSU activities, a
test confirms that the preceding activities have been concluded satisfactorily.
The Testing Pyramid

Performance Test Run
Ramp-up
Facility
Dynamic testing (process)
Process technology test
Start/stop test
Failure recovery test
Unit Start-up Modes
Dynamic testing (test medium)

Safeguarding check
Steam boiler test
System Commissioning Furnace test (air)
Novelty test
Complex system test
test of control circuits
Water run test
N2 test
Bump test Run in / Vibration test

Tray leak test
Construction Stroke control valves
CR HVAC test
Component Completion Instrument Loop Check
Control loop test
Safeguarding check
FAT
SAT
Manufacturing Shop test
Component Tightness
Cleanliness
Structured testing programs in accordance with the test pyramid will define the (static)
component tests, the (complex dynamic) system tests, unit tests and plant or facility tests. All
identified tests will be integrated into CSU activities or a stand-alone CSU activity depending
on the scope and type of test/ activity.
Example:
Testing a pressure transmitter (component) can be part of an operational tightness
test activity.
Testing a pump can be part of a establish circulation activity.
A unit performance test can be a stand-alone activity.
Testing in Relation to Systemization

Prove design intent and integrity
Identify what to test (scope) and how to test (execution activity)
Develop structured testing definitions that directly result in
specific testing activities
input to the CSU plan
CSU plan provides the integrated activity logic & timeline when to
test
What is the status of the system at start of the test?
What are the requirements in terms of utilities, resources, vendors etc.
Example: a dynamic test of a compressor system on N2 as test medium will require at least a
mechanically complete status (all Pre-commissioning activities completed), auxiliary systems
(lube oil, seal gas) fully operational as well as a relief to safe location. Also vendor rep at site
mechanical completion = Component Testing

Commissioning = Dynamic system Testing
Start-up = Unit / Plant Testing
Ramp-up = Plant / Facility Testing
As said previously (see system definition) commissioning or operational systems are

identified on the following basis:
Functional blocks, each block has a different commissioning requirements
Circulations, to enable dynamic system testing to bring system to RFSU status
Complex equipment, for each equipment a lot of commissioning (testing) work can be
involved
Testing WS
System definition
Define circulations/
steps (part of CSU)
Activity
description
List tests within those
(system/unit tests)
Logic development
Plant CSU Schedule
Interactions btwn units
Utility interactions
Facility test
Integration,
Combination of ind.
logics & schedules Keep the circulations / steps & test philosophy already in mind
while defining your systems !
8.6 Coinciding Events

A coinciding event can be found in the various integration aspects. These integration aspects
are visible on the WEFS and via the schedule. The WEFS in a complex project (multiple
process plants) is a user-friendly tool to depict the site integration aspects on a system level,
section level and process plant level. This tool has been proven to be successful in
communicating the various integration issues.
8.7 Health Safety and Environment

During implementation of the project there is a constantly changing work environment and
systemization helps to identify the HSE in transition and mitigating actions that are required
to assure a controlled and safe execution of work. There needs to be a well communicated
plan regarding:
Permit to work,
qualifications of people (e.g. who can energize systems or issue permits),
physical barriers (regarding commissioning or when transition of care, custody and
control has taken place for a system),
guiding safety rules (EPC or Owner rules),
required PPE,
access to work area etc.
Appendix A. System Numbering: Service Codes
Utility / Process Commodity Description Commodity Code Systemization

Service Code
Electrical & electrical supply EL_ EL
Buildings BLD BL
Civil CIV CV
Fire and Gas Detection FGD GD
Safeguarding SGD CS, Combined with DCS
Structural STR CV, combined with Civil
Telecoms TLC TC
Instrumentation / DCS DCS CS
Instrument Air IA_ IA
Tool Air TA_ TA
Fire Water FW_ FW
Raw Water RW_ RW
Service Water SW_ SW
Potable Water PW_ PW
De-mineralized water DW_ DW
Hot Water Supply HW_ HW
Hot Water Return HW_ HW
Emergency Cooling Water ECW EC
Closed Cooling Water Return CCW CW
Closed Cooling Water Supply CCW CW
Cooling Water Return CW_ CW
Cooling Water Supply CW_ CW
Chilled Water Return CH_ CH
Chilled Water Supply CH_ CH
Boiler Feed Water BFW BF
Boiler Blow down BB BB
Very Low Pressure Steam VLS AS
Low Pressure Steam LS_ LS
Medium Pressure Steam MS_ MS
High Pressure Steam HS_ HS
Very High Pressure Steam VHS VS
Intermediate Pressure Steam IS_ IS
(Clean) Condensate C__ C_
(Clean Low) Pressure Condensate LC_ LC
(Continuous Oil) Contaminated Condensate CC_ CC
Non Contaminated Condensate NC_ NC
Steam Turbine Condensate SC_ SC
Potential Contaminated Condensate PC_ PC
Utility / Process Commodity Description Commodity Code Systemization

Service Code
Closed Drain CD_ DC
Open Drain OD_ DO
HTF Drain HD_ DH
Waste Water WW_ WW
Sanitary Sewer SS_ SS
Flare F__ F_
Nitrogen N__ N_
Defrost gas DF_ DG
Fuel Gas FG_ FG
Fuel Oil FO_ FO
Flushing Oil Return FO_ OF
Flushing Oil Supply FO_ OF
Hot Oil Return HO_ OH
Hot Oil Supply HO_ OH
Heat Transfer Fluid Return (=Heating Medium) HTF HT
Heat Transfer Fluid Supply (=Heating Medium) HTF HT
Refrigerant R__ R_
Refrigerant Ethylene RE_ RE
Refrigerant Propylene RP_ RP
Process P__ P_
Process Gas PG_ P_
Process Liquid PL_ P_
Process 2 phase P2_ P_
Appendix B. Guidelines to Determine the Scope of a System

B.1 Process and Utility Systems
All process and utility systems are logical groups of components designed to perform a
specific operating function within the configuration of the plant.
B.1.1 System Boundaries

a) System boundaries are typically divided at a manual isolation valve in a piping
configuration:
1. Where there is an interface of two systems and one isolation valve, the valve shall be
included in the system that supplies or provides the service to the other system under
the accepted start-up logic. This applies even if that valve was design engineered into
the other system.
2. Where there is an interface of two systems and two or more isolation valves, the
system boundary of the system that is providing the service to the other system will
include only the first isolation valve.
3. Where there is an interface of two systems and no isolation valves, the system
boundary of the system receiving the service will include the piping between the two
systems to a major isolation header of the system providing the service.
b) Each piping reference on a PEFS to or from another PEFS should be checked to establish
which PEFS will have the system boundary. This will eliminate having piping spools and
valves in more than one system.
B.1.2 Standard Items typically Included in Process Systems

a) Sampling lines to the isolation valve on the sampling unit, but excluding this valve.
b) Seal and make-up water supply from the first isolation valve on the branch line of the
supply, but excluding this valve.
c) Instrument air supply from the first isolation valve on the branch header of the air supply,
but excluding this valve.
d) Power supply breakers, raceway and cable, to electrical components.
e) Inputs to monitoring, control and protective functions.
f) All instruments, raceway, and cable connected to the piping within scoped boundaries.
g) All rotating and stationary equipment within the piping boundaries.
h) Vents and drains from the first isolation valve on the branch line of the main header but
excluding this valve.
B.1.3 Heat Exchangers

Heat exchangers should be considered as part of only one system. The concept of one
system providing the service and one system receiving the service shall be the basis of
placing that heat exchanger in the appropriate system. Since the heat exchanger is always
identified with the system that it heats or cools for, it is identified with the receiver system.
Therefore, if a heat exchanger requires the service water system to remove the heat from the
closed cooling water system, the heat exchanger is identified with the closed cooling water
system since it receives a service. Similarly, if a heat exchanger requires the condensate
system to provide cooling for the steam seal system, the heat exchanger is identified with the
steam seal system.
Since the scoping of valves associated with a heat exchanger is sometimes confusing, the
following four guidelines are suggested:
a) Where the service system has manual isolation valves to the heat exchanger, the service
system shall be scoped to include these valves.
b) Where the service system has a control valve or motor-operated valve interfacing with the
heat exchanger, these valves will be scoped with the heat exchanger, since they are
controlled by inputs from the receiving system.
c) Where the service system has both manual isolation valves and control or motor-operated
valves interfacing with a heat exchanger, the manual isolation valves will be scoped with
the service system and the control or motor-operated valves scoped with the heat
exchanger as part of the receiving system.
d) Where there are no valves in the service system interfacing with the heat exchanger, all
piping back to the service system header will be scoped with the heat exchanger as part
of the receiving system.
B.1.4 Cooling Water Systems

These systems primarily contain pumps and heat exchangers that provide heating or cooling
to the system. The piping boundaries are as follows:
a) Main supply and branch headers that provide cooling to other systems in normal service.
b) Branch headers providing make-up or back-up supply from and including the first isolation
valve on the header.
B.1.5 Steam Generating Equipment

The steam and fire sides are scoped into separate systems, as follows:
a) The steam side begins at the economiser inlet, includes the waterwalls and drum(s), and
ends at the superheater outlet header.
b) The fireside include the FD fans, overfire / underfire / primary air fans, air heaters and
ductwork leaving the unit and terminating at the beginning of the flue gas treatment
equipment. In combined cycle installations with an isolation damper installed between the
combustion turbine and the steam generator, the fireside begins at the downstream side
of the isolation damper.
c) The steam side extends to and includes the unit drain isolation valves. Excluded are
branch headers after the first isolation valves to feed pump turbines, soot blowers, plant
heating, etc.
B.1.6 Main and Reheat Steam Systems

a) All main steam header piping and branch headers to the first isolation valve (valve
included) from the main component supplying steam up to the turbine stop valves (valves
excluded). All turbine stop, intercept and control valves are scoped with the turbine.
b) Excluded are branch headers, except those to traps and drains, after the first isolation
valve to items such as feed water pump turbines, gland sealing system, condenser air
removal system, auxiliary steam system, etc. These headers are scoped with the
respective system to which they are supplying steam.
B.1.7 Gland Sealing Steam and Exhaust

a) All piping from root valve(s) of gland steam supply(ies) to turbine seals, but excluding root
valve(s).
b) All piping from turbine seals to condensing units, including exhaust fans on condensing
units.
c) All drain pipes from turbine casing drains, turbine stop, control and intercept valves to
condenser.
B.1.8 Extraction Steam

a) All main and branch headers from turbine casing to feed water heaters and main
condensers.
b) All other branch headers to first isolation valve, including valve.
B.1.9 Ventilation Systems

Ventilation (HVAC) systems are predominantly building oriented, for example, the turbine
building ventilation. However, not all fans are directly involved in the main airflow stream of
the building ventilation. Therefore, the following will apply:
a) All fans, ducts, filters and dampers required for air balancing supply and/or exhaust fans
will be scoped the same as the main building ventilation system.
b) All fans, ducts, filters, and dampers that operate independently of the main airflow stream
or merely re-circulate part of the main airflow stream will be scoped as a subsystem of the
main building ventilation system.
B.1.10 Auxiliary Circuits Associated with Rotating / Hydraulic Equipment

It is sometimes tempting to identify auxiliary circuits (such as compressor seal or lubricating
oil circuits) as separate systems. However, it is usually best to include these within the
system containing the compressor itself it is unlikely that significant parallel activities can
be carried out on these circuits without the compressor itself being in commission, and vice
versa. The auxiliary system is regarded as part of a bigger system, i.e. a compressor system,
gas turbine, etc.
B.2 Electrical and Instrument Systems
B.2.1 Offsite Power Systems

The off sites will typically be limited to incoming transmission lines, buses and circuit
breakers that are required to energise the yard. Transformers may be involved if they are
other than auxiliary and main unit transformers. Protective relaying required to energise the
off sites will typically be included with the off sites system.
B.2.2 Auxiliary and Main Unit Transformer System

The auxiliary and main unit transformer system will included the transformers, all auxiliaries,
all transformer protection and transformer feeds on both the high and low sides up to but not
including the first device (circuit breaker, disconnect switch, removable links, etc.) that can
isolate the transformer. The method of isolating the main generator should be determined on
a case-by-case basis.
B.2.3 Power Distribution Systems

a) Each voltage level will typically be scoped to include all components necessary to provide
distribution at that voltage.
b) First-level voltage distribution within the plant will typically include the incoming breaker(s)
or disconnect switch(es) to the auxiliary transformer(s), auxiliaries, relay protection, low
side distribution buses, incoming feeder breakers and bus tie breakers.
Note: Outgoing system voltages will typically include the distribution buses for the system
voltage, the step down transformer (including auxiliaries) supplying the voltage along
with its high side breaker, all distribution bus incoming breakers from the step down
transformers, all bus tie breakers, and all associated relay protection.
c) Subsequent system voltages will typically include the distribution buses for the system
voltage, the step down transformer (including auxiliaries) supplying the voltage along with
its high side breaker, all distribution bus incoming breakers from the step down
transformers, all bus tie breakers and all associated relay protection.
Note: Incoming breakers from auxiliary generating units and outgoing breakers to motors
and lower voltage systems will typically not be included.
d) Motor control centres (MCCs) will typically include MCC buses, incoming feeder breakers,
supply breakers on load centres and any MCC tie breakers. Outgoing breakers will not
be included. They will typically be included with the system they service.
B.2.4 Auxiliary Generating Systems

Auxiliary generating systems will typically include the generating unit and its associated
equipment, supply breakers to distribution buses and step-up or step-down transformers, if
any, between the generating unit and distribution buses. Any associated relay protection will
also be typically included.
B.2.5 Instrument AC Systems

Instrument AC systems will typically include instrument AC transformers, high side breakers,
panels, incoming and tie breakers, inverters and inverter DC supply breaker. Outgoing
breakers from the panels will typically not be included.
B.2.6 DC Systems
DC systems will typically include AC supply breakers to the source of DC generation, storage
batteries, DC buses and panels, breakers on panels for incoming DC bus supplies and bus
ties. Outgoing breakers from the DC buses and panels to DC equipment will typically not be
included.
B.2.7 Distributed Control or Monitoring Systems

a) Equipment scoped within the boundaries of the basic system will typically include power
supplies, buses, operator stations, programmer stations input / output (I/O) modules,
process control stations, data links and process interface units up to field terminations.
Generally the DCS / Field break point will be the field side of the marshalling cabinets or
home run terminal boxes. Each unit configuration will require case-by-case review.
b) System boundaries will typically be designated:-

1. Cables from field devices and equipment of only one start-up system to the I/O
interface (typically a programmable logic controller (PLC), multiplexer or I/O rack)
should be scoped with the system associated with the field devices and equipment.
2. If cables from several systems terminate in a common junction box and a
multi-conductor cable connects to the I/O interface, scope the multi-conductor cable in
the distributed control or monitoring system.
3. Where a single monitor input monitors activities of more than one system for
switchgear breakers, the cable is scoped with the associated bus.
B.3 Typical Scoping Examples
TYPICAL ELECTRICAL SCOPING

System A
Tie to External power supplier
Power Circuit Breaker
Line Cutouts
OFFISTES
Main Transformer ON SITES

Disconnect Links
System Primary transformer

System
C
B
System
D Switchgear / bus
System
System E
G
System
F
Transformer / bus
M
Generator
Load
System
H MCC / bus
System
I
M Load
TYPICAL MECHANICAL SCOPING
SYSTEM
E
SYSTEM
A
SYSTE
M SYSTEM
C D
SYSTEM
B
TYPICAL SCOPING WITH ONE ISOLATION VALVE
SYSTEM
A SYSTEM
B
TYPICAL SCOPING WITH TWO OR MORE ISOLATION VALVE
SYSTEM
A
SYSTEM
B
TYPICAL PROCESS SAMPLE SCOPING
SYSTEM
E
SYSTEM
F
COOLING SAMPLING UNIT

WATER
SYSTEM SYSTEM
A D
SYSTEM SYSTEM
C B
TYPICAL HEAT EXCHANGER SCOPING
SERVICE
WATER
SYSTEM
A
CLOSED
COOLING HEAT
WATER EXCHANGER
SYSTEM B
SERVICE
WATER
SYSTEM
A
Appendix C. CSU activity list template and example
Following is a template and example of an activity list. The activity list is set up per
commissioning system and the listed activities as well as the logic relationships are the basis
for developing the WEFS.
The activity list can also contain data to build the CSU schedule from, like resources per
activity and activity duration.
Template CSU activity list:
"CSU activity list

template.xls"
Example: Water Distiller Column as part of a Water Distillation Unit
"U3400 activity
list_example.xls"
Appendix D. Systemization Work Process
Identification/ C&SU
Procedure
Generation
Premises:
Define assets limits
Define Work Process
Start/end point 2 Work Break down 3 CSU Roadmap
Define CSU activities Work logic
1 Asset Break down per Commissioning Integration (process
system plants/units, utilities &
Define offsites, interfaces with
Commissioning - Activity description outside fence assets)
systems - Logic relationships
Work Execution Flow
- Resources/ vendor
Marked up PFS Scheme (WEFS)
support/special tools
Marked up PEFS - Temporary facilities
System list - Durations 4 CSU Planning
model
Include Testing
scope! Tool for managing CSU
execution /interfaces
CSU activity list per
system Primavera model
Construction CSU Schedule

Schedule CSU driven Optimization
completion
Appendix E. Guideline for developing Work Execution Flow

Scheme
E.1 Purpose of WEFS

During the development of the Commissioning and Start-up (CSU) phase of a project there is
a typical order in which activities are carried out:
Definition and mark up of systems
Definition of system activity sheets
Development of a logic diagram; a CSU execution road map
Development of the schedule (e.g. with Primavera)
The logic diagram is called a Work Execution Flow Scheme, or WEFS.

It is a chart, showing the logical sequence of activities to be performed in all identified
systems25 and therefore covers the total scope of CSU work. The links between these
activities are also shown. These links can be within the Contractors scope but can also
represent interfaces with
outside battery limits,
other ICs or EPCM interfaces
outside plot (fence)
temporary systems
other trains (if not included in this WEFS)
The WEFS does not show durations or time data, however, it does read from left to right
when following a logical sequence of events.
It is the task of the contractor to generate the WEFS to include Pre-commissioning,

Commissioning and Start-up.
However, the IC/EPCM contractors are not responsible for the technical content of the start-
up phase in the WEFS; Company provides information on start-up activities and logic for that
phase.
A WEFS serves several purposes:

1. It is an aid during the development process of the CSU plan.
2. It is the basis for the Primavera model.
3. The WEFS is also used as a communication aid to clearly visualise
interdependencies within the project scope to management, CSU teams, etc.
4. Lastly, the WEFS provides important information to the teams who need to integrate
the CSU planning from different contractors into one complex plan.
The system definition and the CSU activity lists enable the WEFS to be generated, and both
the WEFS structure and CSU activity lists content provide the data necessary for
constructing the Primavera model, covering the activities within the contractors scope.
25
a work flow scheme (WFS) can also be used for combination of systems, such as start-up blocks
26
e.g. Project Spec part III ch 5
27
T-13.377.420
WHAT is a Work (Execution) Flow Scheme?
WFS-WEFS: full Work Description in Discrete Blocks between a well

defined Starting Point and End Point for well defined Assets
Schematic Diagram showing:
1. The total facility, split into systems (on vertical axis)

2. The work scope, split into activities (on horizontal axis)
3. Relationships (logic links) between activities (horizontal, vertical)
WFS: FEED Phase CSU philosophy

WEFS: EPC Phase CSU execution
Work Execution Flow Scheme
Activities
Systems
Relationships
A WEFS is a logic chart showing systems, activities

and logic relationships
E.2 Drawing and Developing WEFS
E.2.1 Layout
The following describes the typical layout of a WEFS. It, and the guidelines to follow, are
based on years of experience within SGSI, and serve to make the WEFS accessible and
easy to read and understand. Use the template and example files provided below as
illustrations.
On the left hand side of the drawing all the systems inside the contractors scope are listed
vertically in the main body of the drawing, starting with non-process systems first28, then
basic utility systems29, then the rest of the utility systems30, then auxiliaries31 and finally the
process systems. The upper area of the drawing is reserved for three areas:
a) The milestone area; where all relevant milestones are to be shown.
b) The interface area for all activities outside the Contractors scope (e.g. flare, other
ICs activities).
c) The interface area for all activities inside the Contractors scope. This is applicable
when more than one WEFS is necessary to cover all the systems in the area. For
clarity it is highly recommended to divide up this interface area into sub-areas, each
corresponding to another WEFS.
The WEFS is initially set up on an A0 size (1189mm x 841mm) drawing;

one A0 size drawing can display up to 75 systems. In case the drawing does not fit on the
length of 1189 mm, the length of the drawing can always be increased.
After the system definition is done and the number of systems is known for each plant/unit,
some thought needs to be given on how to divide the systems over the drawings:
In case of a small unit (less than a total of 75 utility and process systems) one WEFS
can be developed
In case of a large complex consisting of multiple plants (each 100-150 systems) we
may need to develop two or three WEFS per plant. In this case try to combine
systems and start-up blocks in one drawing in such a way as to minimise links
between drawings.
The following documents are provided to help generate a readable WEFS. Moreover, by
following the guidelines a consistent set of WEFS across the project will be obtained:
a) a VISIO file of a WEFS template (including one of U-3400 by way of example)32
"WEFS template.vsd"
b) a PDF file of a complete WEFS (example)
Visio-WEFS ULSD
example logic.pdf
This example is taken from an older project and does not contain some of the refinements
developed later and discussed in this guideline. However, it gives a good overview of the
layout.
28
Field Auxiliary Rooms, DCS, Fire & Gas detection, electrical distribution systems, Civil & Structural
systems (when important for the CSU execution logic)
29
Instrument air/ tool air, raw water, fire water etc, supporting the (pre-)commissioning of the rest of
the utility systems and pre-commissioning of process systems
30
Cooling water, Steam and Condensate systems, etc, supporting the commissioning of process
systems
31
Flare, Drain, Fuel Gas, etc., supporting the start-up of process systems
32
Note that this template consists of two sheets:
Sheet 1 is a blank template, Sheet 2 is the example for a Water distillation Unit 3400, consisting of
three systems
E.2.2 Guidelines
In this section some guidelines are given on how a WEFS can be developed.
M i l e s to n e A : O v e ra ll S ta t u s & B: C: D: E: F: G : H: I: J: K: L: M: N: O : P: Q: R: S: T: U: V: W: X: Y: Z: AA: AB : AC : AD : AE: A F: AG : A H : O v e r a l l S ta tu s & A I: M i le s to n e

E xt e r n a l L i n k s E xt e r n a l L i n k s
S y s te m S y s te m
R E F ER EN C E S R EF E R E N CE S
& EX T ER N A L f rom OS B L fr o m O S BL & E XTE RN A L
L IN K S f r o m O S BL s y st e m s sy s te m s fr o m O S B L fr o m O S B L L IN KS
s y s te m s fr o m O S BL f rom OS B L 1 3 5 5 R Fe e d 25 58 D sy s t e m s sy s t e m s
to OS B L sys s y st e m s 20 55C
17 55R l C C LG O 0 1 0 1 B Fl a r e sy s te m s 26 58 R 09 61 B Lube Oi l 18 5 13R
0 2 02B N 2 06 49 B H 2 11 21B V ent Gas 22 45B 27 47 R 10 6 6B H 2 28 4 6R
4 4 ISB L D HT 2 0 3 07B C W 12 21C V ent Ga s 23 46B 28 47 1R 1 6 0 8 2 B G ly c o l 29 5 52R
0 7 5 0 B H C L iq u i d
S u bs ta t/d i str f rom OS B L s y s 0 4 0 8 1 B G ly c o l 08 65 B H 2 1 9 7 0 R L S An a l 24 47B 30 5 53R
D C S /Sa fe ty 3 3 56D 0 5 6 0 B L u b e O il 21 10B H 2 fr o m O S B L s y s 31 6 7R
W a te r f o r Fl u s h 3 4 59D
S ys tem s 36 30 R 32 6 71R
3 5 591 D
P SS R to b e I n it ia l B a r ri e r Fl u id fr o m O S B L s y s N o r m a l B a r r ie r fr o m O S B L s y s
A ir f o r b l o w in g N 2 fo r O 2 f r e e G ly c o l Su p p ly G as Oi l S uppl y C a t a l ys t Su p p ly O f f sp e c P r o d u c t O n s p e c P ro d u c t
c o mp le te d s uppl y 1 4 6 4 B G ly c o l Flu id s u p p ly 15 51 B A dd Inj
t ie in r e a d y
63 A O S B L 1 B u i ld s y s te m / 2 Fl u s h in g 3 M C / P r e p d o c s/ 4 V e r if y st a t u s /l in e 6 3A O S B L
D H T 2 S to rm li n e s TO S y s te m u p - p u t in D H T2 S t o r m
o p e r a ti o n
S e wer S e we r
t ie in r e a d y
10 A O S B L 1 B u i ld s y s te m / 2 Fl u s h in g 3 M C / P r e p d o c s/ 4 V e r if y st a t u s /l in e 1 0A O S B L
D HT 2 S e we r li n e s TO S y s te m u p - p u t in D H T2 S e w e r
o p e r a ti o n
COS COS
t ie in r e a d y
07 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 6 W a l kd o w n / 7 - 9 L e a k t e st - 1 0 Ve r i f y st a t u s / 0 7A O S B L
D HT 2 C oo- li n e s TO S y s te m p r e p a r e s ys t e m - c o m m H T- lo ck li n e u p - f ill - D H T2 C o o -
c o n n e c t - fl u s h B LB V p r e s s u r iz e - p u t
l in g W a te r f r o m s ys t e m s ys t e m s t a n d b y l i n g W a te r
t ie in r e a d y
04 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 -7 W a lk d o w n / 8 V e r if y s ta tu s / lin e 0 4A O S B L
D H T 2 U ti l it y li n e s TO S y s te m p re p a r e s y s te m - up-purge- D H T2 U ti l i ty
c o n n e c t- l e a k t e s t- p r e s su r iz e - p u t
A ir A ir
OSBL INTERCONNECTING to/from DHT-2

l oc k B LB V s ys t e m i n o p e r
t ie in r e a d y
05 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 -6 W a lk d o w n / 7 V e r if y s ta tu s / lin e 0 5A O S B L
D H T 2 In - li n e s TO S y s te m p re p a r e s y s te m - up-purge-c hec k D H T2 In -
c o n n e c t- l e a k t e s t/ D P - p u t s ys t e m i n
s tr u m e n t A ir c om m oper s tr u m e n t A i r
t ie in n o t r e a d y
02 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 -6 W a lk d o w n / 7 - 8 O 2 f r e e - lo c k 9 V e r if y s t a tu s / li n e 0 2A O S B L
D HT 2 li n e s TO S y s te m p re p a r e s y s te m - B LB V up-purge - D H T2
c o n n e c t- l e a k t e s t p r e s s u r iz e - p u t s y s
N it ro g e n in o p e r a t io n N i tro g e n
t ie in r e a d y
03 A O S B L 1 - 2 B u i ld s y s te m / 3 S te a m b lo w i n g 4 M C / P r e p d o c s/ 5 -7 W a lk d o w n / 8 V e r if y s ta tu s / lin e 0 3A O S B L
D HT 2 20 0# li n e s -p r e p f o r TO S y s te m p re p a r e s y s te m - u p - p r e s s u r iz e - p u t D H T2 2 0 0 #
OSB L INTERC ONNECTING to/from D HT-2
b lo w i n g c o n n e c t- l e a k t e s t s ys t e m s t a n d b y
S te a m S t eam
t ie in r e a d y
09 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 6 W a l kd o w n / 7 - 9 C o m m H T- 1 0 Ve r i f y st a t u s / 0 9A O S B L
D HT 2 LP li n e s TO S y s te m p r e p a r e s ys t e m - i so la t e t r a p s /l o c k li n e u p - f ill - D H T2 L P
c o n n e c t - le a k t e s t B L B V - f ill l in e p r e s s u r iz e - p u t
C ond R et ur n s ys t e m s t a n d b y C o n d R e tu r n
Interfaces:
28 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 8 W a l kd o w n / 8 V e r if y st a t u s /l in e 2 8A O S B L
D HT 2 Liq li n e s TO S y s te m p r e p sy s - c o n n e c t - u p - fi ll- p r e s s u r iz e - D H T2 L iq
le a k te s t - c o m m p u t sy s t e m
B D /S l o p s H T- l o c k B L B V s tandby B D /S lo p s
t ie in r e a d y
01 A O S B L 1 B u i ld s y s te m / 2 C hec k 3 M C / P r e p d o c s/ 4 - 6 W a l kd o w n / 7 - 8 C o n n e ct - 9 V e r if y s t a tu s / li n e 0 1A O S B L
D H T 2 F l a re li n e s c l e a n li n e s s TO S y s te m p r e p a r e s ys t e m - c om m / purge t o u p - p u r g e -p u t D H T2 F l a r e
lo c k B L B V - B LB V D H T s ys t e m i n
r e m o v e i so b li n d o p e r a t io n
t ie in r e a d y
16 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 6 W a l kd o w n / 7-8 O 2 f ree- 9 V e r if y s t a tu s / li n e 1 6A O S B L
D HT 2 F uel li n e s TO S y s te m p r e p a r e s ys t e m - c om m H T u p - f il l- p r e s su ri z e - D H T2 F u e l
C o n n e c t - le a k te s t p u t s y st e m
G as s ta n d b y Gas
t ie in r e a d y
17 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 6 W a l kd o w n / 7 O2 f ree 8 V e r if y s t a tu s / li n e 1 7A O S B L
D HT 2 li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2
N a tu r a l G a s N a tu ra l G a s
Process & utility links from other units/

s ta n d b y
t ie in r e a d y
21 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 6 W a l kd o w n / 7-8 O 2 f ree- 9 V e r if y s t a tu s / li n e 2 1A O S B L
D HT 2 V e nt li n e s TO S y s te m p r e p a r e s ys t e m - c om m H T u p - f il l- p r e s su ri z e - D H T2 V e n t
G a s to V 8 6 0 s ta n d b y G a s to V 8 6 0
t ie in r e a d y
10 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 5 W a l kd o w n / 6 - 8 O 2 f r e e - le a k 9 V e r if y s t a tu s / li n e 1 0A O S B L
D HT 2 H 2 li n e s TO S y s te m p r e p a r e s ys t e m - t e s t- c o m m to u p - f il l- p r e s su ri z e - D H T2 H 2
C onnec t B LB V p u t s y st e m
m ak e up s ta n d b y m ak e up
t ie in r e a d y
11 A O S B L 1 B u i ld s y s te m / 2 A ir b l o w in g 3 M C / P r e p d o c s/ 4 - 7 W a l kd o w n / 8 V e r if y s t a tu s / li n e 1 1A O S B L
D HT 2 F eed li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2 F e e d
c o n n c t - le a k t e s t- p u t s y st e m
fr S to r a g e c om m to B LB V s ta n d b y fr S to r a g e
Logic links (=
t ie in r e a d y
D HT 2 H G O li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2 H G O
plants of the facility, outside fence,

P r odu c t c om m to B LB V s ta n d b y P r od uc t
t ie in r e a d y
D HT 2 H G O li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2 H G O
to H C U c om m to B LB V s ta n d b y to H C U
t ie in r e a d y
D H T 2 S to v e li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2 S t o v e
O i l to S to r c om m to B LB V s ta n d b y O i l to S to r
D HT 2 W as h li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2 W a s h
W tr fr V 3 4 1 2 W tr fr V 3 4 1 2
dependencies,
c om m to B LB V s ta n d b y
t ie in r e a d y
temporary systems
D HT 2 S o ur li n e s TO S y s te m p r e p a r e s ys t e m - u p - f il l- p r e s su ri z e - D H T2 S o u r
Vertical
W tr to R C C U c om m to B LB V s ta n d b y W tr to R C C U
6 3 IS B L 0 F lu sh in g 1 M C /P r e p d o c s / 2-3 W al k dow n/ 4 V e r if y st a t u s /l in e 6 3 ISBL
S to rm S e w e r T O Sy s t e m p r e p a r e s ys t e m - u p - p u t in S t or m S e wer
R e m o v e p lu g a t o p e r a ti o n
BL
1 0 IS B L 0 F lu sh in g 1 M C /P r e p d o c s / 2-3 W al k dow n/ 4 V e r if y st a t u s /l in e 1 0 ISBL
S e wer CO S T O Sy s t e m p r e p a r e s ys t e m - u p - p u t in S e we r C O S
R e m o v e p lu g a t o p e r a ti o n
BL
R e g u la r W tr S u p
0 6 IS B L Fi r e 0 F lu s h i n g 1 M C /P r e p d o c s / 2-6 W al k dow n/ 7 V e r if y st a t u s /l in e 0 6 I S B L F ir e
W tr /D e l u g e / T O Sy s t e m p r e p a r e s ys t e m - u p - p u t in W tr /D e l u g e /
link relationships)
is o la te - r e m o v e o p e r a ti o n
U ti li ty W a te r b li n d - Fl u s h - L e a k U ti l it y W a te r
t e st
0 7 IS B L 0 F lu s h i n g 1 M C / Pr e p d o c s / 2 W a l kd o w n / 4 C om m H T 5 - 6 Fl u sh f r o m 7 V e r i fy s t a tu s/ li n e 0 7 ISBL
C ooling T O S ys t e m p r e p a r e s ys t e m s y st e m - le a k te st u p - f il l- f lu s h - C o o li n g
p r e s s u r iz e - p u t i n
W a te r o p e r a t io n W at er
U L SD
Utilities
0 4 IS B L IB L U T I 0 4 ISBL
0 A ir b l o w in g 1 M C / P r e p d o c s/ TO 2 - 4 W a lk d o w n / 5 V e r if y s t a tu s / li n e
U ti li ty A i r TO S y s te m p r e p a r e s y s te m - u p - p r e s s u r iz e - p u t U ti l it y A i r
r e m o v e b lin d - le a k in o p e r a t io n
tes t
0 5 IS B L In - 0 A ir b l o w in g 1 M C / P r e p d o c s/ 2 - 3 W a lk d o w n / 4-5 C om m 6 V e r if y st a t u s /l in e 0 5 I S B L In -
s tr u m e n t A ir TO S y s te m p r e p a r e s y s te m - in s t r u m - le a k t e s t u p - p r e s su r i z e - s tr u m e n t A i r
r e m o v e b lin d p urge-c hec k D P -
p u t in o p e r a t io n
0 2 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 - 3 W a lk d o w n / 5 C o m m in st r u m - 6 V e r if y st a t u s /l in e 0 2 ISBL
N it ro g e n TO S y s te m p r e p a r e s y s te m - le a k t e st - p u r g e / u p - p r e s s- p u r g e - N i tro g e n
r e m o v e b lin d c hec k O 2 c h e ck O 2 - p u t in
o p e r a t io n
0 3 IS B L 0 S te a m b lo w i n g 1 M C / Pr e p d o c s / 2 W a l kd o w n / 3-4 C om m 5-8 w arm up 9 C h e ck f o r 1 0 - 1 1 V e r i fy 0 3 ISBL
2 0 0 # S te a m T O S ys t e m p r e p a r e s ys t e m in st r u m - le a k te s t s lo w l y- p r e s s - te st sn u ff in g s tm s ta t u s / lin e u p - p u t 2 00# S t eam
t raps o p e r a t io n in o p e r a t io n -
rec hec k t raps
0 9 IS B L L P 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 7 C o m m in st r m - 8 p u t t r a p s in 9 - 1 0 V e r if y st a t u s / 0 9 IS B L L P
C ond R et ur n TO S y s te m p r e p a r e s y s te m c om m H T -rem s erv i c e li n e u p - p u t in C o n d R e tu r n
b l in d - f lu s h b a c k- o p e r a t io n - r e c h e c k
le a k t e s t t raps
0 8 IS B L 0 A ir b lo w in g f o r 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3-6 C om m 7 - 1 0 F ill w it h 1 1 Ve r if y st a t u s / 0 8 ISBL
G l yc o l s k id /f in e c le a n f o r TO S y s te m p r e p a r e s y s te m in st r u m - P re p P P g ly c o l- f lu s h - r e p l li n e u p - G ly c ol
h eader s e r v ic e - l in e u p f i lt e r s- c o m m p r e s s u r iz e - p u t i n
S y s te m R V 's - le a k te s t a ir c o o le r s o p e r a t io n S y s te m
3 9 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 C o m m in st r m - 6 - 7 O 2 fr e e - le a k 8 - 1 1 F ill w it h f lu i d 12-13 C om m H 2 1 4 V e r if y s ta t u s / 3 9 ISBL
S e a l B a r ri e r TO S y s te m p r e p a r e s y s te m c o m m H T - lin e u p tes t u n d e r N 2 -f l u sh - b la n k - c o m p l fl u s h li n e u p - S e a l B a r r ie r
R V 's re p l f i lt e r s- p r e s s p r e s s u r iz e - p u t i n
F lu i d S y s te m te s t - p r e p P P s e r v o p e r a ti o n F l u i d S y s te m
General Auxiliaries
2 8 IS B L L i q 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 6 C o m m in st r m - 7 V e r i fy s t a tu s/ li n e 2 8 I S B L Liq
B D f r V 39 23 TO S y s te m p r e p a r e s y s te m c o m m H T - le a k u p - p r e s s u r iz e - p u t B D fr V 3 9 2 3
t e s t- r e m o v e b l in d in o p e r a t io n
U LS D
0 1 IS B L 1 C hec k 2 M C / Pr e p d o c s / 3 W a l kd o w n / 4 - 7 C o m m H T- 8 - 9 C o m m in st r - 1 0 - 1 4 F il l d r u m - 1 5 O 2 f re e 16-18 R em ov e R FS U 1 9 V e r if y s ta t u s / 0 1 ISBL
F la re c le a n lin e ss T O S ys t e m p r e p a r e s ys t e m P r e s s w i th a ir - I n s ta l l t e m p p r e ss > 5 0 kp a - te m p co n n e c ti o n - li n e u p - p u t in F lar e
l eak tes t- c o n n e c t io n t o s a f e p rep P P s erv -pre- R e m o v e b li n d - o p e r a ti o n
b lo w d o w n lo ca ti o n p are-run i n pu m ps open B LB V
1 6 IS B L 0 A ir b lo w in g / f in e 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 in s t a ll N 2 e lb o w 7 - 8 O 2 fr e e - 10-11 R em B L 1 2 V e r if y s ta t u s / 1 6 ISBL
F uel G as c l e a n in g f o r TO S y s te m p r e p a r e s y s te m in st r u m - C o m m d i sc o n n N 2 e lb o w b lin d - O p e n B L B V li n e u p - F ue l G as
h e a t e r p ip i n g H T - le a k te s t p r e s s u r iz e - p u t i n
f u ll o p e r a t io n
1 7 IS B L 0 A ir b lo w in g / f in e 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 in s t a ll N 2 e lb o w 6 - 7 O 2 fr e e - 8 C o m m st e a m 9-10 R e m B L 1 1 V e r if y s ta t u s / 1 7 ISBL
N a tu r a l G a s c l e a n in g f o r TO S y s te m p r e p a r e s y s te m in st r u m - le a k te s t d i sc o n n N 2 e lb o w tr a c in g b lin d - O p e n B L B V li n e u p - N a tu ra l G a s
h e a t e r p ip i n g ru n N G t o f la re p r e s s u r iz e - p u t i n
hdr o p e r a ti o n
2 1 IS B L 0 A ir b lo w in g / f in e 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 in s t a ll N 2 e lb o w 7 - 8 O 2 fr e e - 9 V e r i fy s t a t u s/ li n e 2 1 ISBL
V e n t G a s fr c l e a n in g f o r TO S y s te m p r e p a r e s y s te m in st r u m - C o m m d i sc o n n N 2 e lb o w u p - p u t in V e n t G a s fr
h e a t e r p ip i n g H T - le a k te s t o p e r a ti o n
V 3 906 V 3 90 6
1 1 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 - 7 O 2 fr e e - le a k 8 - 1 0 F il l/ p la c e l iq 11-13C om m H 2 1 4 V e r if y s ta t u s / 1 1 ISBL
F e e d fr o m TO S y s te m p r e p a r e s y s te m in st r u m - C o m m tes t le v e ls - p r e s s te st - b la n k sy s t e m - li n e u p - u n d e r H 2 F e e d fro m
H T - lin e u p R V 's p r e p P P se r v ic e p r e p - r u n in f e e d w it h g a s o il r e a d y
S to ra g e pum p f o r o p e ra ti o n S t or age
3 0 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 - 7 O 2 fr e e - le a k 8 - 1 0 F il l/ p la c e l iq 11-13C om m H 2 1 4 V e r if y s ta t u s / 3 0 ISBL
H G O fr o m TO S y s te m p r e p a r e s y s te m in st r u m - C o m m tes t le v e ls - p r e s s te st - b la n k sy s t e m - li n e u p - u n d e r H 2 H G O fro m
H T - lin e u p R V 's p r e p P P se r v ic e p r e p - r u n in p u m p w it h g a s o il r e a d y
D 3 9 0 2 /3 f o r o p e ra ti o n D 3 9 0 2 /3
2 5 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 6 Fu n ct io n t e st 7 V e r i fy s t a t u s/ li n e 2 5 ISBL
W as h W t r f r TO S y s te m p r e p a r e s y s te m in st r u m - c o m m up-read y f or W a s h W tr fr
H T - le a k t e s t- l in e o p e r a ti o n
V 3 412 u p R V 's V 3 41 2
2 3 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 6 Fu n ct io n t e st 7 V e r i fy s t a t u s/ li n e 2 3 ISBL
S o u r W tr fr TO S y s te m p r e p a r e s y s te m in st r u m - c o m m up-read y f or S o u r W tr fr
H T - le a k t e s t- l in e o p e r a ti o n
C H P S /C L P S u p R V 's C H P S /C L P S
1 0 /4 3 IS B L 4 3 IS B L s ys t e m 4 3 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5-7 l ube t es t - 8 - 1 1 P u r g e w i th 1 2 V e r if y s t a tu s- 13 P rep t o s t art 1 4 - 1 6 E s ta b H 2 17-18 P erf l oad 19-22 C ool dow n- 1 0 /4 3 IS B L
H 2 m ak e u p/ C 39 00A B C h e m i ca l TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p b u m p t e s t- n o N 2 - p r e s s - le a k under N 2 ready C 3900A /B r e c - in c r p r e s s- c h k -s w in g c o m p sh u t d o w n h tr - H 2 m a k e u p/
c le a n in g R V 's v a lv e r u n t e st - p r e p fo r fo r c i rc u l a t io n e s t a b m i n H 2 f lo w co o l to 7 0 d g r -
R ec C om p C h e m C le a n o p e r a t io n t o s t art heat er sh u td o w n c o m p R ec Co m p
1 2 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 Fu n c t io n t e st 4 - 7 Pu rg e w it h 8 V e r if y s ta tu s - H P 1 2 ISBL
F e e d to TO S y s te m p r e p a r e s y s te m in st r u m N 2 - p r e s s - le a k ci r c u it u n d e r N 2 F e e d to
ISBL DHT-2 UNIT

t e st - p r e p fo r re a d y f o r
F 390 1 o p e r a t io n o p e r a t io n F 39 01
1 3 IS B L 0 C l e a n in g a s 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 Bu r n e r c o n t r o l& 6 - 9 Pu rg e w it h 1 0 V e r if y s t a tu s- 1 1 P re p t o l ig h t 1 2 - 1 4 SU h e a t e r - 15-1 6 C om m 1 3 ISBL
R e a c to r r e q u ir e d TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p s a f e - g u a r d in g N 2 - p r e s s - le a k H P c i r cu it /f u r n a c e F 3901 in c r t e m p - c h k li n e h e a te r - c u r e R e a c to r
R V 's lo g ic t e s t w it h N 2 t e st - p r e p fo r under N 2 ready e x p a n s io n ref rac t ory
ISBL DHT-2 UNIT
C h a r g e H tr o p e r a t io n fo r c i rc u l a t io n C h a rg e H t r
UL SD
1 4 IS B L 0 C l e a n in g a s 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 - 8 Pu rg e w it h 9 V e r if y s ta tu s - H P 1 0 - 1 1 C l e a n - c ir c / 1 2 - 1 3 Ev a c u a t e 1 4 - 1 7 C a t lo a d - 1 8 P r e p f o r u n it 1 9 - 2 0 A c ti v a t e 2 1 - 2 2 Ze r o c h e c k 2 3 R a m p u p to in N O P 1 4 ISBL
R e a c to r r e q u ir e d TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p N 2 - p r e s s - le a k ci r c u it /r e a c t o r h o ld te m p H P c i r cu it /p u t N 2 - lin e u p R x - N 2 c a t a ly s t a c t iv a t io n c a ta - l y st - s ta r t o f in s t ru m e n ts - b r in g n o rm a l t h r o u g h p u t R e a c to r
t e st - p r e p fo r under N 2 ready prep reac t or f or le a k t e st - p r e s s U LS D ac c proc o n sp e c
o p e r a t io n fo r c i rc u l a t io n c a t lo a d in g w it h H 2 *R e a c t o r S e c ti o n
1 5 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 - 8 Pu rg e w it h 9 V e r if y s ta tu s - H P 1 0 Fi ll /p l a c e li q 11-13 R em ov e H 2 1 4 V e r if y s ta t u s - 1 5 - 1 6 C l e a n - c ir c / 1 5 ISBL
R e a c to r E f fl TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p N 2 - p r e s s - le a k ci r c u it u n d e r N 2 le v e l s b l in d / p r e s s u n it - H P C ir c u it r e a d y h o ld te m p R e a c to r E ffl
R V 's t e st - p r e p fo r re a d y f o r le a k t e st - in c r fo r o p e r a t io n
to V 3 9 0 5 o p e r a t io n o p e r a t io n pres s to V 3 9 0 5
1 8 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 - 8 Pu rg e w it h 9 V e r if y s ta tu s - H P 1 8 ISBL
Q ue nc h O il TO S y s te m p r e p a r e s y s te m in st r u m - C o m m N 2 - p r e s s - le a k ci r c u it u n d e r N 2 Q u e n c h O il
HT t e st - p r e p fo r re a d y f o r
to R e a ct o r o p e r a t io n o p e r a t io n to R e a c to r
L i q u id f ro m TO S y s te m p r e p a r e s y s te m in st r u m - C o m m N 2 - p r e s s - le a k ci r c u it u n d e r N 2 L iq u i d fro m
H HP S o p e r a t io n o p e r a t io n H H PS
2 0 IS B L G a s 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 - 8 Pu rg e w it h 9 V e r if y s ta tu s - H P 2 0 I S B L G as
fr o m V 3 9 0 5 TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p N 2 - p r e s s - le a k ci r c u it u n d e r N 2 fr o m V 3 9 0 5
R V 's t e st - p r e p fo r re a d y f o r
o p e r a t io n o p e r a t io n
2 1 IS B L G a s 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 - 9 Pu rg e w it h 1 0 V e r if y s t a tu s- 2 1 I S B L G as
fr o m V 3 9 0 6 TO S y s te m p r e p a r e s y s te m in st r u m - c o m m N 2 - p r e s s - le a k H P c ir c u it u n d e r fr o m V 3 9 0 6
Process
H T - lin e u p R V 's t e st - p r e p fo r N 2 r e a d y fo r
o p e r a t io n o p e r a t io n
L i q u id f ro m TO S y s te m p r e p a r e s y s te m in st r u m - C o m m N 2 - p r e s s - le a k ci r c u it u n d e r N 2 L iq u i d fro m
C HP S o p e r a t io n o p e r a t io n C H PS
2 4 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 in s t a ll N 2 e lb o w 7 - 1 0 O 2 f re e - le a k 1 1 V e r if y s t a tu s- 1 2 - 1 3 Fi ll/ p la ce liq 1 4 V e r if y s t a t u s- 1 5 L in e u p 16 S t art of U LS D 2 4 ISBL
S tr i p p e r O /H TO S y s te m p r e p a r e s y s te m in st r u m - C o m m t e s t- d i sc o n n N 2 st r ip p e r s e c ti o n le v e ls - p r e p P P u n d e r N 2 w i th s t ri p p e r s e c t io n ac c proc edure S t ri p p e r O /H
H T - te s t /r u n in e l b o w - lin e u p under N 2 s e r v ic e g a s o il r e a d y f o r *S tr i p p e r S e c ti o n
to V 3 9 0 7 fans R V 's o p e r a t io n to V 3 9 0 7
2 6 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 2 6 ISBL
S tr i p p e r B /M TO S y s te m p r e p a r e s y s te m in st r u m - C o m m S t ri p p e r B /M
HT
D 390 2 D 39 02
2 7 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 6 C o m m in st r m - 7 V e r i fy s t a tu s/ li n e 2 7 ISBL
W a s h O i l/ TO S y s te m p r e p a r e s y s te m c o m m H T - le a k u p - p r e s s u r iz e - p u t W as h O il/
D ry S lo p D ry S l o p
2 9 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 V e r i fy s t a tu s/ li n e 2 9 ISBL
All systems of the unit/ Activities from

P u m p F lus h TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p u p - p r e s s u r iz e - p u t P u m p F lus h
R V 's in o p e r a t io n
H ead er H ea der
3 1 IS B L V a c 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 in s t a ll N 2 e lb o w 7 - 1 0 O 2 f re e - le a k 1 1 V e r if y s t a tu s- 1 2 - 1 3 Fi ll/ p la ce liq 1 4 V e r if y s t a t u s- 1 5 L in e u p 1 6 S ta r t o f U L S D 3 1 ISBL Va c
D ry e r O /H TO S y s te m p r e p a r e s y s te m in st r u m - C o m m t e s t- d i sc o n n N 2 v a c u u m s e c ti o n le v e ls - p r e p P P u n d e r N 2 w i th v a c u u m sy s t e m s ac c proc edure D ry e r O /H
H T - te s t /r u n in e l b o w - lin e u p under N 2 s e r v ic e g a s o il r e a d y f o r *V a c u u m D ry e r
G as fans R V 's o p e r a t io n Gas
3 2 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 3 2 ISBL
S o u r W tr fr TO S y s te m p r e p a r e s y s te m in st r u m - c o m m H T S o u r W tr fr
O /H D r y e r O /H D ry e r
3 3 IS B L H C 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 6 C o m m in st r m - 7 V e r i fy s t a tu s/ li n e 3 3 IS B L H C
fr o m V 3 9 0 8 / TO S y s te m p r e p a r e s y s te m c o m m H T - le a k u p - p r e s s u r iz e - p u t fr o m V 3 9 0 8 /
W et S lop W et S lop
plant listed on left side of activity list

3 4 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 Fu n c t io n t e st 3 4 ISBL
F e e d to S p l tr TO S y s te m p r e p a r e s y s te m in st r u m F e e d to S p l tr
D 390 5 D 39 05
3 6 IS B L 0 C l e a n in g a s 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 Bu r n e r c o n t r o l& 6 - 9 O 2 f r e e - le a k 1 0 V e r if y s t a tu s- 11-1 3 S U heat er- 14-15 C o m m 3 6 ISBL
F 390 2 r e q u ir e d TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p s a f e - g u a r d in g te s t - d is c o n n N 2 re b o il e r c i r cu it / i n c r te m p - ch k lin e h e a t e r - cu re F 39 02
R V 's lo g ic t e s t w it h N 2 e lb o w - l in e u p fu r n a ce u n d e r N 2 e x p a n si o n r e fr a c t o r y
R V' s re a d y f o r s t a r t u p
3 7 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 5 Fu n ct io n t e st 6 in s t a ll N 2 e lb o w 7-10 O 2 f ree-l eak 1 1 V e r if y s t a tu s- 1 2 - 1 3 Fi ll/ p la ce liq 1 4 V e r if y s t a t u s- 15 C ool dow n p ut 1 6 L in e u p sp lit t e r 17 S t art of U LS D 3 7 ISBL
S p li tte r O /H TO S y s te m p r e p a r e s y s te m in st r u m - C o m m te s t - d is c o n n N 2 sp l it te r se ct io n le v e ls - p r e p P P u n d e r N 2 w i th s y st e m i n s t a n d b y s e c t io n ac c proc edure S p l it te r O /H
H T - te s t /r u n in e lb o w - l in e u p under N 2 s e r v ic e g a s o il r e a d y f o r m ode *S p li tt e r S e ct io n
& R e fl u x fans R V' s o p e r a t io n & R e fl u x
3 5 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 - 6 O 2 fr e e - le a k 7 - 9 F il l/ p la c e l iq 10-12 C om m F G 1 3 V e r if y s ta t u s / 3 5 ISBL
H G O fr o m TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p tes t le v e ls - p r e s s te st - b la n k sy s t e m - li n e u p - u n d e r F G H G O fro m
R V 's p r e p P P se r v ic e p r e p - r u n in p u m p w it h g a s o il r e a d y
D 390 5 D 39 05
flow scheme
f o r o p e ra ti o n
3 8 IS B L 0 A ir b lo w in g 1 M C / P r e p d o c s/ 2 W a lk d o w n / 3 - 4 Fu n ct io n t e st 5 - 6 O 2 fr e e - le a k 7 - 9 F il l/ p la c e l iq 10-12 C om m F G 1 3 V e r if y s ta t u s / 3 8 ISBL
S to v e O il TO S y s te m p r e p a r e s y s te m in st r u m - lin e u p tes t le v e ls - p r e s s te st - b la n k sy s t e m - li n e u p - u n d e r F G S t ov e O il
R V 's p r e p P P se r v ic e p r e p - r u n in p u m p w it h g a s o il r e a d y
S p li tte r P r o d f o r o p e ra ti o n S p l it te r P ro d
4 0 IS B L 0 C le a n i n g a s 1 M C / Pr e p d o c s / 2 W a l kd o w n / 3 - 4 Fu n ct io n t e st 5 - 7 F il l- F lu s h - r e p l 8 V e r i fy s t a tu s/ li n e 4 0 ISBL
C 390 0A B r e q u i re d T O S ys t e m p r e p a r e s ys t e m in st r u m - lin e u p f i lt e r s u p - p r e s s u r iz e - p u t C 39 00A B
Lu be O il S y s L u b e O i l S ys
Equipment Auxiliaries
C 390 0A B r e q u i re d T O S ys t e m p r e p a r e s ys t e m in st r u m - c o m m f i lt e r s u p - p r e s s u r iz e - p u t C 39 00A B
H T - lin e u p R V 's in o p e r a t io n
L b rc O i l S y s
Horizontal
L b rc O i l S y s
4 2 IS B L 0 C le a n i n g a s 1 M C / Pr e p d o c s / 2 W a l kd o w n / 3 - 5 Fu n ct io n t e st 6 V e r i fy s t a tu s/ li n e 4 2 ISBL
C 390 0A B r e q u i re d T O S ys t e m p r e p a r e s ys t e m in st r u m - c o m m u p - p r e s s u r iz e - p u t C 39 00A B
D is t p c b ttl D i s t p c b t tl
P 3 901 L ube r e q u i re d T O S ys t e m p r e p a r e s ys t e m in st r u m - lin e u p f i lt e r s u p - p r e s s u r iz e - p u t P 3 90 1 Lub e
O i l S y s te m O i l S ys t e m
P 3 907 L ube r e q u i re d T O S ys t e m p r e p a r e s ys t e m in st r u m - lin e u p f i lt e r s u p - p r e s s u r iz e - p u t P 3 90 7 Lub e
O i l S y s te m O i l S ys t e m
link
S e al B F S k d r e q u i re d T O S ys t e m p r e p a r e s ys t e m in st r u m - c o m m f i lt e r s u p - p r e s s u r iz e - p u t S e al B F S k d
P 3 902 A B P 3 90 2A B
C om pr es s or 1 Pr e p h a s e 1 P H A S E 1A 2 M o d if ic a t io n s I n s t r u m e n t Ai r C om pr es s or
B u il d i n g w ork o p e r a ti n g p a n e l/ f r o m d i st r ib u ti o n B u i ld in g
e le c t ri c a l r o o m i n b u i ld in g
C800/801 MODS
C om pr es s or 1 S hutdow n- 2 M o d if ic a t io n s 3 M o d if ic a t io n s 4 M o d if ic a t io n s C om pr es s or
C 800 C 8 0 0 /p u r g e - b la n k C 8 0 0 / H 2 sy s te m V e n t / g ly c o l/ f la r e / in s t r u m e n t sy s t e m C 80 0
Phase 1 A-B-C 2 3
n it ro g e n / lu b r i ca -
t io n s y st e m s
5 M o d if ic a t io n s PH A S E 2 6 M C / P r e p d o c s/ 7 W a lk d o w n / 8 - 1 0 Fu n ct io n t e s t 1 1 - 1 3 lu b e t e s t- 1 4 - 1 7 P u r g e w it h 1 8 V e r if y s t a tu s-
C800/801 MODS
tC 800 TO S y s te m p r e p a r e s y s te m in st r u m - C o m m b u m p te st - n o N 2 - p r e s s- l e a k under N 2 ready

H T - lin e u p R V 's v al v e run te s t - p r e p f o r fo r c i rc u l a t io n
P H A SE 1C o p e r a t io n
C om pr es s or 1 Sh u td o wn 2 Ti e in s & p i p in g 3 M o d if ic a t io n s 4 P re c o m m PHASE 3 C om pr es s or
C 801 C 8 0 1 / p u r g e / b l in d m o d i fi c a ti o n s H 2 / in s tr u m e n t s y s te m c o m p r b u i ld in g / C 80 1
f la r e / g l yc o l /v e n t/ e l ct r r o o m
in st r u m s y s te m s
5 M o d if ic a t io n s 6 M C / P re p d o cs / 7 W al k dow n/ 8 - 1 0 F u n c t io n te st 11-1 3 l ube t es t - 1 4 - 1 7 Pu r g e w it h 1 8 V e r if y s ta t u s -

tC 8 0 0 TO S y st e m p r e p a re s y st e m in s t ru m - C o m m b u m p t e s t- n o N 2 - p r e s s- l e a k und er N 2 ready
H T- l in e u p R V 's v al v e run te s t - p r e p f o r f o r c ir c u la ti o n
PH A S E 1B DHT 1 o p e r a t io n
D H T 1 U N IT s h ut D H T1 U N IT
1 S hutdow n do w n
D H T1 / s to p f e e d /
H 2 f lu h / d e p r e s s /
c ool do w n
1 P re p has e 1 2 T ie i n s & p i p in g 3 M o d if i ca ti o n s 4 P re c om m F o r e a c h s y s t e m t h e n u m b e r s a re re f e r ri n g to s y s t e m a c t iv it y lis ts

w ork m o d if ic a t io n s H 2 / in s t r u m e n t s ys t e m c o m p r b u ild i n g /
f la r e /g l y co l e lc tr ro o m
s y s te m s
W o rk E xe c u t io n F lo w S c h e m e
(P re )- C o m m is s io n in g & S t a rt - u p
C o n st ru ct io n
C S /P C P r e c o m m i s si o n i n g
O S B L I n te r co n n e c tin g -I S B L D H T 2 U n it s h t 1 o f 2
M e ch a n i ca l C o m p l e ti o n
M C /T O T urn O v er
U L S D P ro je c t M o n tr e a l - M E R
M ade C he c ke d Ap p ro ve d
R e vis io n D ate D e s c r ip tio n by by by
CM C o m m is s io n in g
0 2 4 Ja n 20 0 5 F ir s t S e tu p Ja n S RN RG
1 2 7 Ja n 20 0 5 R e vie w C o m m e n ts I m p le m e n t e d Ja n S RN RG
SU S ta r t U p
The drawing should be readable from left to right, meaning that the X-axis represents
a (non-linear) timeline. Hence there are no backward flowing links (Relationships in
the illustration). Links are always vertical lines (dots-arrows).
Make sure that the WEFS reflects the CSU philosophy.
Make sure that all testing activities incorporated in the system activity sheets and
reflected on the WEFS.
To make the drawings easier to read and understand the activities from the CSU
ACTIVITY LIST (within a commissioning system) can be grouped and shown on the
WEFS in a single box provided there are no vertical links in between these activities.
For example, instead of showing two activities, Tightness test and Oxygen free, they
can also be combined:
E5-E8
Tightness test
O2 free
Do not show durations of activities on the WEFS in any format, since these are not
updated when the primavera is updated. In general it is good practice to avoid
duplication of information in different documents for reasons of document
maintenance.
Logic relationships
o This note applies to the links in the interface area. Make sure that all logic link
references, external or between the different sheets of WEFS are consistent.
The reference box in the interface area should mention the COM-number33
when the link is outside own scope, or mention the system in case the link is
to another drawing, but inside own scope. Always include a short descriptor in
the box. This descriptor should correspond to the description on the System
Activity Sheet and, if applicable, on the Logic Link Summary. Also include in
brackets the Service Code if applicable.
COM 093
Example outside own scope: Instrument Air
available (IA)
In this case Instrument Air is required from outside to commission the

instruments (Service Code is IA). The commissioning interface number is
COM 093.
N-UU-Bb-Sxy
Example inside own scope: RFSU syst Sxy
In this case provider system Sxy needs to be RFSU for the following activity
on the WEFS. System Sxy is within own scope but is located on another
drawing. If the interface area is divided up in WEFS (see section on Layout),
the box appears in the sub-area of the WEFS drawing on which system Sxy is
located.
o Ensure that links between any two WEFS drawings (own scope) appear on
both drawings. It is not recommended to force the links to appear on the
same lateral location (as is common practice with PEFS drawings), as it
reduces the flexibility of arranging the layout of the WEFS.
o Ensure that all logic links are also mentioned in the activity sheets with a short
explanation why the link is there.
o All links are by default Finish-to-Start relationships. If this is not intended (only
in very few occasions) the correct relationship should be specified on the
WEFS such as Start-to-Start or Finish-to-Finish relationships. Lags can then
be indicated between different activities (see template)
E.2.3 Standardisation
The following recommended guidelines help improve the readability of the WEFS and make
them uniform in appearance across the project:
Activity boxes are standard size 15 x 8 mm like in the template; the right hand side of
the boxes is aligned with a multiple of 3 cm, i.e. the boxes are positioned at 9, 12, 15,
18 etc. cm. Vertical guides (dotted grey lines) are provided in the template to align
the boxes.
To accentuate important systems like power, control & safeguarding and instrument
air we use red, green and blue arrows, respectively, for the relationships (refer to
template)
The boxes shall be coloured as indicated by the legend on the template (i.e. pre-
commissioning = light green, commissioning = light blue etc.)
33
COM-numbers are defined in the Commissioning Interface Packages to be issued by PMC:
(T-4.184.586 - .594)
To the right of the list of commissioning systems the grouping to SU block level is
indicated (refer to template)
To the left of the list of commissioning systems the plant name is indicated (refer to
template)
All important notes and holds should be mentioned on the WEFS.
E.2.4 Practical suggestions

Some practical suggestions to help drawing the WEFS:
First draw horizontal lines across the entire page for each system. On the template
this has already been done for most of the page.
Paste a box showing an activity (or combination of activities) on the horizontal line
with the box fully visible and the line passing behind it. Once all boxes have been
added to the line and the logic links are completed, the right side of the line can be
shortened to just after the last activity box on that system. This end will coincide with
a link to an activity on another system. Drawing the horizontal lines first avoids
drawing separate horizontal connections between each box, and allows boxes to be
moved from left to right during WEFS development, without the need to adjust the
horizontal links between them.
Vertical straight arrows, showing logic links, are added connecting the horizontal lines
once the boxes have been put in place.
Try to avoid repeating logic links at a later stage in the logic if there is an indirect link
already present. This can best be explained in the following scheme:
N-UU-Bb-P01
01
<system 1> <Activity 01>
L1
L4
N-UU-Bb-P02
02
L2
N-UU-Bb-P03
03
L3
N-UU-Bb-P04
04 05
<system 4> <Activity 4> <Activity 5>
Here there are links between the following activity pairs: 01/02, 02/03 03/05 and 01/05,
called L1, L2, L3 and L4, respectively. Due to the order in the logic, link L4 is not strictly
necessary, because activity 01 will surely take place before activity 05. This is what is
meant by the indirect link. When many of these indirect links are present, the drawing
can become cluttered and difficult to read. In principle link L4 in the example can be left
out, however, care must be taken when changing the logic at a later date. The link
represented by L4 must not be overlooked as L1, L2 or L3 may have been removed
during changes to the logic. It is advised not to remove these indirect links until the logic
has been completed. An alternative is to draw them on a different layer that can be
made invisible for presentation purposes and switched on during development work.
E.3 Narrative
It is important to capture the reason why a logic link exists, be it internal (within the contractor
scope) or external. This must be recorded in the CSU activity list or a separate document
(narrative), and should contain sufficient detail to enable an Operator to write procedures
based on this information, including WEFS and Schedule. Another reason for providing the
explanatory text is that the logics from different contractors will need to be integrated to form
a logic of the complex. It should be possible to roll up the info into an integrated CSU
execution plan
E.4 Logic Link Summary

On complex projects with multiple process plants the Logic Link Summary (LLS) can be an
integral part of the WEFS. Because the interfaces between the various contactors are of vital
importance, special attention is paid to the links outside the Contractors scope. To manage
the interconnections between areas (contracts) each contractor is to provide a Logic Link
Summary (see template below).
WEFS Logic Link

Summary v4.xls
Each item listed represents a link on the WEFS that connects to the logic of another
contractor, be it a utility provision or another activity. All these items appear in the interface
area at the top of the WEFS. The descriptor corresponds to that on the System Activity
Sheet and, if applicable, the narrative.
Hence there are five interrelated documents that describe and explain the CSU plan and
schedule and how they relate to those of other areas:
1. System definitions
2. System Activity Sheets
3. WEFS logic
4. Narrative describing the reason for each logic link
5. Logic Link Summary
E.5 WEFS Completion, Ownership and Maintenance

After completing the WEFS(s), it, and the activity lists, should be well communicated
to and reviewed by the CSU team members to ensure that:
o everybody understands the WEFS,
o the WEFS is fully developed and complete, and
o the CSU philosophy is well reflected.
Changes made to the WEFS need to be implemented in the CSU ACTIVITY LIST and
other related documentation as well (and vice versa).
A document control (Management Of Change, (MOC)) procedure should be in place
after the CSU logic is frozen and issued to the planning engineer. All changes to the
logic need to be well communicated with the planning engineer.
The issue for first review is revision 0. The issue following after the first review is
revision A, the next revisions after that are B, C, etc.
WEFS technical contents: ownership by ADT (the integrated, rolled-up WFS and
schedule of the whole complex are owned by PMC/CSU group).
WEFS document: ownership by ADT after the first cycle of review by the
commissioning and start-up team.
Bibliographic Information
This report has been classified as Confidential and is not subject to US Export Control
regulations.
Report Number : GS.05.52536

Title : Best practice for systemization and development of a schedule for
commissioning and start-up
Author(s) : F.P. Berkenhagen / L.H.J. van den Heuvel GSSC
Reviewed by : I. Urbanek GSSC
Approved by : R. Snoodijk (FSI CoE leader) GSSC
Content Owner : F.P. Berkenhagen GSCC
Issue Date : December 2006
Activity Code :
Sponsor : R. Snoodijk
Keywords : Flawless start-up, COE, best practice,
systemization, schedule
Issuing Company : Shell Global Solutions International BV
P.O. Box 541, 2501 CM The Hague, The Netherlands.
Tel. +31 70 377 9111
Established at Carel van Bylandtlaan 30, 2596 HR The Hague
Commercial Register, The Hague 27155370
Report distribution
Copies of the report will be sent to those listed below via email (E) or in paper format (P) as
specified. (E is the preferred method for distribution within GS and P should only be used if
specifically requested by the customer).
Address info should be as complete as possible (certainly for external parties), i.e. company
name, reference indicator, postal address and number of paper copies if applicable.
Add/remove lines as required.
Outside Shell Global Solutions
Company name and address E or P No. of

paper
copies
Within Shell Global Solutions
Name Ref. Ind. Location E or P No. of

paper
copies
Shell Research and Technology Centre GSNL-GSXI (Reports Library) E 1
Amsterdam
Access to this report is restricted to those listed in the Distribution List only because of
commercially sensitive information.

Best Practice GS 06.52536 April 07

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Best Practice GS 06.52536 April 07

Uploaded by

Copyright:

Available Formats

GS.06.

Best practice for

Best practice for systemization and development

F.P. Berkenhagen / L.H.J. van den Heuvel

Shell Global Solutions International B.V., 2006. All rights reserved.

Systemization provides a structured work process to develop an integrated CSU execution

7. Software to Support Module Systemization 44

The commissioning, start-up activities and initial operation continue to be executed on a

Project driving forces per phase

1.2 In Control of CSU

In Control vs Out of Control

Fact based Assume

1.3 Structured Approach

In controlProactive Preparation & Execution of CSU

overview of execution work & plan

1.4 Work Process

Program Steps for each individual Project Area:

Premises (step 1 and 2)

Main steps 3 to 6 are described in detail in the following chapters:

Development of Detailed Work Descriptions (step 7)

In Appendix E a simplified flow diagram is presented of the work process.

1.5 Nomenclature and Terminology

1.5.3 Work Execution Flow Sheet (WEFS)

1.5.5 Hand Over

At the end of commissioning a system is ready for start-up (RFSU).

1.5.7 Ready for Start-up

1.5.9 Commissioning and Start-up Schedule

1.5.10 Turnaround Schedule

Asset Breakdown Structure

The Complex shall be broken down into

When defining systems (identifying system breaks) a number of considerations need to be

Five categories of system breaks can be distinguished:

2.2 System Identification

DRAWING FOR SYSTEM DEFINITION ONLY

Other systems shown

System Identification List

2.3 System Size

Tank Eq check Looptest Fill- Leak test Test level

pump Eq check Alignmt Bumptest Prime Start& Run-in

Disch line Cleaning Reinstate Looptest

An example is to define heat exchangers in a feed preparation process system as separate

2.4 Guidelines for Definition of Process Systems

2.4.1 Process Systems

Review main functions of Feed supply, filtration, absorption,

Review circulation possibilities Compression system on recycle

2.4.2 Utility Systems

IA compression (Utility Generation)

Example Utility Service : Cooling Water

Example Utility Service : Steam

Stm Turb Gen

Standard utility services may include the following:

Flare Cooling Water

2.5 Guidelines for Definition of Non-Process Systems

2.5.1 Instrument Systems

2.5.2 Electrical Systems

2.5.3 Telecommunication Systems

2.5.4 Civil/ Structural Systems

2.6 Interface systems

2.7 System Numbering

Unit number reference AAA

Process Train 2, unit 3400 ZAA = 234

(Sub) System sequence indicator CC(C)

Characters 1 to 8 together make up the unique system number.

Activity sequence indicator DD